Delivering Job
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Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Delivering more from Job & Team Lecture tour Estonia, Latvia & Lithuania September 2005
Dr Meredith Belbin www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Stage 1: Forecasting of Team outcomes for the Henley Business Game 9
Dr Belbin’s prediction of financial results in rank order
8
7
6
5
4
3
2
1
0 0 1 2 3 4 5 6 7 8 9
www.belbin.com
Final financial position in rank order KEY: Companies competing in three sessions during 1976: No. Companies:
Session 1
- 8
Session 2
- 6
Session 3
- 8
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Stage 2: Forecasting of Team outcomes for the Henley Business Game 8
Dr Belbin’s prediction of financial results in rank order
7
6
5
4
3
2
1
0 0 1 2 3 4 5 6 7 8
www.belbin.com
Final financial position in rank order KEY: Companies competing in three sessions during 1979: No. Companies:
Session 1
- 7
Session 2
- 5
Session 3
- 6
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Nobody’s perfect… … but a team can be.
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
What is a team role? A tendency to behave, contribute and interrelate with others in a particular way.
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Team Roles and Descriptions
www.belbin.com
Team-Role Contribution
Allowable Weaknesses
PLANT (PL) Creative, solves difficult problems
Loses touch with everyday realities
RESOURCE INVESTIGATOR (RI) Enterprising, quick to explore opportunities
Weak in follow through
CO-ORDINATOR (CO) Makes good use of group activities
Manipulative
SHAPER (SH) Thrusting and challenging
Provocative, aggressive
MONITOR EVALUATOR (ME) Discerning and objective
Uninspiring, sceptical
TEAMWORKER (TW) Co-operative, averts friction
Indecisive
IMPLEMENTER (IMP) Organised, efficient, practical
Slow to see new possibilities
COMPLETER FINISHER (CF) Painstaking, conscientious
Anxious, reluctant to delegate
SPECIALIST (SP) Single-minded, professionally dedicated
Limited in interests © Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Team Role Allowable & Non-Allowable Weaknesses PLANT (PL) Loses touch with everyday realities RESOURCE INVESTIGATOR (RI) Weak in follow through CO-ORDINATOR (CO) Manipulative SHAPER (SH) Provocative, aggressive
www.belbin.com
Strong ‘ownership’ of idea when co-operation with others would yield better results Letting clients down by neglecting to follow-up arrangements Taking credit for the effort of a team Inability to recover situation with good humour or apology
MONITOR EVALUATOR (ME) Uninspiring, sceptical
Cynicism and pessimism
TEAMWORKER (TW) Indecisive
Avoiding situations that may entail pressure
IMPLEMENTER (IMP) Slow to see new possibilities
Obstructing change
COMPLETER FINISHER (CF) Anxious, reluctant to delegate
Obsessional behaviour
SPECIALIST (SP) Limited in interests
Ignoring factors outside area of competence © Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Team Role Opposites MONITOR EVALUATOR judges impartially
PLANT theorises
SHAPER drives
RESOURCE INVESTIGATOR recognises opportunities SPECIALIST specifies www.belbin.com
CO-ORDINATOR generalises
COMPLETER FINISHER perfects established systems
TEAMWORKER supports
IMPLEMENTER applies © Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
As projects progress, different team roles are required Needs
Shaper
Co-ordinator
Ideas
Plant
Resource Investigator
Plans
Monitor Evaluator
Specialist
Contacts
Resource Investigator
Team Worker
Organisation
Implementer
Co-ordinator
Follow Through
Completer Finisher
Implementer
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
What is the essential difference between a team and a group? www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Six differences between a team and a group TEAM
GROUP
Size
Limited
Medium or Large
Selection Leadership
Crucial
Immaterial
Shared or Rotating
Solo
Perception
Mutual knowledge and understanding
Focus on Leader
Style
Role spread Co-ordination
Convergence Conformism
Spirit
Dynamic interaction
Togetherness Persecution of Opponents
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Differentiating Teams from Groups Group - people brought together for a common purpose while being too numerous to allow team-role relationships to form
Team - a limited number of people selected to work together for a shared objective in a way that allows each person to make a distinctive contribution www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
What is a Work Role? A precise way of communicating the tasks and responsibilities undertaken by a person or team
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Assigning Work Responsibilities
Tasks BLUE - Structured Work
Individual
Traditional Instructions from Boss
GREEN - Reactive Work
Shared
www.belbin.com
In response to your work environment
YELLOW - Decision Work
Y
You decide
ORANGE - Collaborative Work Collective decisions round a table
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Organisational Focus High
CONCURRENT TEAMS
Risk
A BALANCED TEAM
A COLLABORATIVE GROUP A TALENTED INDIVIDUAL A COMPETENT INDIVIDUAL Low www.belbin.com
Complexity
High © Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
The misallocation of work When should work be re-allocated? Pink Imaginary Work
The Black Hole of Disownership
Work performed and not needed
Work needed and not performed
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
What Recurring Work is Unique to the brief of the Manager? www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Human Hierarchies and all gregarious Mammals possess similar Dominant features Alpha Male
Close Supporters
Top-Down Communication
Less dominant but aspiring alpha males Subordinates with allotted tasks
The individual mind heads the hierarchical model which lacks the cybernetic efficiency of a system www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Concurrent Teams and Empowered Working Groups Key: Empowered Working Groups Elite Selected Teams Co-ordinating person
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Solution Two: Steps in the Change Process Empowering
Boss Leadership Restricted employees
Delegating
Sharing Consulting Informing
Freedom for employees Leadership by Co-ordination
After: The art of Empowerment, Ron Johnson & David Redmond, 1998. pp10 www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Small Team... Small Nation... Great Opportunities
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from Job & Team Lecture tour Estonia, Latvia & Lithuania September 2005
Dr Meredith Belbin www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Stage 1: Forecasting of Team outcomes for the Henley Business Game 9
Dr Belbin’s prediction of financial results in rank order
8
7
6
5
4
3
2
1
0 0 1 2 3 4 5 6 7 8 9
www.belbin.com
Final financial position in rank order KEY: Companies competing in three sessions during 1976: No. Companies:
Session 1
- 8
Session 2
- 6
Session 3
- 8
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Stage 2: Forecasting of Team outcomes for the Henley Business Game 8
Dr Belbin’s prediction of financial results in rank order
7
6
5
4
3
2
1
0 0 1 2 3 4 5 6 7 8
www.belbin.com
Final financial position in rank order KEY: Companies competing in three sessions during 1979: No. Companies:
Session 1
- 7
Session 2
- 5
Session 3
- 6
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Nobody’s perfect… … but a team can be.
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
What is a team role? A tendency to behave, contribute and interrelate with others in a particular way.
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Team Roles and Descriptions
www.belbin.com
Team-Role Contribution
Allowable Weaknesses
PLANT (PL) Creative, solves difficult problems
Loses touch with everyday realities
RESOURCE INVESTIGATOR (RI) Enterprising, quick to explore opportunities
Weak in follow through
CO-ORDINATOR (CO) Makes good use of group activities
Manipulative
SHAPER (SH) Thrusting and challenging
Provocative, aggressive
MONITOR EVALUATOR (ME) Discerning and objective
Uninspiring, sceptical
TEAMWORKER (TW) Co-operative, averts friction
Indecisive
IMPLEMENTER (IMP) Organised, efficient, practical
Slow to see new possibilities
COMPLETER FINISHER (CF) Painstaking, conscientious
Anxious, reluctant to delegate
SPECIALIST (SP) Single-minded, professionally dedicated
Limited in interests © Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Team Role Allowable & Non-Allowable Weaknesses PLANT (PL) Loses touch with everyday realities RESOURCE INVESTIGATOR (RI) Weak in follow through CO-ORDINATOR (CO) Manipulative SHAPER (SH) Provocative, aggressive
www.belbin.com
Strong ‘ownership’ of idea when co-operation with others would yield better results Letting clients down by neglecting to follow-up arrangements Taking credit for the effort of a team Inability to recover situation with good humour or apology
MONITOR EVALUATOR (ME) Uninspiring, sceptical
Cynicism and pessimism
TEAMWORKER (TW) Indecisive
Avoiding situations that may entail pressure
IMPLEMENTER (IMP) Slow to see new possibilities
Obstructing change
COMPLETER FINISHER (CF) Anxious, reluctant to delegate
Obsessional behaviour
SPECIALIST (SP) Limited in interests
Ignoring factors outside area of competence © Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Team Role Opposites MONITOR EVALUATOR judges impartially
PLANT theorises
SHAPER drives
RESOURCE INVESTIGATOR recognises opportunities SPECIALIST specifies www.belbin.com
CO-ORDINATOR generalises
COMPLETER FINISHER perfects established systems
TEAMWORKER supports
IMPLEMENTER applies © Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
As projects progress, different team roles are required Needs
Shaper
Co-ordinator
Ideas
Plant
Resource Investigator
Plans
Monitor Evaluator
Specialist
Contacts
Resource Investigator
Team Worker
Organisation
Implementer
Co-ordinator
Follow Through
Completer Finisher
Implementer
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
What is the essential difference between a team and a group? www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Six differences between a team and a group TEAM
GROUP
Size
Limited
Medium or Large
Selection Leadership
Crucial
Immaterial
Shared or Rotating
Solo
Perception
Mutual knowledge and understanding
Focus on Leader
Style
Role spread Co-ordination
Convergence Conformism
Spirit
Dynamic interaction
Togetherness Persecution of Opponents
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Differentiating Teams from Groups Group - people brought together for a common purpose while being too numerous to allow team-role relationships to form
Team - a limited number of people selected to work together for a shared objective in a way that allows each person to make a distinctive contribution www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
What is a Work Role? A precise way of communicating the tasks and responsibilities undertaken by a person or team
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Assigning Work Responsibilities
Tasks BLUE - Structured Work
Individual
Traditional Instructions from Boss
GREEN - Reactive Work
Shared
www.belbin.com
In response to your work environment
YELLOW - Decision Work
Y
You decide
ORANGE - Collaborative Work Collective decisions round a table
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Organisational Focus High
CONCURRENT TEAMS
Risk
A BALANCED TEAM
A COLLABORATIVE GROUP A TALENTED INDIVIDUAL A COMPETENT INDIVIDUAL Low www.belbin.com
Complexity
High © Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
The misallocation of work When should work be re-allocated? Pink Imaginary Work
The Black Hole of Disownership
Work performed and not needed
Work needed and not performed
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
What Recurring Work is Unique to the brief of the Manager? www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Human Hierarchies and all gregarious Mammals possess similar Dominant features Alpha Male
Close Supporters
Top-Down Communication
Less dominant but aspiring alpha males Subordinates with allotted tasks
The individual mind heads the hierarchical model which lacks the cybernetic efficiency of a system www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Concurrent Teams and Empowered Working Groups Key: Empowered Working Groups Elite Selected Teams Co-ordinating person
www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Solution Two: Steps in the Change Process Empowering
Boss Leadership Restricted employees
Delegating
Sharing Consulting Informing
Freedom for employees Leadership by Co-ordination
After: The art of Empowerment, Ron Johnson & David Redmond, 1998. pp10 www.belbin.com
© Belbin Associates, UK. 2005
Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin
Small Team... Small Nation... Great Opportunities
www.belbin.com
© Belbin Associates, UK. 2005
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