Master of Arts in Clinical Symbergetic Organizational Management & Transformation

Master of Arts in Clinical SymbergeticTM Organizational Management and Transformation (CSOMT)

The Master of Arts degree includes the Certificate in Clinical SymbergeticTM Organizational Management and Transformation (19.5 credits), an MBA from any university or the Certificate in Business Administration (17 credits) from AGS, plus additional classes below.

Students will undertake ‘internship’ training in a client environment supervised via an online lab by the Internship Supervisor appointed by the Adizes Institute. Verification of completion is provided by the Association of Certified Adizes Practitioners International (ACAPI) via the Adizes Institute consultancy and its worldwide professional network. Verification of completion of each Phase is required for students to progress to any further Phase training courses in sequence as noted.

CAPSTONE PROJECT: The Syndag™ includes a detailed report of work done during the internship. In subsequent Phase work, the student will keep comprehensive case notes as each internship progresses. The internship journal will be written as case notes in an online weekly forum and casual discussions with the Internship Supervisor.

• The student, Internship Supervisor, and Student Dean will meet in a teleconference to assure that everyone understands the case process and purpose before the first internship begins. The minutes of this meeting will be signed by the student, Internship Supervisor and Student Dean.

• Halfway through the first internship, if needed, there will be a teleconference between the Internship Supervisor, the student, and Student Dean for quality assurance. The minutes of this meeting will be transcribed and signed by the student, Internship Supervisor and Student Dean.

• At the end of the internship, the student does a self-evaluation, evaluation of the internship supervisor, and the normal AGS Course and Faculty evaluation.

    • Review the School Catalog – SEE PAGE 49: Case Study Journals will follow the protocols of the Doctoral Case Proposal, Management and preliminary Analysis (steps 1-7) processes (see page 49).

Total Time to Completion (estimate): one year beyond the Certificate

– On Ground (15-21 days)

– Online (1-2 terms)

– Examinations

Total Credits: 18 (total for degree = 36.5)

Maximum Estimated Cost for the Master of Arts – includes the Certificate in Clinical Symbergetic™ Organizational Management & Transformation plus 8 units of credit in phase training (8 x $850) and two online courses (2 x $2000) + $200 software access fees and two exams ($350), for a total of $11,350+$15,375 = $26,725 PLUS $23,600 for internships Supervision paid to the Adizes Institute (not AGS).

Course Descriptions
NOTE:  Overseas students may be asked to utilize a professional English editor for their written work.

Complete the Certificate in Clinical SymbergeticTM Organizational Management and Transformation and other requirements above, after which the following courses are required:

Spiral Dynamics (5 credits)
Vision and Values (5 credits)
Phase I, III, VII, X (4 credits, exams)
Phase IV, IX (4 credits, exams)
Case Study Journal (steps 1-7)

NOTE: A High Pass on each written exam is required to proceed to the next phase of training in Adizes Methodology.

Spiral Dynamics, two consecutive modules – SD I and SD II

Spiral Dynamics is an evolutionary-based framework that constructs scaffolding for different theories of management, leadership, motivation, organizational design, communication, and social change. As such, this approach creates a framework for systems that are appropriate to the purposes of the organization. Based on the original work of the late Professor Clare W. Graves, this conceptual system examines eight levels of human existence, describes the new language of memetics as a way of understanding the awakening and migration of ideas and life forms, and offers a closely woven companion track to thinking in sequences and lifecycles. This final stage is entitled Meshwork’s Solutions and it maps out specific strategies and tactics in the “meshing” of healthy systems. The course will examine the deep tributaries that produced this crossroads in development; analyze the research methodology that generated the theoretical statement; and will then move quickly into specific applications in the worlds of business, government, religion, education, politics, sports, media, and social transformation. The course may be offered in a combined live/online format.

Visions and Values

In the exploration of the sometimes unconscious desire to find ultimate meaning in life, this seminar will examine how vision and values serve as central, motivating forces in serving change efforts or in surviving pain, trauma, and loss. Viktor Frankl’s notion of the “will to meaning” will be placed within the positive possibilities of transformational and libratory movements, as well as the negative and nefarious possibilities of obsessive hatred, violent nationalism, and compulsive behavior on the part of individuals and institutions. Participants will also be introduced to the many current theories of resistance, resilience, and change, with an emphasis on how these theories interact with our values as individuals.

Phase I, III, VII, X: Symbergetic™ Organizational Diagnosis, Participative Organizational Council and Bottom Up Leadership Structure

During the Phase I, III, VII, X training, students gain both theoretical and practical knowledge of how the Adizes program enables an organization to holistically and collaboratively self-diagnose their own organization, identifying their location on the corporate lifecycle, differentiating between normal, abnormal and fatal problems and charting a path to Prime. Additionally, students will learn how to create a complimentary organizational structure that will allow problems and opportunities to be proactively identified and addressed, institutionalizing a self- sustaining change management system within an organization. This training will build upon team building and group problem solving skills provided in the Phase E2 training. This course includes significant content on how to create an environment where problems can be openly identified without a “witch hunt,” the personal attribution of fault. Training on how to differentiate between causes, symptoms and manifestations when looking at problems and how to properly sequence the order in which they are addressed in order to create and maintain energy for change is also presented. Concepts, rules, preparation, room set-up, and all the minor details essential to the successful implementation of these phases are taught and reviewed using real world applications.

Learning Objectives- Students will learn:

  1. How to enable an organization to collaboratively self-diagnose
  2. How to avoid a “witch hunt”
  3. How to create energy for change
  4. How to differentiate between normal, abnormal and fatal problems.
  5. How to sequence problems in a “chain of causality.”
  6. How to formulate a change program using the “solution chain.”
  7. How to integrate the management team so that they are all aligned in the diagnosis and plan of action.
  8. How to maintain the change effort and institutionalize it so that it becomes part of the organizations culture.

Phase IV, IX: Organizational Teleology

The purpose of this course is how to create consensus around an operational definition of a corporate mission. In this course participants learn how to define a corporate mission unique to the organization at the time it is made and for the time it is made. This is done in a participative context. It is important to understand how to make sure this mission understood and owned by the leaders of the company. The mission must incorporate analysis of the business the company is in, how the changing environment impacts the business, and what value systems the company has that may need to evolve.

Participants learn how to deal with conflicts that arise when there is no agreement or even understanding of the business model and how it may need to change. Participants learn how to successfully make the organization aware and conscious of values that impact their decisions and how those values may need to change. The course prepares the participants to eventually redesign the organizational structure. In addition, participants learn how to derive goals out of the mission, the nature of goals and how they differ from each other.

Learning outcomes include:

  1. How to create an operational corporate mission
  2. How to build consensus around the mission
  3. How to deal with conflicts that arise during development of the mission and business model
  4. The influence of values and planning for change
  5. The influence of structure and planning for change
  6. The nature and purpose of goals
  7. How to create goals from a corporate mission

Review the School Catalog(approximately page 49): Case Study Journals will follow the protocols of the Doctoral Case Proposal, Management and preliminary Analysis (steps 1-7) processes (see page 49).