week 6 belbin 2012
TRANSCRIPT
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Building effective Teams 1:
individual team rolesMeredith Belbins team role analysis
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Todays learning outcomes
By the end of todays session, a successful
participant will be able to:
Use the Belbin team roles model to discuss
different roles necessary to the functioning of a
successful team
Identify your own team role preferences
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reflection
Team reflection: How did your team go aboutthat task? How did you spend your time? Who
did what? What could you have done better?
Individual reflection: What roles did you play? Isthis what you normally do? If not, why not?
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Belbin basics
Belbins idea is to identify 9 team roles
His claim is that well-functioning teams need allroles / functions.
Individuals can (and often do) play more than
one role.
Roles are typical clusters of regularly observed
behaviours / preferences. You may typically
demonstrate none / some / all of them.
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Action Oriented Roles
ShaperChallenges the team
to improve
Implementer Puts ideas into action
Completer FinisherEnsures thorough,
timely completion
People Oriented Roles
Co-ordinator Acts as a chairperson
Team workerEncourages co-
operation
Resource InvestigatorExplores outside
opportunities
Thought Oriented
Roles
Plant Presents new ideas &approaches
Monitor Evaluator Analyses the options
SpecialistProvides specialised
skills
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Plant
The Plant is the creative innovator who comes up
with new ideas and approaches. They thrive on
praise, but criticism is especially hard for them todeal with. They are often introverted, and prefer to
work apart from the team. Because their ideas are
so novel, they may be impractical at times.
Possible weaknesses = may be poor
communicators and can tend to ignore given
parameters / constraints.
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Resource Investigator
Resource Investigators are innovative and curious.
They explore available options, develop contacts,
and negotiate for resources on behalf of the team.They are enthusiastic team members, who identify
and work with external stakeholders to help the
team accomplish its objectives. They are outgoing
and often extroverted, meaning that others are often
receptive to them and their ideas.
Possible weaknesses = may loose enthusiasm
quickly and are often overly optimistic.
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Co-ordinator
Co-ordinators are the ones who take on the
traditional team leader role (have been called
Chairmen in previous versions of Belbin). They
guide the team to what they perceive are theobjectives. Often excellent listeners, and are
naturally able to recognise the value that each team
member brings to the table. Tend to be calm, good-
natured and delegate well.
Possible weaknesses = may delegate away too
much personal responsibility and may tend to be
manipulative.
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shaper
Shapers are people who challenge the team to improve.
They are dynamic and usually extroverted people who
enjoy stimulating others, questioning norms and finding thebest approaches to problems. The shaper is the one who
shakes things up to make sure that all possibilities are
considered and the team doesnt get complacent. They
often see obstacles as exciting challenges to be overcome,
and tend to push on when others feel like quitting.
Possible weaknesses = they tend to be argumentative and
may hurt others feelings.
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monitor evaluator
Monitor-Evaluators are best at analysing and
evaluating ideas that other people (often Plants)
come up with. They are often shrewd and objectiveand they carefully weigh up the pros and cons of all
the options before coming to a decision. They are
critical thinkers and very strategic in their approach.
Possible weaknesses = they are often perceivedand detached / unemotional. Sometimes they are
poor motivators who react to events rather than
instigating them.
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team worker
Team Workers are the people who provide support
and make sure the team is working together. These
people fill the role of negotiators within the team andthey are flexible, diplomatic and perceptive. They
tend to be popular people who are very capable in
their own right but who prioritise team harmony /
cohesion and helping people get along.
Possible weaknesses = may have a tendency to be
indecisive & maintain uncommitted positions in
discussions / decision making.
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implementer
Implementers are the people who get things
done. They turn the teams ideas and concepts
into practical actions and plans. They aretypically conservative and disciplined people who
work systematically and effectively and who are
well organised. You can count on them to get
the job done.
Possible weaknesses = may be inflexible and
somewhat resistant to change.
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completer finisher
Completer-finishers are the people who see that
projects are completed thoroughly. They ensure
there have been no errors or omissions and that allthe details have been checked. They are very
concerned with deadlines and will push the team to
ensure the job is completed on time. They are often
described as perfectionists who are orderly,
conscientious and anxious.
Possible weaknesses = may worry unnecessarily
and find it hard to delegate.
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specialist
Specialists are people who have specialised
knowledge that is needed to get the job done. They
pride themselves on their skills and abilities, andthey work to maintain their professional status.
Their job within the team is to be the expert in the
area and they commit themselves fully to their field
of expertise.
Possible weaknesses = they may limit their
contribution, and have a preoccupation with
technicalities at the expense of the bigger picture.
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useful (tough!)questions
Think about these questions in terms of a specific
team / teams you are currently involved with.
Are all the roles present in the team? Which are
missing? What problems does this cause?
Which roles do people avoid? Who gets pushed
into these roles?
Which roles do people compete over? Who wins
these fights and why?
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useful (tough!)questions
Which role(s) are you playing? Are these your
preferred roles? If not, why not?
Whats the single most important change /
improvement that needs to be made to make
your team function better?
How are you going to bring that about?
(Resources? Allies? How will you persuade
people? etc.)
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Todays learning outcomes
By the end of todays session, a successful
participant will be able to:
Use the Belbin team roles model to discuss
different roles necessary to the functioning of a
successful team
Identify your own team role preferences