OC16 is the form a business takes once it has outgrown a Penta. A Penta holds 3 to 5 people; somewhere past that it breaks, and at 10 to 16 a different structure appears — three Pentas and an alpha, sitting inside a larger trans-auric form. Where a Penta has twelve seats, OC16 has six departments, each anchored by an organizing channel and fed by a power base of gates.

What happens to a group of six to nine people?

It is past the Penta and not yet an OC16, which is its own awkward stage rather than a structure with named departments. That is the size at which businesses most often report that something stopped working and nobody can say what. The form they were running on is gone and the one that replaces it has not arrived.

Does carrying a department’s channel make someone its head?

No, and this is the distinction the whole model rests on. Carrying the full organizing channel is a field of potential to be recognized as heading that department. It is never a guarantee, it only activates in a group of this size working together in person, and it says nothing about job titles. Carrying only power-base gates means a person’s energy feeds that department for whoever does head it.

Why do all 64 gates appear exactly once?

Because the six departments partition the wheel. Twelve gates anchor the six organizing channels and the remaining fifty-two make up the power bases, for 64 slots and no gate used twice. Every gate in every chart does some OC16 work; the question is only which department it does it for.

Is our team’s birth data sent anywhere?

No. The chart engine is downloaded to your browser and every calculation runs on your own machine. There is no account, no server call and nothing stored. That matters more here than on a personal chart tool, because this one asks for up to sixteen other people’s birth details — which is also why you should be asking them first.

Does this work for a remote team?

Not as a trans-auric form, no. Her teaching is explicit that these forms only operate in person, regularly. A distributed organization of this size can still read its departmental coverage as a map of who is built for what, but the form itself does not assemble over video.

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Six departments. Somebody has to be built to lead each one.

Past about five people a Penta breaks, and at 10 to 16 a different structure takes over: six departments, each anchored by a channel and fed by a power base. This reads your organization and names the ones nobody in it is built to head.

What you are looking at

The form that replaces a Penta

A Penta is the trans-auric form of 3 to 5 people working together. It does not stretch. Somewhere past five it breaks, and what comes next does not arrive until around ten — which is why the six-to-nine stage is where so many businesses report that something stopped working and nobody can name what. The form they were running on is gone, and the one that replaces it has not turned up yet.

At 10 to 16 the OC16 appears: three Pentas and an alpha, inside a larger form. Its unit of analysis is not a seat but a department, and there are six. Each is anchored by an organizing channel and fed by a power base of gates whose energy flows into it.

Having a department's full anchor channel is a field of potential to be recognized as its head. Never a guarantee, and only in a group of this size, in person. Having only power-base gates means your energy feeds that department for somebody else.

— The distinction the whole model rests on

Upper management

Management — anchored by 45–21. The top of the hierarchy. Sets what the organization is for and who answers to whom, fed by the streams of sensitivity and instinct that report up into it.
45 carries education, 21 carries implementation. Power base: 54, 32, 44, 26, 19, 49, 37, 40.
Competitiveness — anchored by 51–25. The other upper-management department. Carries the nerve to compete at all, and the spirit that makes competing mean something beyond the numbers.
51 is the courage to dare, the warrior; 25 is capacity, the spirit of the business. Power base: 10, 34.

The operating departments

Direction & Planning — anchored by 2–14. Where the organization decides where it is going and what that costs. The power base runs as a sequence — 61 to 24 to 43 to 23 to 8 to 1 — all feeding into the 2.
2 is planning, 14 holds the purse strings. Power base: 61, 24, 43, 23, 8, 1.
Logical Enforcement — anchored by 50–27. The standards department, and the largest power base of the six. Turns what the group knows into how the group behaves: patterns, rhythms, quality, the way things are done here.
27 is recognition, 50 is security. Power base: 63, 17, 62, 48, 16, 18, 58, 9, 52, 15, 5, 7, 31, 4.
Interaction — anchored by 59–6. How the organization meets people — customers and each other. The sequence begins at 64 and works down through storytelling, intelligence-gathering and the handling of conflict.
59 is investigation, 6 is environment. Power base: 64, 47, 11, 56, 35, 36, 30, 41, 53, 42, 29, 46, 13, 33.
Innovation & Structure — anchored by 3–60. Sits at the top of lower and middle management. Produces what is new while keeping it continuous with what already works, which is the part most reorganizations get wrong.
3 is innovation, 60 is structure — as she puts it, structure provides continuity with the old. Power base: 12, 22, 55, 39, 20, 57, 28, 38.

The six departments account for all 64 gates, exactly once. Twelve anchor the organizing channels and the remaining fifty-two make up the power bases — 64 slots, no gate used twice, none left over. Every gate in every chart does some OC16 work. The only question is which department it does it for.

Consent

Sixteen people is sixteen people who should know

Every paid piece of team work on this site requires that each person charted is informed and consents — confirmed at checkout and again at intake — and that each receives their own readout. A free tool does not lower that standard; at this scale it raises it. Run this on an organization that knows you are running it.

Frequently asked

Questions about OC16

What is OC16?: OC16 is the form a business takes once it has outgrown a Penta. A Penta holds 3 to 5 people; somewhere past that it breaks, and at 10 to 16 a different structure appears — three Pentas and an alpha, sitting inside a larger trans-auric form. Where a Penta has twelve seats, OC16 has six departments, each anchored by an organizing channel and fed by a power base of gates.
What happens to a group of six to nine people?: It is past the Penta and not yet an OC16, which is its own awkward stage rather than a structure with named departments. That is the size at which businesses most often report that something stopped working and nobody can say what. The form they were running on is gone and the one that replaces it has not arrived.
Does carrying a department’s channel make someone its head?: No, and this is the distinction the whole model rests on. Carrying the full organizing channel is a field of potential to be recognized as heading that department. It is never a guarantee, it only activates in a group of this size working together in person, and it says nothing about job titles. Carrying only power-base gates means a person’s energy feeds that department for whoever does head it.
Why do all 64 gates appear exactly once?: Because the six departments partition the wheel. Twelve gates anchor the six organizing channels and the remaining fifty-two make up the power bases, for 64 slots and no gate used twice. Every gate in every chart does some OC16 work; the question is only which department it does it for.
Is our team’s birth data sent anywhere?: No. The chart engine is downloaded to your browser and every calculation runs on your own machine. There is no account, no server call and nothing stored. That matters more here than on a personal chart tool, because this one asks for up to sixteen other people’s birth details — which is also why you should be asking them first.
Does this work for a remote team?: Not as a trans-auric form, no. Her teaching is explicit that these forms only operate in person, regularly. A distributed organization of this size can still read its departmental coverage as a map of who is built for what, but the form itself does not assemble over video.

If the map is worth acting on

Large Business Team Analysis — From $1,997 / person

This tool names which departments could be headed from inside the group. The Large Business Team Analysis is the engagement: individual career-design work for each person, the group mechanics, and the specific role changes to run — priced per person, every person charted with their own consent and their own readout.

Buy — From $1,997 / person Smaller group? Use the Penta calculator