Belbin Team Roles / Inventory


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

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Belbin Team Roles / Inventory

  1. 1. Effective Teambuilding For Entrepreneurs Gavin D. J. Harper
  2. 2. Team Roles Plant Resource Investigator Shaper Coordinator Monitor Evaluator Team Worker Implementer p Completer Finisher Specialist S i li
  3. 3. Action • Shaper Oriented • Implementer Roles • Completer Finisher People • Co-ordinator Oriented • Teamworker Roles • Resource Investigator Thought • Monitor Evaluator Orientated • Specialist Roles • Pl t Plant
  4. 4. © Philip Chambers’, 2000 City University Business School - Belbin 9 Team Roles Mind Map
  5. 5. 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
  6. 6. 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
  7. 7. 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
  8. 8. 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”
  9. 9. 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
  10. 10. 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
  11. 11. 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’
  12. 12. 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
  13. 13. 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!
  14. 14. 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
  15. 15. 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.
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