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How do you build a perfect team out of imperfect people? The perfect individual could be described as: Out-going Organised Motivating Creative Hard-driving Objective Diplomatic Meticulous Knowledgeable Unlikely to find all of these qualities in one person...
What Makes Successful Teams Successful Teams contain members with different key attributes & are not collections of ‘SIMILAR’ people .
Groups of a large number of people in a given area may act simultaneously to achieve a goal that differs from what individuals would do acting alone (herd behaviour).Group behaviour Group behaviour in sociology refers to the situations where people interact in large or small groups. The field of group dynamics deals with small groups that may reach consensus and act in a coordinated way. participating in a fight or acting patriotically. A large group (a crowd or mob) is likely to show examples of group behaviour when people gathered in a given place and time act in a similar way—for example. joining a protest or march. .
as team members learn that there are different approaches that are important in different circumstances and that no one approach is best all of the time. People Oriented. so that you can develop your strengths and manage your weaknesses as a team member . • You can use the model with your team to help ensure that necessary team roles are covered. Key Points • Belbin's Team Roles is based on nine team roles.just knowing about the Belbin Team Roles model can bring more harmony to your team. and that you address potential behavioral tensions or weaknesses among team members. This will help you to create a more-balanced team. categorized into three groups: Action Oriented. and Thought Oriented. • You can also use it to understand your role within a particular team.
– Monitor Evaluator. averts friction. Belbin and proved by extensive research and development over more than twenty years. Sees all options. – Teamworker. – Co-ordinator. enthusiastic. unorthodox. perceptive and diplomatic. self-starting. The system considers an individual's preference for the role they play when they inter-react with other people. delivers on time. A variety of team-role types have been identified:– Plant. conservative and efficient. – Resource Investigator. Painstaking. Disciplined. Provides knowledge and skills . builds. conscientious. Searches out errors and omissions. dynamic. Co-operative. judges accurately. Extrovert. thrives on pressure. dedicated. M.Belbin team roles Belbin team roles is a system developed by Dr. mild. – Shaper. delegates well. a good chairperson. – Specialist. The drive and courage to overcome obstacles. solves difficult problems. promotes decision making. confident. anxious. communicative. Listens. Challenging. – Completer Finisher. Single-minded. reliable. Sober. Mature. strategic and discerning. – Implementer. Creative. imaginative. develops contacts. Turns ideas into practical actions. Explores opportunities. Clarifies goals.
Belbin . unorthodox and a generator of ideas. If an innovative solution to a problem is needed. Multiple Plants in a team can lead to conflicts.The Team Roles Plant Plants are creative. . a Plant is a good person to ask. A good Plant will be bright and free-thinking. Plants can tend to ignore incidentals and refrain from getting bogged down in detail. The Plant bears a strong resemblance to the popular caricature of the absent-minded professor/inventor. as many ideas are generated without sufficient discernment or the impetus to follow the ideas through to action. and often has a hard time communicating ideas to others.
He or she is focused outside the team. a Resource Investigator will quite happily appropriate them from other companies or people. A good Resource Investigator is a maker of possibilities and an excellent networker. but has a tendency to lose momentum towards the end of a project and to forget small details . Where a Plant creates new ideas.Belbin . and has a finger firmly on the pulse of the outside world.The Team Roles Resource Investigator The Resource Investigator gives a team a rush of enthusiasm at the start of the project by vigorously pursuing contacts and opportunities.
since they have a talent for stepping back to see the big picture.The Team Roles Co-ordinator A Co-ordinator is a likely candidate for the chairperson of a team. helping everyone else focus on their tasks.Belbin . stable and mature and because they recognise abilities in others. leaving nothing but the delegating for them to do . The Co-ordinator clarifies decisions. and will tend to delegate all work. Co-ordinators are confident. they are very good at delegating tasks to the right person for the job. Coordinators are sometimes perceived to be manipulative.
He or she will challenge.Belbin . according to Belbin. aggravation and in-fighting. winning is the name of the game.for the Shaper. Two or three Shapers in a team. can lead to conflict.The Team Roles Shaper The Shaper is a task-focused individual who pursues objectives with vigor and who is driven by nervous energy and the need to achieve . argue or disagree and will display aggression in the pursuit of goal achievement. The Shaper is committed to achieving ends and will ‘shape’ others into achieving the aims of the team. .
They take a broad view when problem-solving.The Team Roles Monitor Evaluator Monitor Evaluators are fair and logical observers and judges of what is going on in the team. and by moving slowly and analytically. However. damping enthusiasm for anything without logical grounds. . Since they are good at detaching themselves from bias.Belbin . and they have a hard time inspiring themselves or others to be passionate about their work. they can become very critical. will almost always come to the right decision. they are often the ones to see all available options with the greatest clarity and impartiality.
Belbin .The Team Roles Teamworker A Teamworker is the oil between the cogs that keeps the machine that is the team running smoothly. Because of an unwillingness to take sides. and small but important things cease to happen. a Teamworker may not be able to take decisive action when it is needed. when the team begins to argue. Since the role can be a low-profile one. They are good listeners and diplomats. the beneficial effect of a Teamworker can go unnoticed and unappreciated until they are absent. . talented at smoothing over conflicts and helping parties understand one other without becoming confrontational.
.The Team Roles Implementer The Implementer takes their colleagues' suggestions and ideas and turns them into positive action. They are efficient and self-disciplined.Belbin . However. especially if such a deviation compromises efficiency or threatens well-established practices. They are motivated by their loyalty to the team or company. and can always be relied on to deliver on time. which means that they will often take on jobs everyone else avoids or dislikes. they may be seen as closed-minded and inflexible since they will often have difficulty deviating from their own well-thought-out plans.
" and the things he or she delivers can be trusted to have been double-checked and then checked again. The Completer Finisher has a strong inward sense of the need for accuracy. . and sets his or her own high standards rather than working on the encouragement of others. and by refusing to delegate tasks that they do not trust anyone else to perform.The Team Roles Completer Finisher The Completer Finisher is a perfectionist and will often go the extra mile to make sure everything is "just right. They may frustrate their teammates by worrying excessively about minor details at the expense of meeting deadlines.Belbin .
ability. and skill in their discipline to the team. The Belbin Team Inventory was revised to include the Specialist role. They also strive to improve and build upon their expertise. but can only contribute on that specialism and will tend to be uninterested in anything which lies outside its narrow confines. they are likely to be a fountain of knowledge and will enjoy imparting this knowledge to others.Belbin . If there is anything they do not know the answer to. . owing to the fact that no specialised knowledge was required for the simulation exercise. Specialists bring a high level of concentration. they will happily go and find out. As a result.The Team Roles Specialist Specialists are passionate about learning in their own particular field. since the role was not revealed in the original research.
driven by professional standards and dedication to personal subject area * Belbin suggested these roles are more extravert than introvert. efficient (originally called 'Company Workers') Resource Investigator (RI)* quick. perceptive. competitive Plant (PL)* innovative. affable. energetic. flexible. accurate. imaginative. seeks and finds options. listener. reliable. mediator Completer-Finisher (CF) attention to detail. outgoing. networker. high standards. common sense. highly focused capability and knowledge. mature . critical thinker. problem-solving Monitor-Evaluator (ME) serious. original. unorthodox. achievement-driven. structured. negotiator Team Worker (TW) supportive. dependable. good communicator. sociable. practicable.belbin team roles and descriptions role name strengths and styles Coordinator (CO)* able to get others working to a shared aim. analytical Implementer (IMP) systematic. confident. assertive. creative.(originally called 'Chairman' by Belbin) Shaper (SH)* motivated. quality orientated. adaptable. inventive. loyal. delivers to schedule and specification Specialist (SP) technical expert. calming influence. . prudent.
The Implementer turns decisions and strategies into defined and manageable tasks. sums up and is decisive. The Team Worker operates against division and disruption in the team. through objectivity. but does not dominate discussions. diplomat. . The Resource Investigator goes outside the team to bring in ideas.'belbin team roles' within teams • • • • • • • • • The Co-ordinator clarifies group objectives. suggestions and proposals that are usually original and radical. All of these roles have value and are missed when not in a team. there are no stars or extras. information and developments to it. particularly in times of stress and pressure. selects problems. looking for pattern in discussions and practical considerations regarding the feasibility of the project. They are the team's sales-person. sets the agenda. establishes priorities. and do. The Monitor-Evaluator contributes a measured and dispassionate analysis and. sorting out objectives and pursuing them logically. Can steamroller the team. like cement. but gets results. The Shaper gives shape to the team effort. liaison officer and explorer. assume more than one role. The Plant is the source of original ideas. stops the team committing itself to a misguided task. The Finisher maintains a permanent sense of urgency with relentless followthrough. people can. In small teams.
innovator or shaper Error prone teams need an evaluator Different roles are important in different circumstances. However. be analysed both in terms of what team roles members can play.'belbin team roles' within teams In addition. a good evaluator may be needed. . In areas of high risk. analysing existing teams and their performance or behaviour. for example: New teams need a strong shaper to get started. Teams should. therefore. for example: Under-achievement demands a good coordinator or finisher Conflict requires a team worker or strong coordinator Mediocre performance needs a resource investigator. using these team role concepts. Despite having well defined roles within a team. Competitive situations demand an innovator with good ideas. and also in relation to what team skills are most needed. the interaction between the different personalities of individuals can be a frequent source of friction. this can largely be avoided by understanding and valuing people's differences. can lead to improvements.
Behaviour Clusters by Orientation .
A competent Co-ordinator A good Plant A spread of mental abilities Team-role capabilities A good match between attributes of individuals and their responsibilities in the team Recognition of and adjustment to imbalance Winning Teams .
Many Shapers Competing Views Horses Pulling a Ball in Different Directions Common Minimum Programme Many Plants Lot of Ideas. Little Action Many Monitor Evaluators Plant’s Hell Kill an Idea before it Gets Legs Lots of Clever People Lots of PL. ME.. maybe SH Intellectual competition can get in the way of success Too much analysis and argument Can become “winning” if Co-ordinator can create a culture of coOperation .GOD SAVE The Teams with.
. the organisers will not have much to organise Lots done. little achieved No Completer Finisher May miss details & deadlines Many Completer Finisher Immersed in detail & ‘Much Ado about Nothin . All Teamworkers Who will generate the ideas to build with All Company Makers Mundane & predictable life Slow & steady may not win the race in the age of ‘Fast & Consistent’ Lacks direction.GOD SAVE the Teams with.
Behaviour Clusters by Orientation PEOPLE Co-ordinator Teamworker Resource Investigator CEREBRAL Plant Monitor Evaluator ACTION Shaper Implementer Completer Finisher .
Behaviour Clusters by Orientation Doing / Acting Implementer Shaper Completer/Finisher Thinking / problem-solving Plant Monitor / Evaluator Specialist People / feelings Coordinator Teamworker Resource / Investigator .
Resource outside opportunities. People Oriented Roles Coordinator chairperson. Completer Finisher thorough. Monitor-Evaluator Analyzes the . Acts as a Encourages Explores Investigator Ensures Shaper Implementer Challenges the team improve.Belbin's Team Roles Action Oriented Roles to action. Team Worker cooperation. timely completion. Puts ideas into Thought Oriented Roles Plant Presents new ideas and approaches.
Is yours a winning team? What’s the Chairman’s (Leader’s) personality? How evenly is the level of intelligence spread across the team? Is there a Plant in the team? Do team memebrs have complementary areas of expertise? Is there a balance amongst the members in roles and responsibilites? .