The Organization of the American College of Orgonomy

Charles Konia, M.D.
Reprinted from the Journal of Orgonomy, Vol. 38 No. 2
The American College of Orgonomy

All social organizations are living systems and therefore develop in a similar manner as other biological systems. To maintain integrity, the structure of any organization must depend on its function. Social organizations that deal with core functions of life, such as the American College of Orgonomy, require their structure to have a strong core-periphery (radial) component. In contrast, social organizations that are not directly involved with vital human activity, such as manufacturing and commerce, where a great deal of mobility and flexibility is required for survival, are predominantly organized longitudinally with a top-down (vertical) structure.

The core activities of the ACO consist of the following:

• Training of medical and social orgonomists. This requires characterological and biophysical restructuring of those in training.

• Publication of literature in the orgonomic sciences. • Research into the basic functions of orgone energy.

• The practical application of orgone energy for the betterment of humanity and the environment.

To effectively discharge these tasks requires individuals sufficiently free of armor. Peripheral activities serve only to implement the College’s mission.

In any orgonotic system that is structured in a predominantly core- periphery (radial) fashion, impulses originating from the center expand outward to the periphery and from there extend into the environment. It is in this way that core functions, in a relatively unarmored system, determine peripheral activities. Public education, fund-raising, marketing core products, public outreach and administration are examples.

At a certain stage of development of the system the longitudinal, hierarchical component appears. If all goes well, and there are no impediments, the longitudinal components become integrated with the radial functions and increase the organization’s effectiveness.

In an armored organization, however, the relationship between both the core and peripheral activities and the radial and longitudinal components are disturbed. This occurs in several ways. If there is a state of contactlessness manifested in differences in priorities between the members of the organization, there will be a disturbance between the core and periphery. Such a condition results in confusion. If the longitudinal component predominates, the organization can operate in an efficient, businesslike fashion. Selling products for profit becomes prominent over the core functions that sustain it. This leads to commercialism for the sake of profit alone, and inevitably results in the degradation of whatever core operations the organization might have had. An example of this has occurred in medical associations throughout America, such as the American Medical Association (AMA).

In our present era of corporate socialism, the medical profession has forfeited its responsibility for the care of the patient by allowing itself to be placed under the thumb of the insurance industry. As a result, physicians have lost contact with their purpose and the role of their profession. Patients are now appropriately called “consumers.” In order to prevent these destructive outcomes from occurring in orgonomy, it is necessary to protect the core functions of the College by preserving the radial (core-periphery) structure of the organization as the source from which all College activities flow. This depends on the relative health and productivity of the members of the organization. Any expansion resulting from its longitudinal growth must remain integrated with core operations. This requirement will safeguard the College’s development in an integrated and self- regulatory manner and give rise to new discoveries in natural science.

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