Why ??

1. Why ?? • Ever wondered why some teams just seem to work and others hit the rocks? • When things don’t work, it has a great impact on the people involved, as well as the project or objective to be achieved. • In 1970’s Dr. Meredith Belbin set out observing teams. • The research revealed that the difference between success and failure for a team was not dependent on factors such as intellect…. • but more on behaviour.

2. The Team Roles By Dr. MeredithBelbin

3. What is team role ? • Tendency to behave, contribute and interrelate with others in a particular way.

4. Why We need to study Team Roles • Provide a common language to talk about how people behave in the work place.

5. The 9 team roles • Plant • Monitor Evaluator • Co-ordinator • Resource Investigator • Implementers • Complete Finisher • Teamworker • Shaper • Specialist

6. 1. plant • one such individual was “planted” in each team – the Innovator, turning out loads of radical ideas. • highly creative and good at solving problems in unconventional ways -unorthodox

7. 2. Monitor Evaluator • provide a logical eye, make impartial judgements where required -analytical • weigh up the team’s options in a dispassionate way - objective

8. 3. Co-ordinators • focus on the team’s objectives and draw out team members • Calm, self confident and decisive when necessary. • The social leader of the group, ensuring individuals contribute fully and guiding the team to success

9. 4. Resource Investigators • The extrovert, enthusiastic communicator, with good connections outside the teams. • Enjoys exploring new ideas, responds well to challenges, and creates this attitude amongst others.

10. 5. Implementers • to plan a practical, workable strategy – disciplined and reliable • carry it out as efficiently as possible.

11. 6. Completer Finishers • most effectively used at the end of a task, to “polish” and scrutinise the work for errors, subjecting it to the highest standards of quality control – perfectionist and accurate

12. 7. Teamworkers • helped the team to gel, using their versatility to identify the work required and complete it on behalf of the team.

13. 8. Shapers • Energetic, highly strung, with a drive to get things done • provide the necessary drive to ensure that the team kept moving and did not lose focus or momentum.

14. 9. specialists • individual with in-depth knowledge of a key area – single minded, self reliant and knowledgeable

17. Balance is key • Each of the behaviours were essential in getting the team successfully from start to finish. • For example a team with no Plant struggled to come up with the initial spark of an idea with which to push forward. • However, with too many Plants bad ideas will concealed good ones and non-starters were given too much airtime. • Similarly, with no Shaper, the team ambled along without drive and direction, missing deadlines • With too many Shapers, in-fighting began and morale was lowered.

18. conclusion • Role identification can be used as a form of team building : it reinforces the fact that everyone is bringing something to the team, so you all need each other if you are to be successful. • The brief descriptions were of “pure” roles that you’re unlikely to find in practice : what you saw depends on the mix of preferred roles in each individual. • Although your preferred roles are relatively unchanging over time, most of us can perform two or three roles – which is important if you have a team of less than 9 people.

19. Team Role Preferences • By completing a Belbin-Self Perception Inventory