Certified Orgtologist Program (COP)

Orgtology has a specific underlying theory, which is encapsulated by Hypothesis 2X. The hypothesis explains that an Org exists through a duality of concrete and abstract elements, such as operations (concrete) and strategy (abstract). We have two fields in orgtology that help us understand this hypothesis. The first if Orgamatics, where we study different theories on work, results, organisational intelligence, performance and relevance. The second Organamics, where we study different theories on the application of human intelligence, paradigm, Org identity, and human performance and relevance. Module one is therefore understanding the science of organisation from an orgtology perspective.

The study material for this module consists of the following guides:

• • Guide 1: Starting and completing the organisational science module.
  • Guide 2: Hypothesis 2x – the foundation of orgtology.
  • Guide 3: Duality – an orgtology perspective.
  • Guide 4: What is orgamatics?
  • Guide 5: Theory 2I – understanding orgtelligence (human vs. systems intelligence).
  • Guide 6: Theory 2P – understanding work (processes vs. projects).
  • Guide 7: Theory 2E – understanding results (efficiency vs. effectiveness).
  • Guide 8: Theory O of the Relevant and Performing Organization (RPO).
  • Guide 9: What is organamics?
  • Guide 10: Theory Ix on intelligence (the six intelligences).”
  • Guide 11: Theory Px on paradigm (a study of beliefs, values, perceptions, assumptions, and behaviour).
  • Guide 12: Theory Ex on identity – “ME” vs. “WE” vs. “US”.
  • Guide 13: Theory O of the Relevant and Performing Individual (RPO).
  • Guide 14: Who is the International Orgtology Institute (IOI)?
  • Guide 15: The Orgtology Body of Knowledge (OBoK)?
  • Guide 16: How to become an Orgtologist.

This is a practical module where we work with the overall design of an organisation. This includes process engineering methodology, creating processes that enable change, developing an organisational culture framework that facilitates inclusion, and crafting an organogram that gives structure to human accountability and efficiency. This module therefore deals with developing a blueprint for Org operations in such a way that it optimises efficiency

The study material for this module consists of the following guides:

• • Guide 1: Starting and completing the organisational design module.
  • Guide 2: Organizational design – a future perspective.
  • Guide 3: What is an organization?
  • Guide 4: The consciousness of an organization – what are we creating?
  • Guide 5: What is a process construct?
  • Guide 6: Using the Level Zero Model to engineer a process construct.
  • Guide 7: Seven steps to engineering process flow – an orgtology perspective.
  • Guide 8: The difference between a target, an output, and an outcome.
  • Guide 9: Creating efficiency through output targets.
  • Guide 10: What is a project construct?
  • Guide 11: Integrating the process and project constructs.
  • Guide 12: Measuring effectiveness.
  • Guide 13: What is a relationship construct?
  • Guide 14: Developing an organizational organigram.
  • Guide 15: The effect of culture on organizational design.

Where Module Two dealt with running Org, Module Three deals with changing Org. Therefore, this module is about keeping your organisation relevance through making the right decisions for future change. Here we work with strategy development and implementation. We will help student understand their organisational environments through a REET analysis, create high level Org targets through the Level Zero Model, and to chunk down their vision statement via the 5V Model. The module is practical, and our aim is to not only help students to draft a strategy, but also to understand the purpose of strategy and how to implement it.

The study material for this module consists of the following guides:

• • Guide 1: Starting and completing the organisational strategy module.
  • Guide 2: Understanding the strategic process.
  • Guide 3: Defining the organization and creating its identity.
  • Guide 4: Creating the Business Model.
  • Guide 5: Doing a REET analysis (Relationships, Efficiency, Effectiveness, and Threats).
  • Guide 6: Using the Level Zero Model to optimize operational efficiency.
  • Guide 7: The art of strategic thinking.
  • Guide 8: How to create vision through the 5V model.
  • Guide 9: Defining strategic effectiveness.
  • Guide 10: Developing a work break-down structure for strategic programs.
  • Guide 11: Calculating the cost of strategy.
  • Guide 12: Strategic risk assessment and appetite.
  • Guide 13: Writing the strategy document.
  • Guide 14: Strategic Leadership – implement and monitor strategy.

The aim of Module Four is to internalise the orgtology theories on a personal level. Here we go back to the theories explained in Module One, and we apply them on personal level. Each student will receive a workbook with exercises where they will apply the theoretical framework of orgtology into their own leadership and management styles. On conclusion of this module, students should be able to apply orgtology theories n leadership, management, and personal capacities.

 

The study material for this module is a workbook with practical exercises that facilitates a coaching process that contains nine conversations. There are three conversations on Management, three conversations on Leadership, and three conversations on Relationships. The conversations are as follows:

 

Three Conversations on Management

• Conversation One: The art of Focus
• Conversation Two: Containment – the practice of holding things together
• Conversation Three: Empowerment – the practice of letting go

Three Conversations on Leadership

• Conversation Four: The practice of Understanding
• Conversation Five: Disruption – the art of crafting the future
• Conversation Six: Influence – the art of change

Three Conversations on Relationships

• Conversation Seven: Finding Purpose
• Conversation Eight: Creating Intent
• Conversation Nine: The Reciprocity Equilibrium