The Orgtology Glossary

Homeostasis is the tendency towards a relatively stable equilibrium between interdependent elements. In general, homeostasis is implicitly maintained in physiological processes. In orgtology we use it to grasp the interdependence between physical manifestations and thoughts. E.g., the natural equilibrium that Org will strive for between strategic thinking and operational processes. They are inverse, interdependent, and they draw from the same resource pool. The subconscious aim of interdependence is always to survive.

A hub is a container of time, cost, or priority. In orgamatics, we often cluster various parts of Org into a group so that we can work with it in some way or another. Where the aim of such a group is to achieve efficiency, we call it a “Hub”. We use a Hub to contain three things. These are Time, Cost, and Priority. In that we bring about “Time Hubs”; “Cost Hubs”, and “Priority Hubs”. There is also the “Parent Hub”, which serves as a denominator to decide an efficiency ratio.

Hypothesis 2x is the foundational assumption of orgtology. Derek Hendrikz Devised Hypothesis 2x in 2018. His aim was to give a foundational assumption to the eight theories of orgtology. In orgtology we hold that performance and relevance create an inverse duality. This duality enables organisations to exist. Performance is receptive and perfects a known past. It does so through translating purpose to efficient process. Relevance is projective and creates an unknown future. It does so through translating intent to effective strategy. Purpose enables performance and intent ensures relevance. They are dual because without one the other loses meaning. They are inverse because they draw from the same resource pool. The hypothesis is: If two organisations have the same purpose and intent, they will show different results because the algorithm that this binary creates will have to adjust to the unpredictable and irrational nature of the abstract dynamics that human minds create. E.g., we use operational targets to measure the processes that drive the purpose of Org. In so, we use strategy to achieve our intent. According to the hypothesis, abstract dynamics will change the results of similar companies. Even if their operations and strategy are the same, the results will still be different. They can have the same purpose and processes, intent, and strategy. They could hold the same resources and run within the same context. Yet, the humans that run them can never be the same. Human consciousness allows us to anticipate a future. This influences the way in which we survive. Therefore, we will always aim to negotiate the most favourable future position for ourselves. This dynamic will change any algorithm. In Hypothesis 2x, the “2” shows a relevance / performance duality, and “X” the unknown. “X” is the unpredictable element that will change the outcome of a duality. It makes things unique. In this hypothesis, the relevance / performance binary is the dependent variable. An abstract dynamic is the independent variable. We assume that such dynamic will change the result of the binary. When you add abstract dynamics to logical flow, you will get something unique. We refer to the “x” as an X-Factor. It is what makes organisations unique.

Identity is the boundaries that define and differentiate subsystems from one another. In humans, this experience explores all manifesting boundaries such as race, gender, age, physical features, etc. Identity also includes the reference systems or paradigm of a person. In orgtology, we use the term “construct” to describe a paradigm or reference system. This entail the beliefs, attitudes, and values according to which a person views the world and evaluates behaviour ideas and feelings. Worldviews, culture, race as well as individual and collective identity influences our paradigm. There are several types of identity. Every person has a fixed identity, which is hir race, gender, height, facial features, etc. Then there is collective or shared identity. These are the social groups, work place, religion, culture, etc., that a person chooses to belong to. There are also hidden identities. These are things that identifies a person, which ze would prefer to keep to hirself. Examples of this could be sexual preference, life threatening disease, mental disorder, etc.

Impact is the effect that something has after it is done. In orgtology we use the term “impact” to assess the effect that a risk will have if it has taken place. Risk exposure relates to the probability that something will happen and the impact that it will have if it happens. Where probability is low and impact high, we have a “black swan” risk. This is the most dangerous of all risks.

Implicit intelligence (Ii) is the intelligence that a process implies. DNA is a good example of that. You do not have to teach a snake what to eat, or a baby to walk. The DNA of any organism implies this knowledge. Implied intelligence consists of a set of rules that ignite a sequence of activity, that produces a predictable result. In Org our aim is to imply at least 60%+ of all intelligence within our processes. This reduces uncertainty, and therefore risk. It also allows Org to use its human (tacit) intellect for securing the future. Implied intelligence is there to repeat the past in the most efficient way possible. In that, implied intelligence run operations, and tacit intellect secures the future.

Influence is the power and ability to affect a course of events or a thinking process. The effect of influence is always change. In orgtology we hold that leaders change things and managers maintain things. Change needs influence and maintenance needs empowerment. Influence creates the change, and empowerment helps to transform it into something meaningful. Leaders must help others to accept change. Managers must empower the needed transformation through policy, systems and processes.

Information are facts provided or learned about something or someone. Bits of data create information. Unlike data, information is ready to use. It is not raw as data. Data are simply facts or figures. As soon as we process data, it can become useful information to a context. Org needs information to stay relevant and to optimally perform.

The origin or beginning of something new epitomizes the concept of innovation. If you were a mad scientist busy making “innovation”, then six parts of “creativity” and three parts of “judgment” would be the ingredients to your formula. The purpose of innovation is to improve or renew. Innovation is the result of the interaction between creativity and judgment. A group of managers will come together to brainstorm creative ways of dealing with a specific issue. Once they have introduced enough creative ideas, a process of judgment (do we have the authority, money, etc.) will take place to find the most suitable proposal. In metaphorical terms, if creativity were thousands of male sperm cells and a female’s egg cell is the judgment, then the conceived child will be an innovative product. The ‘nine months of pregnancy’ is often forgotten when organizations innovate. For innovation to manifest, it needs an incubation period, and for innovation to survive it needs to be contained within organizational processes.

An input is a place where, or a device through which, energy or information enters a process or system. In orgtology we use “inputs” to measure efficiency. This would be all the resources (people, money, and assets), intelligence, and time that goes into the process and project constructs.

Insight refers to the power of clear perception and deduction. In orgtology we use understand as synonym for insight. If you clearly understand the complex nature of people, situations, systems, things, or subjects you are insightful. Insight is the skill you need to see wat lies beyond the obvious. In orgtology this implies an understanding of how organizational content, processes, and dynamics contribute to growth or regression. The world of insight is not black and white but grey.

An institute is an organization that has a particular purpose, especially one that is involved with science, education, or a specific profession. Professional institutes can associate with the International Orgtology Institute by registering on the IOI site. Their aim with this is to collaborate and learn from peer institutions. The Orgtology Institute refers to Professional Institutions who associate and collaborate with them, Registered Institutions.

Intellectual property (IP) is a work or invention that is the result of creativity. It is something that an individual owns, because it came from hir mind. Therefore, it is an intangible creation of the human intellect. In most countries one can protect hir IP through a patent, copyright, or a trademark. Examples of IP is a manuscript, a design, or a symbol or phrase that one uses in the course of business. The International Orgtology Institute uses copyright and trademarks to protect their IP.

Intelligence is the ability to collect information and to acquire and apply knowledge and skills. A popular theory is that humans have both fluid and crystalized intelligence. Fluid intelligence is the ability to solve problems, use logic in new situations, and identify patterns. In contrast, crystallized intelligence is the ability to use learned knowledge and experience. In orgtology we work with both organisational and human intelligence. In orgamatics we call it orgtelligence. In 2016 Derek Hendrikz introduced orgtelligence as a combination of implied (process) intelligence and tacit (abstract) intellect. Implied intelligence would be crystallized, and abstract intellect would be fluid. In organamics we work with the applications of human intellect. In 2013 Derek Hendrikz introduced six applications of human intellect. They are: (1) Physical Intelligence; (2) Cerebral Intelligence; (3) Emotional Intelligence; (4) Creative Intelligence; (5) Contextual Intelligence; and (6) Spiritual Intelligence. We do not see these as separate intelligences, but as the application of human intellect.

Intent is the ability to desire and plan. It creates a place where we want to be. In that, it brings our purpose to life, and energizes us. Intent is strategic and we mostly define it as a vision statement. Vision refers to a mental picture or image. In other words, it describes something that is not yet real. To Org it gives aspiration and creates a desired reality. It drives the energy of Org. It brings about structures, roles, resources, strategies, goals, objectives, etc. Aligning intent with purpose will make Org a “happy” place, especially if people share such intent and purpose. Not aligning intent with purpose will devise unhappiness. E.g., if a young person decides to study law (intent) but was born to be on stage (purpose), such person will live with a burning void. Intent is mostly conscious and purpose often subconscious. An external environment has immense influence on intent whilst internal desire mostly drives purpose. Great potential is born when a person, group, or organization focuses all intelligence and energy on the interaction between intent and purpose.

Interdependence is a state where entities are dependent on each other to survive. Where interdependence is conscious, the behaviour between the entities become reciprocal. To sustain interdependence there must be reciprocity. In orgtology, we use an Interdependence level to classify the maturity of Org to be a Relevant and Performing Organisation (RPO). In 2017, Derek Hendrikz introduced an RPO maturity model. It aims to decide how mature Org is to be both Relevant and Performing. The model poses five levels of maturity. They are from level one to five: dependency; controlled dependency; independence; controlled independence; and interdependence. The criteria for “interdependency” are:

• Leader only needed when there is a problem, opportunity, or threat.
• Pro- and re-active energy is in equilibrium. We know exactly how much of each is necessary.
• We accurately aim the change initiatives of Org to maintain a state of relevance. Not too much nor too little.
• Processes run the organisation, until there is a problem, opportunity, or threat, which we then deal with at high speed.
• Laissez-faire is the preferred style of leadership.

An internal process is a process that a system of Org holds. Employees run internal processes with the budget of Org. Examples of such processes are: recruitment and selection; procurement; strategy development; customer relationship management; etc. In orgamatics we use classification or C-Keys to classify the activity of Org. This helps us to design a project and process construct for utmost efficiency and effectiveness. We use the C-Key, “iP” to classify and number an internal process. The C-Key is always followed by a number, e.g., iP37 (internal process number 37). In this way we specifically know what we work with.

An internal project is a project that Org executes. Employees run internal projects, and it is within the budget of Org. In orgtology, all projects are linked to strategic programmes. The aim of programmes and projects are to change things. Collectively, all internal projects and programmes create the project construct of Org. We use classification or C-Keys to classify the activity of Org. This helps us to design a project and process construct for utmost efficiency and effectiveness. We use the C-Key, “Pi” to classify and number an internal project. It is the inverse of an internal process number, which is iP. The C-Key is always followed by a number, e.g., iP37 (internal project number 37). In this way we specifically know what we work with.

An internal system is a system within Org. Employees run internal systems with the budget of Org. A system is a container for processes that have the same purpose. E.g., recruitment, procurement, and budgeting have the same purpose. They all ensure that Org has resources. Therefore, they are part of a resource system. In so, CRM; stakeholder relations; and labour relations have the same purpose. They all manage the relationships of Org. Therefore, they are part of a relationship system. In 2017 Derek Hendrikz defined the four systems of Org. They are the core business system; the resources system; the orgtelligence system; and the relationship system. Collectively they hold all the processes of Org. In orgamatics we use classification or C-Keys to classify the activity of Org. This helps us to design a project and process construct for utmost efficiency and effectiveness. We use the C-Key, “iS” to classify and number an internal system. The C-Key is always followed by a number, e.g., iS2 (internal system number 2). In this way we specifically know what we work with.

An internal task is a task that a project or process needs, and that is under the authority and budget of Org. In other words, the task is within the “jurisdiction” of a process or project within Org. The managers of Org can command and control these tasks. In orgamatics we use classification or C-Keys to classify the activity of Org. This helps us to design a project and process construct for utmost efficiency and effectiveness. We use the C-Key, “iT” to classify an internal task.

The International Orgtology Institute (IOI) regulates the practice of orgtology. This includes the certification of orgtology practitioners, the endorsement of companies who provide orgtology services, and the training of aspirant Orgtologists and Orgtology Specialists. It is also the task of the institute to take penal action where any member breaks their rules or transgress their values. Derek Hendrikz is the founding member of the Orgtology Institute. He founded it as a non-profit body in 2018. Derek’s founding vision was to create a regulator of orgtology that is run by its members for its members.

Something is intrapersonal if it exists within a person. It is an awareness of one’s emotions, desires, purpose, and intent. It is also the ability to find balance between one’s mind and physical body. The effect of intrapersonal dynamics can be positive or negative. One can assess intrapersonal dynamics through self-esteem, open mindedness, awareness of own thinking, ability to learn, ability to understand and manage own emotions, confidence, discipline, motivation, ability to overcome boredom, patience.

Inverse is opposite or contrary in position, direction, order, or effect. As a noun it is something that is the opposite or reverse of something else. We use the term in orgtology to explain that where two opposites draw from the same resource pool, an increase in resources of one part will bring a decrease in resources to the other part. E.g., the relationship between strategy and operations is inverse.

The IOI Council is the governing body of the International Orgtology Institute (IOI). Derek Hendrikz established the Council shortly after he registered the IOI as a non-profit organisation. It performs the exact functions of a Board of Directors. The Council’s specific rules of compilation makes it unique. It has nine members, and they are chosen as follows:

• A Chairperson who is an independent and non-executive director. The chairperson must have a strong legal background and will only serve for three-years. The chairperson does not vote in meetings and must mediate resolution where votes lead to a tie.
• The four most longstanding Orgtologists, as registered by the IOI, hold implied seats on the council. They have the strongest voice within the council, and their period of membership is indefinite.
• The permanently appointed CEO and CFO of the IOI. These are the two executive directors of the council. They have full voting rights and their term is as long as their appointment in those positions.
• The CEO of the most longstanding orgtology service provider. The term of this member will be for as long as the company stays a registered service provider to the IOI.
• The CEO, manager, or owner of the most longstanding Orgtologist agency. The term of this member will be for as long as the company stays a registered service provider to the IOI.

An IOI standard is a minimum level of quality that orgtology practitioners must adhere to during their practice of orgtology. The International Orgtology Institute articulates these standards on their website www.orgtology.org.

Judgment is the mental act of formulating an understanding or isolating a specific conclusion. Beliefs, convictions, conclusions, assessments, taste, discretion, forming of opinions, and discrimination are all acts of judgment. We eliminate options when we judge, thus judgment kills any new thinking. In Org, we need judgment in the form of policy, rules, and procedures to give us behavioural and operational boundaries. Together the opposing forces of judgment and creativity provide the context for a high performing organization. From judgment, we receive our order and from creativity, we get the needed chaos for organizational evolution. Too much judgment will lead to stagnation and too much creativity will lead to uncertainty. It is common practice to call people who over-judge, judgemental.

In orgtology, the purpose of leadership is to bring about change and transformation. A leader must be a person who can influence new direction and movement within Org. It is through the renewal induced by leaders that organizations survive, expand, and grow. Leaders create new mind-sets and paradigms. This can happen in a small or large extent. E.g., an admin clerk, who introduces a more efficient way of filing brings leadership to the organization, since ze is helping Org to progress. In so, Nelson Mandela changed South Africa when he became their leader. In 2000 Derek Hendrikz introduced three core traits of a leader. They were insight, innovation, and influence. Whilst leaders will challenge the status quo, managers must protect it. Leaders induce chaos and managers ensure order. Together they make sustainable growth possible.

A low risk is a risk that is likely to happen, but if it does, it will have little to no impact. E.g., the probability of getting a paper cut on your finger when doing office work is high. Yet, its severity is low. Therefore, it is a low risk. In orgtology, a low risk is one that we should not spend energy on managing. Its only purpose is to give statistical meaning to other risks.

In orgtology, the purpose of management is to create order and facilitate performance. We derive the word manage from the Latin word ‘Manus’, meaning hand. To manage thus implies handling, or to handle. Traditionally, management functions included the planning, organizing, activating and controlling of organizational tasks. In 2000 Derek Hendrikz posed that the ultimate outcome of management is to focus, contain, and empower the purpose and systems of Org. managers are the pillars of organization. Where leaders ensure organizational relevance, managers direct and orchestrate organizational performance.

Masculinity is a projective construct. In Chinese philosophy it is Yang, the aggressor. It is different to “male” which is a biological structure. One can be male but not masculine. In orgtology we hold aspects such as relevance, strategy, chaos, tacit intellect, projects, programmes, effectiveness, and leadership as masculine. In his writings, Derek Hendrikz states that jointly, femininity and masculinity form a binary through which we can create anything.