17.

16 Interaction Among
Members

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 Belbin’s Team Roles

1. Co-ordinator
2. Resource investigator
3. Team worker
4. Shaper
5. Company worker/ implementer
6. Completer/ finisher
7. Plant
8. Monitor/ evaluator
9. Specialist
2
Belbin’s Team Roles

3
 Case Study

Steve Jobs - A Belbin Team Role Case Study

https://www.belbin.com.au/single-post/2014/04/23/Steve-
Jobs-A-Belbin-Team-Role-Case-Study

4
17.17 Analysis of Individual
Behaviour

5
 Analysis of Individual Behaviour

 It is necessary to study patterns of interaction

and the parts played by individual members.
 So we can understand and influence the
functioning and operation of a group or team.

6
 Analysis of Individual Behaviour

 The description of member roles performed in

well-functioning groups is classified into three
broad headings:
1. Group task roles
2. Group building and maintenance roles
3. Individual roles

7
 Member roles
Function
Group task roles To select, define and solve
common problems
Group building and Activities that build group-
maintenance roles centred attitudes or
maintain group-centred
behaviour
Individual roles -To satisfy personal needs
-Not related either to group
task or to the group
functioning
Example
Initiator-contributor,
opinion seeker, co-
ordinator, evaluator,
recorder
Encourager, gatekeeper,
standard setter, group
commentator
Aggressor, blocker,
dominator, help-seeker
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 Sociometry

 Sociometry is a method of indicating the feelings of

acceptance or rejection among members of a group.

9
 Sociometry

 The basis of sociometry is usually ‘buddy rating’ or ‘peer

rating’.
 Each member is asked to nominate or to rate, privately, other
members in terms of some given context or characteristics
( eg. with whom they communicate, or how influential or how
likeable they are)
 Questions may relate to either work or social activities.
 Positive and negative choices may be recorded.
 Sometimes individuals may be asked to rank their choices.

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Sociogram

11
 Sociogram

 A sociogram is a diagrammatical illustration of the

pattern of interpersonal relationships derived from
sociometry.
 It depicts choices, preferences, likes or dislikes and
interactions between individual members.
 It can display a visual description of the structure of
the group.
 It can indicate sub-groups, compatibility, and
members who are popular, isolated or who acts as
links.
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 Sociogram
 Stars?
 Link?
 Unpopular?
 Chain?
 Sub-group?

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 Sociogram

1. Popular => G and M

2. Link => M
3. Unpopular => H and P
4. Chain => JKMO
5. Subgroup => ABCD

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 Sociogram

 It can describe the meaningful discussions on

patterns of social interactions, group behaviour and
the perceptions of individual members towards each
other.
 It can serve as a useful basis for the development of
both employability and wider social skills.

15
 Self-insight and the Johari Window

 A simple framework for looking at self-insight is the johari

window.
 This classifies behaviour in matrix form between what is
known-unknown to self and what is known-unknown to
others .
 It encourages a reduction of the individual’s ‘hidden’
behaviour through self-disclosure and of the ‘blind’ behaviour
through feedback from others.

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 Self-insight and the Johari Window

Public

 Members must establish an atmosphere of openness and

thrust in order that hidden and blind behaviours are reduced
and the public behaviour enhanced.

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 Self-insight and the Johari Window

 Hidden behaviour is that individual wishes to conceal from

other group members. It is part of the private self.
 An important role of the group is to establish whether
members conceal too much, or too little, about themselves
from other members.
 The blind area (i.e behaviour known to others but unknown
by self) includes manersims, getstures and tone of voice, and
represents behaviour of the imapct on others of which the
individual is unaware. This is sometimes referred to as the
‘bad breath’ area.

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 Balance between team and individual

“ Effective teams need equilibrium, no matter how

uneasy. The perfect team will have balance, with
each member aware of their role and happy to add
that value to the task.”

James

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 Friendship and Relationships at work

 Increasing attention has been given to the possible effects of

friendships and relationships at work, and potential conflict
between personal freedom and team performance.
 Work may be one of the best sources of friends as well as the
most desirable place to have them.
 However, friendships at work are full of ambiguities.
 For friendships, the trouble with work is that you are there to
be useful: to do something for a client, team or boss.

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17.18 Individual compared with
group or team performance

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 Individual compared with group or team
performance

 Despite apparent advantages of group working, it is difficult

to draw any firm conclusions from a comparison between
individual and group or team performance.
 Group decision making can be stressful as well as costly and
time consuming.
 According to Hall, teams are not always the right answer to a
problem.
 However, the general feeling appears to be that the collective
power of a group outshines individual performance.

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Particular Features of individual versus
Team Performance

1. Social loafing
2. Risky-shift phenomenon

3. Groupthink
4. Brainstroming

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 Social loafing

 The concept of social loafing ( or the Ringelmann effect ) is

the tendency for individual members of a group to expend
less effort than if they were working on their own.
 Example : a rope-pulling task

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 The risky-shift phenomenon
 There is a tendency for groups to make more risky decisions
than would individual members of the group on their own.
 Members do not feel the same sense of responsibility for
group decisions or their outcomes.
 A decision which is everyone’s is the responsibility of no one.
 Risky-shift phenomenon
 People inclined to take risks are more influential in group
discussions than more conservative people.
 Risk-taking is regarded as a desirable cultural
characteristics that is more likely to be expressed in a
social situation such as group working.

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 The risky-shift phenomenon
 Groups do appear to work well in the evaluation of ideas and
to be more effective than individuals for problem-solving
tasks requiring a range of knowledge and expertise.
 Shaw, suggests that evidence supports the view that groups
produce more solutions and better solutions to problems than
do individuals.

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Groupthink

27
Brainstorming

28
 Brainstorming

 A brainstroming approach involves a group of between six

and ten members adopting a ‘freewheeling’ attitude and
generating as many ideas as possible, the more wild or
apparently far-fetched, the better.
 Brain stroming is based on encouraging members to suspend
judgement, the assumption that creative thinking is achieved
best by encouraging the natural inclinations of group
members, and free association of ideas.

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 Basic Procedures for Brainstorming

 Maximum freedom of expression with a totally relaxed and

informal approach. Members are encouraged to elaborate or
build on ideas expressed by others and to bounce suggestions
off one another.
 Initial emphasis is on the quantity of ideas generated, not the
quality of ideas. No individual ideas are criticised or rejected
at this stag, however wild or fanciful they may appear.
 Need for good reporting of all the ideas either in writing
and/or by tape or video recording.

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 Brainstorming

 Members of a brainstorming group would produce more

creative problem-solving ideas than if the same members
worked alone as individuals.
 Availability of time is an important factor.
 Over a long period of time, the group may produce more
ideas through brainstorming than individuals could.

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17.21 Autonomous working
group

32
 Skills to build self-managed teams
 Cloke and Goldsmith list ten skills team members can develop in
order to build innovative self-managing teams. All of the skills are
interrelated, mutually reinforcing and dependent upon each of the
others.
1. Skills of self-management - Overcoming obstacles
together, and building a sense of ownership, responsibility,
commitment and efficiency within each team member.
2. Skills of communication - Collaboratively developing
skills in becoming better listeners, communicating honestly
about things that really matter.

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 Skills to build self-managed teams

3. Skill of leadership - Creating opportunities for each member to be

skilled in order to serve as leader.
4. Skill of responsibility – Personal responsibility not only for their
own work but for the work of every other member of the team in
order to become self-managing.
5. Skill of supportive diversity - Allowing team members to overcome
prejudices and biases and not create winners and losers, reject
outsiders or mistrust people who are different.
6. Skills of feedback and evaluation - Essential to improving learning,
team communication and the quality of products, processes and
relationships.

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 Skills to build self-managed teams

7. Skill of strategic planning - Identifying challenges and

opportunities collaboratively. Think long term, be proactive and focus
on solutions rather than problems.
8. Skills of shaping successful meetings – Team meetings can be
streamlined and made shorter, more satisfying and more productive
and result in expanded consensus.
9. Skills of resolving conflicts - Encouraging members to improve
skills in problem-solving, collaborative negotiation, responding to
difficult behaviour and conflict resolution.
10. Skills of enjoyment – Most team members enjoy working together to
accomplish difficult tasks, meeting high-performance challenges and
producing results that benefit themselves and their teams,
organisations and communities.

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 The Margerison ‘Team Wheel’

Charles Margerison identified nine major skills necessary in every

business and team.
1. Advising - Gathering and reporting information
2. Innovation - Creating and experimenting with ideas
3. Promoting - Exploring and presenting opportunities
4. Developing - Assessing and planning applications
5. Organising - Organising staff and resources
6. Producing - Concluding and delivering output
7. Inspecting- Controlling and auditing contracts and procedures
8. Maintaining - Upholding and safeguarding standards and values
9. Linking - Co-ordinating and integrating the work of others

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 The role of team leader
 Building successful team requires effective leadership.
 The influence and usefulness of team leaders comes from their ablilty
to lead from the front and in training, coaching and councelling their
team members to high standards of performance.
 The leaders of the team make the company vision a reality on a day-
to-day basis.
 The team leaders are the creators of space in which choice and
freedom can be exercised.
 They become role models for how members should behave.
 They bring the philosophy of autonomy and personal development
( as mentors and coaches )

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 Continuous improvement and innovation

 The requirement for continual development and improvement is a

necessary part of effective teamwork.
 Although self-regulation is necessary if the potential of teamworking
is to be realised, teams will always need some degree of management
direction.
 The task of management is to oversee the development of teams and
provide the necessary support and trainging.
 Teams will need constant monitoring and development.
 Team working is not a finite project but a process of continuous
improvement and innovation.

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