Responsive processes refers to a view of organizational dynamics and a way of thinking about those dynamics. This view and related thinking are based on complexity science and the Hegelian philosophy of organization as transformative causality. This type of thinking is also referred to as complex responsive processes thinking and identity-difference thinking. See organization for an overview of this and other types of thinking.
The responsive processes perspective of organizations, in which the organization is viewed as 'patterns of relating in which one can only participate' and the process of the organization is 'responsive acts of mutual recognition by persons.'
The responsive processes view is in contrast to the systemic process view of business organization as a system. From this perspective, organizations are objectified, meaning they are to be defined, designed and manipulated. As Stacey (2007, pp 265) says, organizations are 'a thing to be moved around.' The 'process' is the 'interaction of parts' in the organization. Strategy approached from this perspective puts the manager in the position of a business organization designer and puts the burden of producing competitive advantage on his or her shoulders.
See process for a discussion of systems thinking and responsive processes views of processes and for the difference between systemic process and responsive processes.
