Organizational Behaviors, Maturity Matrix
By wcrdadmin on Tue, 02/16/2010 - 16:05
SubFocus | Level 1 - Limited | Level 3 - Basic | Level 5 - Advanced |
---|---|---|---|
Key Tests of Behaviors | One-size-fits-all+ approach to the design of activities, using the same approaches for both innovative R&D and copycat products+ | Some customization of activities in the beginning, based on idealized visions of the work, but once designed it is considered frozen | Explicit recognition of the uniqueness of behavioral needs by type of R&D, and especially during key behavioral moments+ |
Behavior Fundamentals+ | Lack of recognition that behaviors are messy. Only shallow insights into the behavioral needs for creative enterprises | Recognition that behaviors are messy, with few insights on how to proceed in the face of the messiness | Acknowledgment that behaviors are messy, and we defer to time-tested findings in academic literature that cover broad swaths of behaviors |
Consistency of Signals+ | Mechanical approaches to incentives, administrative activities, and investments in R&D often at odds with calls for greater creativity or non-mechanical behaviors+ in the science | Great care taken on the signals sent to researchers in their core activities. Little or no coordination of these signals with infrastructure, admistrative, work incentives and other non-core signals | Explicit recognition of the dangers of mixed signals to the passions and enthusiasms needed in creative endeavors. Explicit modeling of all signals to ensure consistency |
Design of Work Activities | Many activities still designed with an eye on the behaviors expected from a repetitive manufacturing environment | Innovative product development teams differentiated and given greater flexibility. This is on a case-by-case basis | All activities formally designed with an eye on the behaviors needed for effective R&D in a creative endeavor |
Reliance on Trial & Error+ | Top-down design of activities using an idealized vision of how the task should improve effectiveness of R&D | Piloting of new task designs, still with little thought to the behavioral needs for innovative product development | Acknowledgment that behaviors are messy, and the only way to find effective work activities is through continuous Trial & Error |
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