Belbin Team Roles
Introduction
In the late 1960's, Dr Meredith Belbin started pioneering
work in the field of team performance and carried out extensive
research into the ways that different members of a team can
compliment or conflict with each other.
When we construct teams, we tend to consider the functional
roles of the team members as the primary selection criteria.
For a racing team we may need a driver, a mechanic, a logistics
manager and a public relations expert among others. These
roles are easy to see, but what about the team roles identified
by Belbin. Who is the creative person? who can analysis information?
who rolls up their sleeves and makes it happen and who is
good at finding resource and information for the benefit of
the team?
Ever wondered............
- What makes some teams capable of achieving anything that
might be thrown at them?
- Why some teams founder or squabble amongst themselves?
- What is going to be the effect on an existing team if
you introduce a new member?
- How you pick the best team from a group of individuals?
The Belbin Team Role profiling system uses a combination of self-perception
and observation by others to produce a comprehensive report
on individuals. Reports can also be produced on the team as a whole,
highlighting the strengths and weaknesses. This enables a
manager or executive to manage the team effectively. Different
combinations of people can also be considered and looked at
as a group. This is particularly useful for project teams
or new departments.
The ultimate Belbin experience and team building event is
'Teamopoly'. This is a highly interactive 2 or 3 day event
for 16 to 24 delegates at a suitable venue.
Download the brochure here.
Belbin Team Role profiling gives us a language with which
to understand ourselves and others within our team. Instead
of seeing annoying weaknesses, we tend to consider the
positive strengths of others in the team instead. We can
then focus on getting people to do more of what they are
good at whilst understanding that their 'allowable'
weaknesses can be managed.
© executive development
ltd 2007
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