This document discusses Belbin's theory of team roles and how understanding individual roles can help build effective teams. Belbin identified 9 common team roles that each have strengths and weaknesses. Taking a self-assessment inventory allows individuals to understand their preferred roles and how they contribute and limit the team's performance. With awareness of roles, imbalances can be addressed to create a balanced team that performs better.
| Team Development | Stages of Team Development | Tuckman's Team Development ...Ahmad Hassan
Team Development Model, Five Stages of Team Development Model by Bruce Tuckman: Forming, Storming, Norming, Performing and Adjourning (mourning). Tuckman's Team Development Model
Finding and selecting the right person to join your company is among the most important business decisions you will make. This webinar will highlight best practices by AlphaStaff, our clients and our staffing partners, in sourcing, screening, assessing and selecting the best candidates available.
Presented by AlphaStaff Director of HR Services, Norm Baker and KeyStaff.
Detailed Presentation on the topic Leadership.
Leadership - Introduction: Meaning and Characteristics.
Leadership Vs Managership
Functions, Role, And Importance Of Leadership
Types Of Leaders
Traits Of Good Leader
Managerial Grid
Theories Of Leadership
Power, Influence, Followership, And Leadership
Leadership Styles
Leadership Continuum
Trait, Behavioural And Situational Approach
Leadership Effectiveness
| Team Development | Stages of Team Development | Tuckman's Team Development ...Ahmad Hassan
Team Development Model, Five Stages of Team Development Model by Bruce Tuckman: Forming, Storming, Norming, Performing and Adjourning (mourning). Tuckman's Team Development Model
Finding and selecting the right person to join your company is among the most important business decisions you will make. This webinar will highlight best practices by AlphaStaff, our clients and our staffing partners, in sourcing, screening, assessing and selecting the best candidates available.
Presented by AlphaStaff Director of HR Services, Norm Baker and KeyStaff.
Detailed Presentation on the topic Leadership.
Leadership - Introduction: Meaning and Characteristics.
Leadership Vs Managership
Functions, Role, And Importance Of Leadership
Types Of Leaders
Traits Of Good Leader
Managerial Grid
Theories Of Leadership
Power, Influence, Followership, And Leadership
Leadership Styles
Leadership Continuum
Trait, Behavioural And Situational Approach
Leadership Effectiveness
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
Dr Meredith Belbin studied team-work for many years, and he famously observed that people in teams tend to assume different "team roles." He defined a team role as "a tendency to behave, contribute and interrelate with others in a particular way" and named nine such team roles that underlie team success.
Unlocking the Science of Teamwork with Belbin3CirclePartners
Tired of having teams that don’t perform to their full potential?
Frustrated by teams that have great discussions but can’t reach decisions?
Are you challenged by teams that are blocked by constant arguing with no resolution?
Learn how the Belbin® team measurement tools can help you solve these problems and get more out of every team.
Max Isaac, co-author of Close the Interaction Gap and CEO of 3Circle Partners, will draw on his experience with thousands of teams to bring to life not only how the Belbin Team Role methodology works but what results you can expect to see.
In this webinar, you’ll gain powerful insights about the many applications for the Belbin tools and how they contribute to team development. The topics covered will include:
How the Belbin methodology works
Why the Belbin model helps predict team success
How to engage and develop the talent on your teams
How the knowledge of people’s collaborative strengths and weaknesses improves both individual and team effectiveness
Learn how to harness the power of all your teams!
There are some models so relatable, so simple, so memorable, they are immediately useful. This talk will introduce models that foster leadership and are easy to apply to UX teams. One of the more important things you can do in user experience work is inspire others to achieve their best work. Based on research of over 7000 professionals, learn the four dimensions that differentiate your team members.
Instantly recognize interpersonal strengths, and reflect on how to balance your team, motivate and reward people for their strongest skills.
Learn to use a model rooted in therapy to guide and mentor others.
Leadership is not one-size-fits all. Understand different styles of leadership and when to apply them.
This talk is suitable for new and experienced UX practitioners mentoring other UXers, product teams or clients. It will help you develop more focused leadership skills and approaches when working with teams and individuals.
Job analysis and talent management process, personnel planning and recruiting Pallavi Goyal
THE TALENT MANAGEMENT PROCESS
THE BASICS OF JOB ANALYSIS
competencies model
steps in recruitment and selection process
planning
forecasting demand of employees
employee engagement
internal recruitment
diversity in recruitment
extended workforce
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Jo Keeler, Business Director at Belbin, introduced attendees to the 9 Belbin Team Roles, and discussed how they all have a part to play in making team and project work successful. We also looked at how and why some Team Roles interact better than others, and how we can manage this to form productive working relationships.
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
Dr Meredith Belbin studied team-work for many years, and he famously observed that people in teams tend to assume different "team roles." He defined a team role as "a tendency to behave, contribute and interrelate with others in a particular way" and named nine such team roles that underlie team success.
Unlocking the Science of Teamwork with Belbin3CirclePartners
Tired of having teams that don’t perform to their full potential?
Frustrated by teams that have great discussions but can’t reach decisions?
Are you challenged by teams that are blocked by constant arguing with no resolution?
Learn how the Belbin® team measurement tools can help you solve these problems and get more out of every team.
Max Isaac, co-author of Close the Interaction Gap and CEO of 3Circle Partners, will draw on his experience with thousands of teams to bring to life not only how the Belbin Team Role methodology works but what results you can expect to see.
In this webinar, you’ll gain powerful insights about the many applications for the Belbin tools and how they contribute to team development. The topics covered will include:
How the Belbin methodology works
Why the Belbin model helps predict team success
How to engage and develop the talent on your teams
How the knowledge of people’s collaborative strengths and weaknesses improves both individual and team effectiveness
Learn how to harness the power of all your teams!
There are some models so relatable, so simple, so memorable, they are immediately useful. This talk will introduce models that foster leadership and are easy to apply to UX teams. One of the more important things you can do in user experience work is inspire others to achieve their best work. Based on research of over 7000 professionals, learn the four dimensions that differentiate your team members.
Instantly recognize interpersonal strengths, and reflect on how to balance your team, motivate and reward people for their strongest skills.
Learn to use a model rooted in therapy to guide and mentor others.
Leadership is not one-size-fits all. Understand different styles of leadership and when to apply them.
This talk is suitable for new and experienced UX practitioners mentoring other UXers, product teams or clients. It will help you develop more focused leadership skills and approaches when working with teams and individuals.
Job analysis and talent management process, personnel planning and recruiting Pallavi Goyal
THE TALENT MANAGEMENT PROCESS
THE BASICS OF JOB ANALYSIS
competencies model
steps in recruitment and selection process
planning
forecasting demand of employees
employee engagement
internal recruitment
diversity in recruitment
extended workforce
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Jo Keeler, Business Director at Belbin, introduced attendees to the 9 Belbin Team Roles, and discussed how they all have a part to play in making team and project work successful. We also looked at how and why some Team Roles interact better than others, and how we can manage this to form productive working relationships.
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
JPC Toolbox - Stages of Team DevelopmentPeter Geddes
Hi - does your team have some work to do to "get it together" and be a high performing team?
Check out Stages of Team Development to find out how you can go from Forming to Performing!
Top five drivers of high performing teams: an overview of the HPET model of team performance and the top key drivers of high performance based on our research on high performing teams.
Teambuilding Workshop - ULS Leadership ProgramKaren S Calhoun
This presentation is designed to help leaders understand why to use teams and how to lead and work with them. Includes sections on kickoff meetings, team size, dealing with issues of trust, establishing norms and getting people to participate. This is one of the workshops in Pitt’s University Library System (ULS) Leadership Program.
Learn how to optimize the collaborative strengths and manage the weaknesses in your team
Achieving high performance in an Agile work team does not happen by accident. By understanding how each team member contributes most effectively to the team’s problem solving and decision-making, we can optimize performance across the team, play to each member’s strengths and ensure that associated weaknesses are allowed for and managed. Belbin® Team Roles gives us a scientific basis to achieve a well-balanced team and provides a common language for discussing individuals’ contributions. “How can we work more effectively together” becomes a data-driven discussion, which reduces common barriers to problem solving such as domineering , defensiveness and lost contribution. Join this session to find out about the Belbin® Team Roles and discuss the ways in which they are deployed in high-performing Agile teams.
¿Qué es un "Rol de Equipo"? Es nuestra peculiar tendencia a comportarnos, contribuir y relacionarnos socialmente. En esta presentación veremos que roles hay que tener en cuenta para formar un equipo de equilibrado y por qué es importante conocer nuestros roles de equipo.
Team management team management Team-Management.pptxmuskankumari7360
Team management is the art and science of orchestrating a group of individuals to work harmoniously towards achieving shared objectives. It encompasses a multifaceted approach that involves planning, organizing, leading, and controlling the team's activities. At its core, effective team management revolves around understanding the strengths and weaknesses of team members, fostering open communication channels, and leveraging individual talents to maximize overall performance.
One of the primary responsibilities of team management is setting clear goals and objectives that align with the organization's mission and vision. This involves defining the scope of work, establishing key performance indicators (KPIs), and outlining the steps needed to accomplish the desired outcomes. Clear direction provides team members with a sense of purpose and direction, motivating them to work towards common goals.
Delegation is another crucial aspect of team management. Delegating tasks and responsibilities allows managers to distribute workload evenly among team members, capitalize on individual strengths, and promote skill development. Effective delegation involves assessing each team member's capabilities, providing clear instructions, and offering support and resources as needed.
Furthermore, team management entails creating a supportive and collaborative work environment where team members feel empowered to express their ideas, share feedback, and collaborate on projects. This requires fostering a culture of trust, respect, and open communication, where all voices are heard and valued.
Conflict resolution is also an integral part of team management. Conflicts are inevitable in any group setting, but how they are addressed can make a significant difference in team dynamics and productivity. Effective managers are skilled at identifying and addressing conflicts promptly, mediating disputes, and finding mutually beneficial solutions that promote harmony and collaboration.
Continuous feedback and performance evaluation are essential components of effective team management. Regular check-ins, performance reviews, and constructive feedback sessions provide team members with valuable insights into their strengths and areas for improvement. This allows managers to recognize and reward top performers, address performance issues proactively, and identify opportunities for professional development.
Finally, successful team management requires adaptability and flexibility. Every team is unique, comprising individuals with diverse backgrounds, personalities, and work styles. Effective managers recognize the importance of adapting their leadership approach to accommodate the needs and preferences of different team members, fostering an inclusive and supportive work environment where everyone can thrive.
In conclusion, team management is a multifaceted discipline that requires a combination of strategic planning, effective communication, conflict resolution, and leade
Presentations for the Virginia Agriculture Leaders Obtaining Results (VALOR) program. Highlights perceptions of leadership, principles of strengths-based leadership, and framework for courageous followership.
This was a refresher I put together as part of my "ticket" for Wood Badge. It expands the diversity section a little more than the traditional potato game.
Strengths Based Leadership: Applications for 4-HEric Kaufman
All too often, leaders are blind to the obvious when it comes to something of critical importance to them -- their unique talents and strengths. Gallup’s StrengthsFinder and StrengthsExplorer assessments can help us uncover and develop personal strengths. This workshop will outline resources and strategies for helping 4-Hers develop and apply their talents in four domains of leadership: relationship building, strategic thinking, influencing, and executing.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
3. How do you build a perfect
team out of imperfect
people?
The perfect individual could be described as:
Out-going
Organised
Motivating
Creative
Hard-driving
Objective
Diplomatic
Meticulous
Knowledgeable
Unlikely to find all of these qualities in one person...
4. Problems with Teams
• Why fail/succeed?
• Why make the
right/wrong
decisions?
• Why not perform as
well as expected,
with tensions,
misunderstandings?
• Problem often at
personal level: how
team members feel
about themselves
and each other.
• People find it hard to
deal with these
behavioural,
emotional issues.
5. Address the problem
• Need a way of looking at these
issues, measuring their effect, and
need a language for talking about
them
• What makes a balanced and
effective team - better the mix, the
better the performance
6. Belbin Team Role Expert
System
• Belbin - 9 team roles type
• Each type has a typical behavioural
strength and a characteristic weakness
8. TEAM-ROLE CONTRIBUTION
ALLOWABLE WEAKNESSES
PLANT:
Creative, Solves difficult problems
Loses touch with everyday realities
RESOURCE INVESTIGATOR:
Enterprising, Quick to explore opportunities
Weak in follow through
CO-ORDINATOR:
Makes good use of group activities
Manipulative
SHAPER:
Driving and challenging
Provocative, Aggressive
COMPLETER FINISHER:
Painstaking, Conscientious
Anxious, Reluctant to delegate
TEAMWORKER:
Co-operative, Averts friction
Indecisive
MONITOR EVALUATOR:
Discerning and Objective
Uninspiring, Slow-moving
IMPLEMENTER:
Disciplined, Efficient, Practical
Slow to see new possibilities
SPECIALIST:
Single-minded, Professionally
dedicated
Limited in Interests
10. What & How
• Self-perception inventory
• Database generates:
– Team role preferences
– Counselling report
– Character report
– Team reports
• Observer assessments
– 4 per participant
– Generates a complete profile
11. The UN System and Team
Roles
• UNSSC - 6,000+ UN staff in the
database
• Your profiles are generated against this
multicultural UN data
• Your profile can change over time
depending on your job
• It’s up to you to validate your report
23. Team Role Opposites
Monitor Evaluator judges impartially
Plant theorises
Shaper drives
Resource Investigator recognises
opportunities
Specialist - specifies
Co-ordinator generalises
Completer
Finisher perfects established
systems
Teamworker supports
Implementer - applies
24. Belbin Team-Role Combination Nicknames
TEAM ROLE PAIR NICKNAME
RI - SP
SH - CO
ME - SP
PL - TW
PL - SH
RI - ME
TW - SP
SH - ME
ME - CF
TW - CF
PL - ME
IMP - CF
CF - SP
SH - TW
SP - PL
IMP - SP
CO - ME
RI - TW
TEAM ROLE PAIR NICKNAME
BUTTERFLY COLLECTOR
BOSS
CALCULATOR
HIDDEN TALENT
MAVERICK
DETECTIVE
TECHNICAL SUPPORT
INQUISITOR
CORRECTOR
EMPLOYEE OF THE MONTH
BRAINS
DOER
REFINER
TEAM CAPTAIN
PROFESSOR
MR FIX IT
JUDGE
COMMUNICATOR
CO - TW
ME - IMP
ME - TW
CO - CF
SH - CF
RI - SH
PL - CO
RI - CF
IMP - CO
PL - CF
IMP - TW
SH - IMP
CO - SP
RI - IMP
PL - RI
SH - SP
RI - CO
PL - IMP
COUNSELLOR
PLANNER
TEAM CONSCIENCE
EDITOR
PURSUER
DYNAMO
NAVIGATOR
CONTRACTOR
ORGANISER
SCULPTOR
CONFORMER
TASK MASTER
PROJECT LEADER
SCOUT
EXPLORER
STEAMROLLER
FACILITATOR
ARCHITECT
Editor's Notes
Cool title slide - really nothing to say.
Do go through this presentation first and decide which slides you want to use and which not. In particular, if you only do the Self-Perception Inventory part, you won’t want to use any of the observer results slides.
Key Points:
“In this session, we will be looking at a framework for assessing human behaviour in work situations called the Belbin Team-Role Expert System.
Dr. Meredith Belbin has been doing research on teams for more that 20 years. He set out to understand why some teams work well together, and why some teams fail. In the process, he found that participants tended to behave in ways that represented clusters of characteristics. These clusters developed, over time, into 9 key team roles.
Our aim today is NOT to put people in little boxes and then pretend that we know everything about them. Instead, we will use Belbin as a framework - as one way to analyse and understand our own and other people’s behaviour. This understanding then gives us more choices in how we relate to each other.
There are many instruments which serve this same purpose. Belbin is one. We do not pretend that this will tell us the WHOLE TRUTH about all of life, but it will give us one way to think about how we work together.” (If people ask why we use Belbin and not the MBTI, etc., refer to the reasons listed on the “Why Belbin?” handout.)”
Check who has already completed this instrument, and when (recently? Long ago?). ***Note their names, so that you enter a 2 after their name when processing the data – this way you will create a second profile instead of overwriting the first one. ***
Ask those who have completed this before how they found the experience.
If several people have already completed Belbin, emphasise that it is a dynamic instrument and that results may change depending on your working situation.
Encourage those who have completed the instrument before to complete it again (even simply as a test of the validity of the instrument).
You can let the 9 adjectives come up on the screen and then ask participants, “Is it likely we would find all of these characteristics in one single person?” No….
Key Points:
-Each of us has our own strengths - and it is unlikely that all strengths will be found in one person
Key Points:
Belbin set out, with his 20 years of research, to investigate why some teams succeed and others fail.
Here are some key questions…. (Column 1)
Ask Participants: In your experience, what are some problems that teams can face in working together? (Take comments)
While there are many things that can affect the performance of a team, we find that often …. (Column 2)
Key Points:
So, what can do to address these personal or behavioural issues that can make it difficult to work well together?
(Review slide)
Key Points:
Belbin set out, with his 20 years of research, to investigate why some teams succeed and others fail.
Here are some key questions…. (Column 1)
Ask Participants: In your experience, what are some problems that teams can face in working together? (Take comments)
While there are many things that can affect the performance of a team, we find that often …. (Column 2)
Key Points:
As we said, it is unlikely we will find all the strengths a team needs in one person.
In Belbin’s model… (review points)
There are NO right and wrong roles. ALL ROLES ARE EQUALLY VALUABLE.
And, we’re talking here about PREFERENCES. It does NOT mean that I am capable of doing only one role, and not any of the others.At the same time, we all have natural tendencies, and given a choice, there will be roles we certainly prefer to take over others.
We are also NOT saying that people have only ONE preference. We will be looking at our own COMBINATIONS of preferences.
Key Points:
You can either introduce the roles one at a time in detail using this slide OR the next one. If you use this one to introduce detail, be sure not to be redundant in introducing the next slide.
***If you have participants who have been through Belbin before, be sure to ask them what they remember of each role. Then reinforce their comments briefly with the main characteristics of each role, giving examples where you can, particularly from your own experience. Be sure to introduce each role as equally positive, and take care not to display your own personal biases!
Plant: Ideas person - one who “plants” ideas in the group - creative, innovative - can jump from one idea to another in conversation and in work
Resource Investigator - Making contacts - looking outside the organization for possibilities - if I don’t know the answer, then I know someone who knows - often in meetings, going around the office to talk to people, on the phone, etc.
Co-ordinator - has her/his eye on the purpose - asks “Who is doing what?” in relation to tasks - generalist role - “What’s the question? Have we answered the question?”
Shaper - pushes to get action to happen - hard-driving - challenging - “Just do it”
Monitor Evaluator - steps back - takes a objective view - likes to research and plan - can be slow to decide things - “I’ll let you know tomorrow” - and often makes excellent, sound decisions
Teamworker - strives for harmony - wants to build consensus - make sure everyone is consulted and included and where possible, happy.
Implementer - a doer - action-oriented - takes any given task and carries it out
Completer-Finisher - a detail-oriented person - perfectionist - “perfection is only just good enough”
Specialist - highly focused on own area of specialization - “I am a nuclear physicist - talk to me about nuclear physics and nothing else!”
Put this slide on the screen while you ask participants to do the Belbin Phrases Exercise.
DO NOT “re-teach” the role descriptions - just leave it up for their reference while they do the exercise. Make participants use their brains - apply the Belbin theory they learned yesterday to day-to-day office behaviour, as represented by the phrases in the Phrases Exercise.
Review the answers to the phrases exercise, asking people to justify their answers - this will help to reinforce the behaviours characteristic of each role.
So what makes up this Belbin Team Role system anyway?
(Explain the items listed…
Let people know whether or not you will be doing the observer assessments in your workshop. You will need to decide this based on the number of participants, how well they know each other and how full the workshop schedule is already. If you do the observer assessments, you will need to make sure people have time to absorb and make sense of the outcome in a meaningful way, otherwise it will likely just confuse them.)
The UN System Staff College along with at least 6 agencies (and more are starting) now use the Belbin Team Role system in their own programmes. The UNSSC keeps a growing data base of UN System Belbin data. The main reason is to have a multi-cultural database representative of UN staff. (Belbin’s original research was done with business managers in the UK during the 1970s and 1980s, most of them men - not a profile which accurately represents UN staff.)
We would like to add your own data to this data base. The database is only used by UNSSC trainers and CCA/UNDAF Teambuilders, and we only print out reports for people who are present. If you have any concerns about having your data in the database, we can simply delete your record after generating your report - just let me know. The main purpose today is for you to get some feedback on your team role preferences.
Though we believe that people’s main role preferences (top few) tend to remain the same in different situations, preferences can change, depending on one’s work responsibilities, the team one works with and professional and personal growth over time.
When you receive your report we encourage you to be a “critical consumer” of the Belbin outcomes. While we believe in the reliability and validity of the instrument, you need to decide what is most true for you, in terms of your own preferences.
**Here you introduce the Self-Perception question and answer forms. Make sure people have at least 15 minutes to complete these. Some people will take up to 30 minutes.
Cool title slide - really nothing to say.
Do go through this presentation first and decide which slides you want to use and which not. In particular, if you only do the Self-Perception Inventory part, you won’t want to use any of the observer results slides.
Cool title slide - really nothing to say.
Do go through this presentation first and decide which slides you want to use and which not. In particular, if you only do the Self-Perception Inventory part, you won’t want to use any of the observer results slides.
Cool title slide - really nothing to say.
Do go through this presentation first and decide which slides you want to use and which not. In particular, if you only do the Self-Perception Inventory part, you won’t want to use any of the observer results slides.
Cool title slide - really nothing to say.
Do go through this presentation first and decide which slides you want to use and which not. In particular, if you only do the Self-Perception Inventory part, you won’t want to use any of the observer results slides.
Cool title slide - really nothing to say.
Do go through this presentation first and decide which slides you want to use and which not. In particular, if you only do the Self-Perception Inventory part, you won’t want to use any of the observer results slides.
Cool title slide - really nothing to say.
Do go through this presentation first and decide which slides you want to use and which not. In particular, if you only do the Self-Perception Inventory part, you won’t want to use any of the observer results slides.
Cool title slide - really nothing to say.
Do go through this presentation first and decide which slides you want to use and which not. In particular, if you only do the Self-Perception Inventory part, you won’t want to use any of the observer results slides.
Cool title slide - really nothing to say.
Do go through this presentation first and decide which slides you want to use and which not. In particular, if you only do the Self-Perception Inventory part, you won’t want to use any of the observer results slides.
Review the Action-oriented, People-oriented and Cerebral roles. Encourage people to look at their own preferences when they get their reports to see if their individual orientations are a mix of these or focused on one type.
Within the system of roles, you can see that some of them represent “opposite” types of functions. And, often the strengths of one are the weaknesses or the “shadow” of another.
Reveal the pairs, one at a time, asking participants to guess what the next opposite is. Reinforce the differences by using examples - ie: A Shaper may value action over reaching agreement and making sure people on board. A Teamworker may want to make sure everybody is in agreement, even if it means we never act!
Before revealing the last one (ME) ask which role is missing. Then ask why it is located outside the circle… Yes, because the ME function is one of distance, objectivity, etc.
Eg: Malcolm often finds that in a large open room, with seating choice, the Monitor Evaluators will tend to cluster at the back where they can survey the scene from a good distance.
At different stages in a project cycle, different role functions may be needed more than others.
Again, we don’t expect you to change the make-up of your project team at each stage of work - chaos! Instead, again, this is to raise our awareness of the role functions that are needed, so we can see what may be missing in our own group, and compensate.
Use this slide for reference (ie: don’t read through it all!)
Help people find their nicknames, according to their top two role preferences. The order does not matter - so CF-SP and SP-CF have the same nickname.
Remember, the nicknames are meant to be fun!
This slide can generate a lot of discussion within a country team. It’s main use is to point out that ‘shared or rotating’ leadership is a good thing. Many RCs still convene and chair every meeting of the CT - this should be discouraged and this slide can be used just to bring that out.
Similarly, in ‘Style’ the ‘role spread’ and ‘co-ordination’ is useful to point out that teams share these responsibilities.
As to ‘size’, Belbin maintains that a team can have a maximum of 15 members- anything more means you have a group. He also states that in sport, this is the largest number (rugby) for any team.
Again, only use this slide if you are giving back observer reports.
Ask participants what they notice about this profile… take comments.
Main Points:
Self-perception and all observers generally agree on the order of all roles.
CO, RI, ME are almost always in the top 3
PL and CF are nearly always in positions 4 & 5
IMP, SP, TW and SH are clustered in positions 6,7,8,9
Overall rating quite closely reflects self-assessment, is the same for the top 3 roles.
Only use this slide when you are giving back observer reports.
Ask participants what they see… take comments.
Main Points:
Several of the ratings are nearly identical!
This suggests that this person is very consistent in the types of roles used with all these various colleagues (or at least is consistently perceived in a particular way!)
Only use this slide if you are giving back observer reports.
Ask participants what they see…and what this might suggest... take comments.
Main Points:
This person’s self-perception and observer assessments are very different. (Eg: Self-perception gives SH as 9th role vs. Observer 1 who rates it as the 1st role.)
AND, there is no consistency even among the observers themselves. (TW last versus TW first.)
This could suggest that:
the person uses very different roles in different circumstances or with different people
that the observers do not know the person well enough to give accurate data
Only use this slide when you are giving back observer reports.
Ask participants what they see… and what this might suggest...take comments.
Main Points:
Data from observers tends to be quite consistent AND is very different (in some cases opposite) to the Self-Perception.
This could suggest:
The self-perception is biased for some reason (the person is not able to recognise the roles they really use).
The person does not USE at work the roles he or she actually prefers. Ie: The person perceives him/herself as highly creative (PL) but does not have or take the opportunity to be so at work.
**Encourage participants to look at their own observer assessments and to validate for themselves which roles are most true for them. You may wish to have them do the poster gallery only at this point, so the posters reflect both SPI and Observer data.