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Embed code for: Understanding Maturityver2016
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Understanding Organizational Maturity
Corporate Transitions International
The Four Parts of an Organization
Understanding Levels of Maturity
Achievement vs. Power Motivation
How Maturity is Distributed in Most Organizations
Has a win/lose attitude: “You are either with me or against me.”
Follows rules and feels outraged by flagrant rule-breaking
Does not question rules created by his or her “Heroes” or “Gurus”
Needs to identify with his or her “Heroes” and “Gurus”
Wants to belong to a group he or she respects, with whom he or she identifies
Is a creature of fate that carries out other people’s ideas
Has no sense of personal power
Follows those rules that agree with their conscience
Acknowledges human beings’ creativity and interdependency
Needs to set and attain his or her own objectives
Will not accept injustice against himself or herself or colleagues
Respects others’ ideas and demands respect for his or hers
Is an independent thinker that enjoys being identified with people whose opinions he or she respects
Feels that he or she has the power to develop his or her own ideas and concepts and create creative solutions for the problems that they represent.
They feel that they can. They believe that they are creators of the future.
New Organizational Structures for New Consciousness Levels
Is immaturity permanent, or is it possible to help individuals and organizations to mature?
Individual Behavior at Different Maturity Levels
Does not recognize rules. Sees action as bad only if punished. Impulsive. Afraid of retaliation. Has temper tantrums.
Dependent and exploitative, unconscious dependence. Treats people as sources of supply.
Thinks in a dichotomous way. Has simple, global ideas. Conceptually confused. Thinks concretely. Egocentric.
Sex and aggression. Bodily functions
Recognizes rules but only obeys for immediate advantage. Has expedient morality. Action bad only if caught. Blames others, but does not see self as responsible for failure or trouble.
Manipulative and exploitative. Wary and distrusting of others’ intentions. Opportunist. Zero-sum. I win, you lose. Shameless, shows little remorse.
Self-protection to gain control and advantage. Wants to dominate and fears being dominated, controlled or deceived by others. Seeks to get the better of others, even by deceiving them.
Partially internalizes rules; obeys without question. Feels shame for consequences. Concerned with “shoulds”. Morally condemns other’s points of view. Denies sexual and aggressive feelings.
Wants to belong to group, to gain social acceptance. Feels mutual trust within a group, prejudice against other groups. Socially agreeable although with superficial pleasantness. Likes offering help to others. Understands relationships in terms of actions rather than feelings or motives.
Thinks stereotypically. Uses clichés. Sees in terms of superlatives. Has a sentimental mentality. Has little introspection: reference to feelings banal or stereotyped.
Appearances. Social acceptance to group norms. Gives value to hierarchical systems, material possessions, status symbols, reputation and prestige.
Self-assessment according to existing standards. Self critical with tendency to be hypercritical. Feels guilty for consequences.
Has sense of responsibility, obligation. Has mutual intensive relationships. Concerned with communication and expression of differentiated sentiments.
Conceptually complex. Has a sense of consequences and priorities. Aware of contingencies, perceives alternatives. Sees self in context of community, society.
Achievement of long-term goals. Motivation, reasons for behavior. Self-identification with feelings, personal traits.
Concerned with moral principles. Tolerates multiplicity of viewpoints. Concerned with conflicting duties, roles and principles.
Wants autonomy in relations. Sees relations as involving situations of inevitable mutual interdependence. Tolerates other’s solutions of conflicts. Respects other’s autonomy. Is open.
Has greater conceptual complexity and tolerates ambiguity. Has capacity to see paradox, contradictions. Has broad scope of thought in time frame, social context. Perceives human interdependence and is very objective
Individuality and self-fulfillment. Conflicting inner needs. Non-hostile, “existential” humor.
Reconciles internal conflicts and external conflicting demands. Concerned with justice. Is creative and spontaneous.
Appreciates and stimulates individual differences.
Has sense of self as part of flow of human condition.
Integrated sense of unique identity. Perceives life as interconnected Whole.
Organizational Behavior at Different Levels of Maturity
Understanding of Cost Concepts
Decisions are often taken when there are feelings of anger or upset
Urgent decisions are often left unresolved
Team members feel that decisions have no relationship to themselves or their jobs
Decisions are taken in an impulsive way without giving much thought to them
Team members make decisions on their own on issues that concern other members
Decisions are often changed and are often in conflict with each other or previous decisions taken
The motives behind a decision are often not shared
Alternative solutions are not explored
Before final decisions are made we make sure that they are acceptable for everyone
Decisions are based on established practices and precedents
Decisions are often not taken to avoid that others are hurt or put to shame.
Arbitration (third parties) is used to come to a "respectable" solution.
In order to achieve our objectives, decisions can be reviewed and eventually changed without causing any problems for the team members involved.
The possible problems that can occur because of a decision are always anticipated.
Decisions are always based on clear facts.
The criteria that are used to make a decision are clear to everyone involved.
There is an indifference in relationship to any type of criticism
Criticism is given in aggressive way
There is no criticism at all
Criticism is only understood when there is an element of punishment involved
Criticism is redirected to others
Criticism is given in the form of blame
When something goes wrong they always look for a scapegoat.
On receiving criticism people get angry.
Suggestions for improvement are given in an indirect way.
Criticisms are accepted without thinking about them
Team members are easily influenced by group criticism.
One does not give criticism because people are afraid of hurting each other's feelings.
Feedback is accepted based on its value as it relates to a specific goal
Criticism is seen as a necessary element for executing a task.
Criticism is given keeping in mind the objectives of reaching the Company's goal and is not based on existing norms and personal characteristics.
There is a capability to give self criticism without feeling that one is less for doing it.
The only thing that teams need is definite guidelines as to what to do/not to do from the boss.
All we need from the boss is money and manpower.
Discussing ideas and problems is a waste of time.
Other members of the team don't have any idea of what my job entails.
Others are extra friendly when they want something from you.
The boss has a very important job , therefore you have to take care of things on your own.
Relationships with others are started so that we can profit from them.
One needs others but you can't always trust people
Other teams are our biggest problem.
The most important factor which determines interpersonal relationship is the job description.
To be able to work well together people have to be friendly towards each other
Our team is an action oriented team and does not like to talk about emotions.
Team members speak out and discuss their ideas in regards to both social topics and work situations.
Being informal in the work environment is considered useful.
Expression of feelings is not only accepted, it is even invited.
Team members respect each other more on the basis of knowledge and experience than on a basis of formal organizational positions.
No attention is paid to conflicts and differences of opinion between team members.
Conflicts are solved through punishment
Conflicts lead to aggressive behavior
Conflicts should be solved by the boss.
Initiating Negotiations in conflict situations is a sign of weakness.
In conflicts you should negotiate until you get what you want
It is important to out a winner in a conflictive situation.
Agreements to action by people are broken at will.
Conflicts are suppressed out of consideration and loyalty to teammates
In conflict situations we negotiate to bring an end to an unpleasant situation
Good relationships are free of conflict.
The team considers it important to avoid painful and unpleasant situations when there is conflict.
Conflicts are considered as valuable experiences and not as painful experiences
In conflictive situations, the parties look for long term solutions taking into consideration the long term objectives of the organization.
One should take into account both sides of the conflict.
Parties always try to find solutions which are satisfying to all involved.
Team members are indifferent about taking initiatives.
We never take into account the possible consequences of an initiative.
Initiatives are only taken when one is ordered to do something and is told exactly how to do it.
Initiatives are often taken out of anger and upset.
The reason for taking an initiative is often not shared.
Only direct consequences of an initiative are taken into account. We never take into account alternative consequences.
Initiatives are only taken when the person can get personal profit from the initiative
No attempts are made to study whether initiatives are congruent with team objectives.
The fear of stepping on someone's toes often blocks the taking of initiatives.
Initiatives are only taken within the boundaries of what normally is considered acceptable
Initiatives are taken when situations have gone out of control and management wants to bring things back to normal or to correct deviations from norms.
Initiatives are often blocked in order to keep things calm.
It is easy to take initiatives in solving problems which have never occurred before
Initiatives are taken by individuals without having to be told by their superiors to do something
The team members often innovate in order to improve the quality of work.
Initiatives are taken to solve both existing and unexpected problems.
Team activities are dominated by instructions that come from top management
Team members prefer not to think about objectives.
As one looks at the behavior of the team members one can clearly perceive in which direction the team is going.
Objectives are looked at as if they were orders.
The real company objectives are kept a secret to the team members.
Team members feel that the objectives are used to reprimand them.
Objectives are only used to push through decisions.
Objectives are seen as bothersome and as obstacles to work.
People will discuss, write about, and read about team objectives only to put them on a shelf afterward
The team develops its objectives by involving all team members and seeking advise of outside parties touched by these objectives.
Team objectives are developed but they do not give any direction to the team activities.
New objectives are derived by improving or expanding on present objectives
One can clearly see how the individuals', team's and company's objectives relate to each other
Team objectives are derived from Company objectives.
Each individual's work is known by all other team members.
The reaching of team objectives gives a sense of fulfillment to individual team members.
Understanding of Cost Concept
The team doesn't waste any time talking about improving costs; the company has enough money.
People don't think about costs when they are talking about man hours and materials
There is a general indifference in terms of costs
Only payments in cash are considered as costs
The budget is used as instrument to control and limit the activities of the team.
The term "cost consciousness" is a seen as a "motto" to make the Company richer.
We cannot possibly implement the task unless we receive all the moneys needed
The budget is used as important tool to control others.
The budgeted amounts are used in our organization whether they were needed or not
Cost consciousness is seen as something imposed by upper management and therefore we need to pay attention to it.
The team members feel that they have to they have to stay within the budget at any cost
Going over the budget is considered as a serious problem.
The team members feel personally satisfied when the Company is profitable
People tend to consider the money they spend for their companies as if it was their own
To become profitable it is absolutely necessary to introduce the concept of cost consciousness.
The budget is considered as a necessary means to control work projects and not as a goal on its own.
of anger and upset.
Initiatives are often blocked in order to keep things calm