Belbin's Team RolesMCAST ICT

1、 ever wondered why some teams just seem to work and others hit the rocks? when things dont work, it is obvious to all, and it often has a profound effect on the people involved, as well as the project or objective to be achieved. in the 1970s, dr meredith belbin and his research team at henley manag

2、ement college set about observing teams, with a view to finding out where and how these differences come about. they wanted to control the dynamics of teams to discover if and how problems could be pre-empted and avoided. as the research progressed, the research revealed that the difference between

3、success and failure for a team was not dependent on factors such as intellect, but more on behaviour. the research team began to identify separate clusters of behaviour, each of which formed distinct team contributions or team roles. “” the perfect individual could be described as: out-going organis

4、ed motivating creative hard-driving objective diplomatic meticulousknowledgeable unlikely to find all of these qualities in one person. why do team members fail/succeed? why do team members make the right/wrong decisions? why dont they perform as well as expected? problem is often at personal level:

5、 how team members feel about themselves and each other. tension and misunderstanding- people find it hard to deal with these behavioural, emotional issues. team members need a way of looking at these issues, measuring their effect, and need a language for talking about them what makes a balanced and

6、 effective team is : the better the mix, the better the performance the effectiveness of a team will depend on the extent to which members correctly recognize and adjust themselves to the relative strengths within the team belbin - 9 team roles type each type has a typical behavioural strength and a

7、 characteristic weakness plant resource investigator co-ordinator shaper monitor evaluator teamworker implementer completer-finisher specialist team-role contributionallowable weaknesses plant: creative, solves difficult problemsloses touch with everyday realities monitor evaluator: discerning and o

8、bjectiveuninspiring, slow-moving co-ordinator: makes good use of group activitiesmanipulative implementer: disciplined, efficient, practicalslow to see new possibilities completer finisher: painstaking, conscientiousanxious, reluctant to delegate resource investigator: enterprising, quick to explore

9、 opportunitiesweak in follow through shaper: driving and challengingprovocative, aggressive teamworker: co-operative, averts frictionindecisive limited in interests specialist: single-minded, professionally dedicated strong ownership of idea when co- operation with others would yield better results

10、looks down on others ignores details too preoccupied to communicate effectively neglects practical matters source of original ideas creative, imaginative, unorthodox solves difficult problems non allowable weaknesses allowable weaknesses strengths plant letting down colleagues/ clients by neglecting

11、 to make follow-up arrangements over optimistic loses interest once initial enthusiasm has passed creative negotiator extrovert, enthusiastic, communicative explores new opportunities develops outside contacts and brings home new ideas non allowable weaknesses allowable weaknesses strengths resource

12、 investigator takes personal credit for the effort of the team can be seen as manipulative delegates personal work inclination to be lazy if someone else can be found to do the work the team controller mature, confident, trusting good chairperson recognises skills clarifies goals, promotes decision

13、making, delegates well non allowable weaknesses allowable weaknesses strengths co-ordinator consistently tramples on peoples feelings inability to recover situation with good humor or apology can be provocative sometimes hurts peoples feelings prone to frustration and irritation drives other people

14、to excel challenging, dynamic, thrives on pressure has the drive and courage to overcome obstacles non allowable weaknesses allowable weaknesses strengths shaper constant harsh criticism, regardless of peoples feelings sometimes lacking in tact “these are the facts” inability to inspire others too c

15、ritical the analyser of problems cool, strategic, discerning sees all options judges accurately non allowable weaknesses allowable weaknesses strengths monitor evaluator avoids situations that involve pressure never giving their opinion indecisive in difficult situations easily influenced always def

16、erring to others “what do you think?” focuses on harmony co-operative, mild, diplomatic listens, builds understanding defuses conflict non allowable weaknesses allowable weaknesses strengths teamworker obstructs change unwilling to adapt to changing circumstances inflexible slow to respond to new si

17、tuations sticks only to the proven and reliable effective organiser disciplined, reliable, conservative, efficient turns ideas into practical actions non allowable weaknesses allowable weaknesses strengths implementer always focusing on small details mistakes in a way which de- motivates unnecessari

18、ly rushing the planning stage of a project reluctant to delegate and worries too much perfectionist “you wont do it the right (my) way” meets deadlines guarantees delivery on time conscientious notices errors and omissions can be totally relied upon non allowable weaknesses allowable weaknesses stre

19、ngths completer-finisher does not want to get involved in broader team issues “not my problem” syndrome focuses too much on technical details too theoretical with little concern for how their ideas link to the big picture “the expert” single minded, self starting, dedicated provides knowledge and skills in short supply non allowable weaknesses allowable weaknesses strengths specialist action-oriented roles: shaper, implementer, completer-finisher people-oriented roles: co-ordinator, resource investigator, teamworker thinking roles: plant, monitor