Week 6 Belbin 2012

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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