Mark Blasini

The responsiveness framework

The responsiveness framework assesses how well a given unit - an individual, a team, a family, a department, an organization, etc. - responds to the events for which it is responsible. Here's how it works.

1. An event is any occurrence that affects that for which the unit is responsible.
2. Every event registers at three levels: strategic, which relates to the positioning or status for which the unit is responsible; tactical, which relates to the results for which the unit is responsible; and operational, which relates to the tasks for which the unit is responsible.
3. Each level has three event classes: positive, which means the event has the potential for positive impact; negative, which means the event has the potential for negative impact; and transitive, which refers to a change event whose impact is uncertain.
4. At the strategic level, an event can classified as either an opportunity, which means it has the potential to positively affect positioning or status; a threat, which means it can negatively impact positioning or status; or a discontinuity, referring to a change event whose impact to positioning or status is uncertain.
5. At the tactical level, an event can be classified as either a benefit, which means the event can improve the likelihood for achieving desired results; a problem, which means the event can hurt the likelihood of achieving desired results; or a disruption, which means the event's impact is currently uncertain.
6. At the operational level, an event can either be routine, which are expected events that are part of the unit's responsibilities; variable, which are unpredictable occurrences that are part of the unit's responsibilities; or undecided, meaning it is unclear whether or how much the unit is responsible for managing the event.
7. Just as there are three event levels, there are three levels of responsiveness: strategic, tactical, and operational.
8. Likewise, there are three ideal responsiveness classes: productive, preventive, and proactive.
9. With opportunities, the ideal responsiveness is readiness. Its primary attributes are capacity (how capable the unit is in handling the potential new load), training/experience (how knowledgeable or skilled the unit is in managing the opportunity), and support (how much resistance the unit must overcome in taking advantage of the opportunity).
10. With threats, the ideal responsiveness is preparedness. Its primary attributes are risk literacy (how well a unit understands the likelihood and impact of a threat), vigilance (how aware or sensitive a unit is to potential threats), and forethought (how prepared the unit is in responding to specific contingencies).
11. With discontinuities, the ideal responsiveness is cautiousness. Its primary attributes are self-control (how able the unit is in controlling its reactions in dealing with uncertainty), risk sensitivity (how sensitive the unit is to potential loss or harm), and deliberation (how careful or thoughtful the unit is in making decisions or taking action).
12. With benefits, the ideal responsiveness is effectiveness. Its primary attributes are clarity (how clearly the unit defines and understands the intended result or outcome), focus (how well the unit displays concentration of effort towards the things that matter), and resourcefulness (how well the unit uses what is available to them).
13. With problems, the ideal responsiveness is conscientiousness. Its primary attributes are promptness (how early and quickly a unit responds to a problem), communicativeness (how much readiness the unit displays to impart or share information regarding the problem), and cooperativeness (how well the unit works with others to resolve issues).
14. With disruptions, the ideal responsiveness is fluidity. Its primary attributes are openness (how willing the unit is to accept or embrace the disruption), adaptiveness (how willing the unit is to adjust or change its way of doing things), and inquisitiveness (how willing or eager the unit is in wanting to learn, develop, grow with respect to the disruption).
15. With routine events, the ideal responsiveness is efficiency. Its primary attributes are simplicity (how well the unit implements tasks with a minimal number of steps or complexity), cost-effectiveness (how well the unit uses the minimal amount of resources to perform the task), and tidiness (how well the unit is able to perform a task with least disruption to others).
16. With variable events, the ideal responsiveness is reliability. Its primary attributes are availability (how present the unit is in handling the variable event), consistency (how well the unit follows the same or similar process in handling the event), self-reliance (how trusted the unit can be in handling the event on its own).
17. With undecided events, the ideal responsiveness is initiative. Its primary attributes are boldness (how willing the unit is to take acceptable risks), leadership (how willing the unit is to take responsibility for moving things forward), accountability (how willing the unit is in making and taking responsibility for mistakes).
18. The aim for using the responsiveness framework is twofold. First, it is to reduce the number of events for which the unit is responsible. Second, it is to strengthen the responsiveness of the unit.

At the strategic level, it is an opportunity (it can lead to an increase in sales for the business, improving its positioning); at the tactical level, it is a benefit (it helps me reach my sales quota); and at the operational level, it is variable (when the inquiry will come is unpredictable). This means it is positive for the first two levels, negative for the third.

As such, my responsiveness should show readiness, effectiveness, and reliability. If someone were to evaluate my responsiveness, they would look at the following nine characteristics: capacity, training/experience, support, clarity, focus, resourcefulness, availability, consistency, and self-reliance.

As you can see from the example, the framework helps pinpoint what my response should be in relation to the event. The event dictates the response. It is not based on theory from upper management; it is based on the event itself. Of course, one's responsiveness should also align with one's core values, principles, and mission. But the qualities of the responsiveness should not go beyond what is required.

At the same time, it allows flexibility and variability in the response. I may have a different, but just as effective response than my coworker in handling the customer inquiry.

This is how you have a unit - a business, an organization, a team, etc. - that is adaptable at the strategic, tactical, and operational levels.

Appendix:

Below are tables that map out the information above.