Rather than capturing conversations, I'd suggest using team health measurement approaches such as formal or informal surveys on a regular basis. A very simple approach would be to have people put a checkmark next to a happy or sad face as they leave a retrospective. A more advanced one would be a multi-criteria stoplight similar to what was used by Spotify.
Kiron Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
If you are going to have conversations (which i interpret as interviews), of course you must document and have verified the important points that emerged. There is no point in having these if everything just evaporates into the ozone after the meeting. The same is true of team workshops.
"Capturing conversations" sounds a bit like recording word for word everything that was said, but I'm sure you didn't mean anything that onerous, even though auto recording methods with today's tools can certainly do that. I would only use this to capture salient points.
If you meant a conversation that wasn't a formal interview, maybe just an informal water cooler chat, than that is a different matter. This could be used to deterimine whether a more in-depth interview is warranted, where the result would be documented.
If the question is on how to evaluate Agile maturity, then the answer would be quite different, since things like team dynamics, process compliance, value delivery, business involvement, business benefits realization, the items Kiron mentions above and so on would all come into the picture. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
As in other maturity level assessment you need to do both. Take a look to CMMi models and others at SEI CMU just to take an example. Saving Changes...
