Team Maturity Matrix

TEAM MATURITY MATRIX EVALUATE YOUR TEAM IN LEVEL 1 (ADHOC) TO LEVEL 5 (SELF NAVIGATING) Team Maturity Matrix No Aspect Level 1 Adhoc

Level 2 functional 75% of members attend meetings and participate in discussions

1 Participation

50% of members only participate or attend meetings

2 Identity

Team has no identity apart from the list of members and their roles

Team has a name and some common identity for its people.

3 working style

Individuals argue out their positions and want the group to conform to their ideas.

Individuals group into functional background and weigh from the functional point of view

4 Responsibility

Team members do not take even minimum responsibilities

Team members do what is told to them

5 Authority

No one has any authority.

Tem leader has all authority

6 Communicatio n

Only Minutes of meeting

Communication in case of escalation of issues.

7 Empathy

People come together only for tasks

People enquire about each other when work is affected

Level 3 Managed 100% of members attend meetings and part pâté in activities

Level 5 Self navigating Voluntary participation and 100% attendance though activities are outside office hours. Team has a Team has a Team has a charter which charter and its charter which states its goals objective is is signed by and objectives. aligned with the every member orgnisation's and is signed purpose. off by the CEO. individuals When the team The team is discuss on discusses one entity issues but lack issues are when it comes consensus on discussed from to decisions decisions team point of and takes up view and implementation decisions are wherever taken by the possible. management Team Tem charter Team members have has got the members have specific roles roles and joint and responsibilities responsibilities responsibilities defined and and back up but informal people go others when according to it. they are unable to work. Some Authorities are Leadership members in spelt out to all also changes the team wield and every and so authority but in member has authority gets a subtle way. some amount distributed. of authority Routine Communicatio Channels of communication n is both formal communication exists between and informal change as per members. and of high the need of the frequency hour and the response is same. Team Team members Team members have care for each members a genuine other and try to standby each affection and solve the other at all concern for partner's times. each other problems

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Level 4 Value adding 100% attendance though Participation is voluntary and not mandated.

TEAM MATURITY MATRIX EVALUATE YOUR TEAM IN LEVEL 1 (ADHOC) TO LEVEL 5 (SELF NAVIGATING) No Aspect

Level 1 Adhoc

Level 2 functional equal to the total competences of members

Level 3 Managed Competences of members have improved while working as a team

8 Capabilities

Below the sum total of competences of members

9 Innovation

Does not exist

Some flashes of innovation

Innovation limited to the area of expertise of the members

Team is not flexible and it goes in the same path

Time wise the team is agile.

Team is able to simplify the ways of working

10 Agility

Level 4 Value adding Team has produced additional competences as demanded by the challenges Innovation is deployable organization wide

Level 5 Self navigating Team identified new competences required and improved upon them on its own. Team sets a new practice

Team saves time and refines the processes as it proceeds

Team is constantly looking for improvising the solutions.

Method of evaluation: 1. Observe the team as it works and observe the members during the meetings. 2. Consider the aspect one by one and mark the band which describes the status of the team closest. 3. The evaluation is all about the people and the team process and no attempt is made to judge the results of the team work. This is entirely a different subject. 4. Score all the aspects and consider the median score. (Median is the half way score when you write the scores in the ascending order.) 5. This describes the current maturity of the team. 6. When the team score on maturity is less than 3, the team can be entrusted with small improvement projects or decisions which are non-critical but cannot be expected to come up with major breakthroughs. 7. When the team maturity score is 3 or more than 3, the team can really be entrusted with important decisions. 8. For organizations who are doing six sigma GB projects, this is a good tool as many (literature puts the figure as 70%) projects are getting abandoned or completed with less than expected results as the team is not cohesive. 9. For other oganisations which have self directed teams, Quality circles or CFTs, do this assessment once a year and find out how many teams are in level 3. 10. This will trigger the efforts for team building and putting the basic processes in place before expecting results. 11. For HR departments and trainers, this tool provides an opportunity to set targets on team functioning and validate their approaches. 12. In Malcolm Baldrige award, the tool will be relevant for category 5 Item 5.1 a and 5.1 c. Results can be presented in category 7.4. (Ref:MBNQA 2008)

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