GUIDANCE NOTES FOR PLACEMENT STUDENTS

 

GN22: BELBIN'S TEAM ROLES

 BELBIN'S TEAM ROLES (adapted from Belbin, 1981)

from: Makin P, Cooper C & Cox C Managing People at Work BPS Books, 1989

 

ROLE OBSERVED CONTRIBUTIONS

   

CHAIRPERSON 1. Clarifying the goals and objectives of the group.

  2. Selecting the problems on which decisions have to be made, and establishing their priorities.

  3. Helping establish roles, responsibilities and work boundaries within the group.

  4. Summing up the feelings and achievements of the group, and articulating group verdicts.

   

SHAPER 1. Shaping roles, boundaries, responsibilities, tasks and objectives.

  2. Finding or seeking to find pattern m group discussion.

  3. Pushing the group towards agreement on policy and action and towards making decisions.

   

PLANT 1. Advancing proposals.

  2. Making criticisms that lead up to counter-suggestions.

  3. Offering new insights on lines of action already agreed.

   

MONITOR/ EVALUATOR 1. Analysing problems and situations.

  2. Interpreting complex written material and clarifying obscurities.

  3. Assessing the judgements and contributions of others.

   

COMPANY WORKER 1. Transforming talk and ideas into practical steps.

  2. Considering what is feasible.

  3. Trimming suggestions to make them fit into agreed plans and established systems.

   

TEAM WORKER 1. Giving personal support and help to others.

  2. Building on to or seconding a member's ideas and suggestions.

  3. Drawing the reticent into discussion.

  4. Taking steps to avert or overcome disruption of the team

   

RESOURCE INVESTIGATOR

1. Introducing ideas and developments of external origin.

  2. Contacting other individuals or groups of own volition.

  3. Engaging in negotiation-type activities.

   

COMPLETER 1. Emphasizing the need for task completion, meeting W" and schedules and generally promoting a sense of urgency.

  2. Looking for and spotting errors, omissions and oversights.

  3. Galvanizing others into activity.

What are the qualities of a good team?

There is much theory as to what makes a good team. Belbin identifies eight individual types that are readed for productive groups ie

Belbin - How Teams Succeed and Fail

Dr R Meredith Belbin describes patterns of behaviour in teams characteristic of ways in which one team member interacts with another and where performances facilitate the progress of team as whole. He identifies eight useful types (roles) of contribution.

PL Plant- very creative, the ideas person

RI Resource Investigator- extrovert, good at making outside contacts and developing ideas

ME Monitor Evaluator- shrewd and prudent, analytical

SH Shaper- dynamic and challenging

CO Co-ordinator- respected, mature and good at ensuring that talents are used effectively

IMP Implementer- practical, loyal and task orientated

CF Completer Finisher- meticulous and with attention to detail also full of nervous energy

TW Team Worker- caring and very person orientated

SP Specialist- high technical skill and professional as opposed to organisational prime loyalties

Coggs ladder shows the stages of groups development:

Forming - stablishing formal contractsStorming - setting realistic formal contracts and informal contractsNorming - commitment, trust, development of working patternsPerforming - group functions to achieve goals, individual psycological contract drawing out motivation in each members case.

How does this theory work in practise ?

What is not clear is how you go about achieving this in the real world. Just as individual brilliance is rare in life, the existence of great teams is even rarer. It may be possible to identify the characteristics required for successful teams but is it correct to say that all succesful team have Belbins 8 personality traits in them? How do you go about recruiting such people, if you did would they get on eg could a personality clash ruin your perfect group, furthermore how do you identify these characteristics. In many companies the following have been used to help build terms and aid performance.

Phycological tests to identify personality traits and people who are and are not team players.

Team building exercises. Team leadership courses Management cascades to try to change the company culture to a team culture.