Belbin Team Roles Session Guide Belbin team types Implications / - PDF document

Belbin Feedback Working in Teams Working in Teams Belbin Team Roles Session Guide Belbin team types Implications / issues Action planning Semester 1 2004 University of Edinburgh Management School 1 Semester 1 2004 University of Edinburgh Management School 2 Full Time Full Time Working in Teams Working in Teams Roles Context Contribution to Team Research by Meredith Belbin Allowable Weaknesses Effective Teams All of equal value Key Roles for Success Dropped Points Situation Dependent Semester 1 2004 University of Edinburgh Management School 3 Semester 1 2004 University of Edinburgh Management School 4 Full Time Full Time Working in Teams Working in Teams Leadership Roles Creative Roles Plant Shaper Co-ordinator Resource Investigator Semester 1 2004 University of Edinburgh Management School 5 Semester 1 2004 University of Edinburgh Management School 6 Full Time Full Time Semester 1 1

Belbin Feedback Working in Teams Working in Teams ……the other Roles Monitor Evaluator Implementer Completer Finisher Team Worker Specialist Semester 1 2004 University of Edinburgh Management School 7 Semester 1 2004 University of Edinburgh Management School 8 Full Time Full Time Working in Teams Working in Teams Exercise Group exercise • In your groups 1. Individuals should share their key learning points On the walls are summaries of your Belbin profiles 2. Are there any implications for your current teamworking style? See if you can identify your profile from the summary Semester 1 2004 University of Edinburgh Management School 9 Semester 1 2004 University of Edinburgh Management School 10 Full Time Full Time Working in Teams Working in Teams Belbin research findings Belbin in UK Managers 1441 male / 355 female Roles can equally be applied to non-managers Predicting team roles from established personality profiles Fisher, Hunter & Macrosson High validity suggested Journal of Managerial Psychology, Vol.17 No.1, (2002) Findings: 1. Suggested surplus of co-coordinators and resource Balanced teams perform better than biased teams investigators Shapers vs. Balanced Pritchard & Stanton Journal of Management Development, Vol 18, No.8, (1999) 2. Suggested dearth of Completers, Monitor Evaluators , Plants and Shapers ……relatively few who have this as a primary or secondary role. No correlation between salary/status and team role Dulewicz 3. Lack of the balanced teams in UK industry Journal of Occupational & Organisational Psychology Vol 68, Issue 2 (1995 ) Fisher, Hunter & Macrosson Personnel Review, Vol.29 No.2, (2000) Semester 1 2004 University of Edinburgh Management School 11 Semester 1 2004 University of Edinburgh Management School 12 Full Time Full Time Semester 1 2

Belbin Feedback Working in Teams Working in Teams Belbin Team Types Belbin and Career Management Resource Plant Team Role Career Planning Job Search Written Selection Pro-active Ideas Application Process Follow-up Investigator Plant Strong on ideas Research Potentially May lack focus Feedback seen strong unorthodox May compete as irrelevant Monitor Co-ordinator May lack focus Insensitive to with others Learning Optimal Evaluator Networking company needs Insensitive to minimised Solution weak company needs Resource Strong on ideas Networking Uncomfortable Thrives on OK Clear goals, Investigator strong with medium group activities Shaper Specialist May become objectives disillusioned Co-ordinator OK OK Finds self- May undersell Strength Completer Work Implementer marketing self finisher difficult Prefers group activities Success Team Worker Semester 1 2004 University of Edinburgh Management School 13 Semester 1 2004 University of Edinburgh Management School 14 Full Time Full Time Working in Teams Working in Teams Belbin and Career Management Belbin and Career Management Team Role Career Planning Job Search Written Selection Pro-active Team Role Career Planning Job Search Written Selection Pro-active Application Process Follow-up Application Process Follow-up Shaper Action focus- High May oversell May oversell Feedback seen Implementer May be OK OK May lack OK less emphasis expectations achievements self as irrelevant inflexible and creativity on planning and self belief May compete Learning lack motivation May set with others minimised unrealistic goals Monitor Tends to over- May be Prone to too Dislikes Tends to over- Completer May be May be Prone to too Avoids Tends to over- Evaluator analyse indecisive much detail deadlines analyse Finisher inflexible and indecisive much detail leadership analyse May be May be Own harshest indecisive High anxiety indecisive indecisive critic May be indecisive Team Worker May be OK Finds self- Prefers group Accepts Specialist Narrow May not Prone to too May constrain May indecisive marketing activities feedback perspective may consider wider much detail and input to underestimate difficult May undersell limit options jargon specialism relevance self opportunities Semester 1 2004 University of Edinburgh Management School 15 Semester 1 2004 University of Edinburgh Management School 16 Full Time Full Time Working in Teams Summary Insight into our own team role allows us to work on our � strengths and weaknesses A knowledge of team roles helps us build balanced teams � A knowledge of team roles helps us develop more � effective teams "When he took time to help the man up the mountain, lo, he scaled it himself.“ Tibetan Proverb Semester 1 2004 University of Edinburgh Management School 17 Full Time Semester 1 3