Delivering Job
Transcript of Delivering Job
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www.belbin.com
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Belbin Associates, UK. 2005
Delivering more from
Job & Team
Lecture tour
Estonia, Latvia & Lithuania
September 2005
Dr Meredith Belbin
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www.belbin.com
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Belbin Associates, UK. 2005
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Stage 1: Forecasting of Team outcomes
for the Henley Business Game
Session 1 - 8
Session 2 - 6
Session 3 - 8
No.
Companies:
Final
financial
position in
rank order
KEY:Companies
competing
in three sessions
during 1976:
Dr Belbins prediction of financial results in rank order
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www.belbin.com
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Belbin Associates, UK. 2005
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Session 1 - 7
Session 2 - 5
Session 3 - 6
No.
Companies:
Final
financial
position in
rank order
KEY:Companies
competing
in three sessions
during 1979:
Dr Belbins prediction of financial results in rank order
Stage 2: Forecasting of Team outcomes
for the Henley Business Game
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www.belbin.com
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Belbin Associates, UK. 2005
Nobodys perfect
but a team can be.
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Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Belbin Associates, UK. 2005
Team-Role Contribution Allowable Weaknesses
PLANT (PL)
Creative, solves difficult problems Loses touch with everyday realities
RESOURCE INVESTIGATOR (RI)Enterprising, quick to explore opportunities Weak in follow through
CO-ORDINATOR (CO)Makes good use of group activities Manipulative
SHAPER (SH)
Thrusting and challenging Provocative, aggressive
MONITOR EVALUATOR (ME)Discerning and objective Uninspiring, sceptical
TEAMWORKER (TW)Co-operative, averts friction Indecisive
IMPLEMENTER (IMP)
Organised, efficient, practical Slow to see new possibilities
COMPLETER FINISHER (CF)Painstaking, conscientious Anxious, reluctant to delegate
SPECIALIST (SP)Single-minded, professionally dedicated Limited in interests
Team Roles and Descriptions
D li i f j b & t Th C t ib ti f T R l & W k R l D B lbi
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Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Belbin Associates, UK. 2005
PLANT (PL)Loses touch with everyday realities
RESOURCE INVESTIGATOR (RI)Weak in follow through
CO-ORDINATOR (CO)Manipulative
SHAPER (SH)Provocative, aggressive
MONITOR EVALUATOR (ME)Uninspiring, sceptical
TEAMWORKER (TW)Indecisive
IMPLEMENTER (IMP)
Slow to see new possibilities
COMPLETER FINISHER (CF)Anxious, reluctant to delegate
SPECIALIST (SP)Limited in interests
Team Role Allowable & Non-Allowable Weaknesses
Strong ownership of idea when co-operation
with others would yield better results
Letting clients down by neglecting to follow-uparrangements
Taking credit for the effort of a team
Inability to recover situation with good humour
or apology
Cynicism and pessimism
Avoiding situations that may entail pressure
Obstructing change
Obsessional behaviour
Ignoring factors outside area of competence
D li i f j b & t Th C t ib ti f T R l & W k R l D B lbi
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Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Belbin Associates, UK. 2005
COMPLETERFINISHER -
perfects establishedsystems
TEAMWORKER -supports
IMPLEMENTER -applies
CO-ORDINATOR -generalises
PLANT -theorises
SHAPER -
drives
RESOURCEINVESTIGATOR -recognisesopportunities
SPECIALIST -specifies
MONITOREVALUATOR -
judges impartially
Team Role Opposites
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
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Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Belbin Associates, UK. 2005
Needs
As projects progress, different
team roles are required
Ideas
Plans
Contacts
Organisation
Follow Through
Implementer Co-ordinator
MonitorEvaluator
Specialist
CompleterFinisher
Implementer
Shaper Co-ordinator
PlantResourceInvestigator
ResourceInvestigator
Team Worker
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
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Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Belbin Associates, UK. 2005
What is the
essential difference
between a
team and a group?
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
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Delivering more from job & team: The Contribution of Team Roles & Work Roles Dr Belbin
Belbin Associates, UK. 2005
TEAM GROUP
Size Limited Medium or Large
Selection Crucial Immaterial
Spirit Dynamic interaction TogethernessPersecution ofOpponents
Leadership Shared or Rotating Solo
Perception Mutual knowledge Focus onand understanding Leader
Style Role spread Convergence
Co-ordination Conformism
Six differences between a
team and a group
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
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www.belbin.com
Delivering more from job & team: The Contribution of Team Roles & Work Roles Dr Belbin
Belbin Associates, UK. 2005
Differentiating Teams from Groups
Group - people brought together for acommon purpose while being too numerous
to allow team-role relationships to form
Team - a limited number of people selectedto work together for a shared objective in a
way that allows each person to make adistinctive contribution
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
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g j
Belbin Associates, UK. 2005
A precise way of communicating the
tasks and responsibilities
undertaken by a person or team
What is a Work Role?
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
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Assigning Work
BLUE - Structured Work YELLOW - Decision Work
GREEN - Reactive Work ORANGE - Collaborative Work
Individual
Shared
Tasks Responsibilities
Y You decide
In response toyour work environment
Collectivedecisions
round a table
Traditional -
Instructions from Boss
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
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Organisational Focus
Risk
ComplexityLow
High
High
A COMPETENT INDIVIDUAL
A COLLABORATIVE GROUP
A TALENTED INDIVIDUAL
A BALANCED TEAM
CONCURRENT TEAMS
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
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The misallocation of work
Work performed
andnot needed
Work needed
andnot performed
Pink
Imaginary Work
The Black
Hole of
Disownership
When should work be re-allocated?
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
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What Recurring Work
is Unique to the brief of
the Manager?
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
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Dominant
Alpha Male
Close Supporters
Less dominant but
aspiring alpha males
Subordinates with allotted tasks
The individual mind heads the hierarchical model which lacks the cybernetic
efficiency of a system
Top-Down
Communication
Human Hierarchies and all gregarious
Mammals
possess similarfeatures
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
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Concurrent Teams and
Empowered Working Groups
EmpoweredWorking Groups
Key:
Co-ordinatingperson
Elite
Selected Teams
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
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Solution Two:
Steps in the Change Process
After: The art of Empowerment, Ron Johnson & David Redmond, 1998. pp10
Freedom for employees
Boss Leadership
Leadership by Co-ordination
Restricted employees
Informing
Consulting
Sharing
Delegating
Empowering
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
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www.belbin.com Belbin Associates, UK. 2005
Small Team...
Small Nation...
Great Opportunities