Belbin Team Roles / Inventory
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Belbin Team Roles / Inventory



Meredity Belbin\'s research on team roles distilled into a handful of simple slides!

Meredity Belbin\'s research on team roles distilled into a handful of simple slides!



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Belbin Team Roles / Inventory Belbin Team Roles / Inventory Presentation Transcript

  • Effective Teambuilding For Entrepreneurs Gavin D. J. Harper
  • Team Roles Plant Resource Investigator Shaper Coordinator Monitor Evaluator Team Worker Implementer p Completer Finisher Specialist S i li
  • Action • Shaper Oriented • Implementer Roles • Completer Finisher People • Co-ordinator Oriented • Teamworker Roles • Resource Investigator Thought • Monitor Evaluator Orientated • Specialist Roles • Pl t Plant
  • © Philip Chambers’, 2000 City University Business School - Belbin 9 Team Roles Mind Map
  • Plant Creative & Unorthodox ‘Ideas Hamsters’ Innovative solutions Clever f Cl free thinkers hi k Disorganised Can t Can’t focus on one thing Can struggle communicating ideas
  • Resource Investigator Pursues contacts / opportunities Explores outside the team p Has a “pulse” on the world Can i C give team enthusiasm h i Resource investigator can “steal ideas” Can lose momentum and forget the detail
  • Co-ordinator Co ordinator Often the ‘chairman’ Confident and mature Good at delegation Good G d at clarification, makes the team gel l ifi i k h l Can be manipulative Delegates all work and may do nothing but this
  • Shaper Focused leadership Motivated to success High desire to win Committed to shaping the teams work C i d h i h k Can be aggressive to others in the team Too many shapers can cause team conflict Can “steal the glory”
  • Monitor Evaluator Detached from bias Good at ‘judging’ the team j g g Takes many things into account Moves slowly and precisely M l l d i l Comes to the ‘right decision’ g Can be cynical and kill enthusiasm Can’t inspire others well
  • Completer Finisher Tidies up loose ends Sense for accuracyy Perfectionist Goes the extra distance G h di Can worry over small details Can be frustrating to work with Don’t trust others with tasks
  • Specialist Greatest depth of knowledge Brings discipline specific skills g p p Enjoys communicating their passion Passionate about their knowledge P i b h i k l d Only makes a contribution to a narrow set of issues Uninterested in other ‘team business’
  • Implementer Turns ideas into concrete action Efficient, well disciplined , p Loyal to their team-mates Can be close minded Can’t deviate from their own plans Can be inflexible
  • Team Worker “The “Th grease that keeps h k the wheels turning” Good at listening to others in the group Can be very diplomatic and good at smoothing things over in team conflicts They Th won’t take sides! ’ k d ! They aren’t noticed until they aren’t there!
  • Stages of Team Maturity Forming Storming Norming Performing Coleman & Bush 1994 Forming – establishing roles of team members Storming – leadership / approach / feasibility questioned Norming – team identity established, mutual support Performing – solutions / decisions / activities / outputs
  • References Belbin, R. M. (1981). Management Teams: Why They Succeed or Fail. Oxford: Butterworth Heinemann Coleman, M. and T Bush (1994). Managing M T. (1994) With Teams. In Bush, T. and West-Burnham, J. (eds.) (eds ) The Principles of Educational Management. Harlow, Essex: Longman.