Delivering Job

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Delivering more from job & team: The Contribution of Team Roles & Work Roles ~ Dr Belbin

Belbin Associates, UK. 2005

Delivering more from

Job & Team

Lecture tour

Estonia, Latvia & Lithuania

September 2005

Dr Meredith Belbin


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Stage 1: Forecasting of Team outcomes

for the Henley Business Game

Session 1 - 8

Session 2 - 6

Session 3 - 8

No.

Companies:

Final

financial

position in

rank order

KEY:Companies

competing

in three sessions

during 1976:

Dr Belbins prediction of financial results in rank order


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Session 1 - 7

Session 2 - 5

Session 3 - 6

No.

Companies:

Final

financial

position in

rank order

KEY:Companies

competing

in three sessions

during 1979:

Dr Belbins prediction of financial results in rank order

Stage 2: Forecasting of Team outcomes

for the Henley Business Game


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Nobodys perfect

but a team can be.


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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

Team Roles and Descriptions

D li i f j b & t Th C t ib ti f T R l & W k R l D B lbi


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PLANT (PL)Loses touch with everyday realities

RESOURCE INVESTIGATOR (RI)Weak in follow through

CO-ORDINATOR (CO)Manipulative

SHAPER (SH)Provocative, aggressive

MONITOR EVALUATOR (ME)Uninspiring, sceptical

TEAMWORKER (TW)Indecisive

IMPLEMENTER (IMP)

Slow to see new possibilities

COMPLETER FINISHER (CF)Anxious, reluctant to delegate

SPECIALIST (SP)Limited in interests

Team Role Allowable & Non-Allowable Weaknesses

Strong ownership of idea when co-operation

with others would yield better results

Letting clients down by neglecting to follow-uparrangements

Taking credit for the effort of a team

Inability to recover situation with good humour

or apology

Cynicism and pessimism

Avoiding situations that may entail pressure

Obstructing change

Obsessional behaviour

Ignoring factors outside area of competence

D li i f j b & t Th C t ib ti f T R l & W k R l D B lbi


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COMPLETERFINISHER -

perfects establishedsystems

TEAMWORKER -supports

IMPLEMENTER -applies

CO-ORDINATOR -generalises

PLANT -theorises

SHAPER -

drives

RESOURCEINVESTIGATOR -recognisesopportunities

SPECIALIST -specifies

MONITOREVALUATOR -

judges impartially

Team Role Opposites



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Needs

As projects progress, different

team roles are required

Ideas

Plans

Contacts

Organisation

Follow Through

Implementer Co-ordinator

MonitorEvaluator

Specialist

CompleterFinisher

Implementer

Shaper Co-ordinator

PlantResourceInvestigator

ResourceInvestigator

Team Worker



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What is the

essential difference

between a

team and a group?



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Delivering more from job & team: The Contribution of Team Roles & Work Roles Dr Belbin


TEAM GROUP

Size Limited Medium or Large

Selection Crucial Immaterial

Spirit Dynamic interaction TogethernessPersecution ofOpponents

Leadership Shared or Rotating Solo

Perception Mutual knowledge Focus onand understanding Leader

Style Role spread Convergence

Co-ordination Conformism

Six differences between a

team and a group



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Delivering more from job & team: The Contribution of Team Roles & Work Roles Dr Belbin


Differentiating Teams from Groups

Group - people brought together for acommon purpose while being too numerous

to allow team-role relationships to form

Team - a limited number of people selectedto work together for a shared objective in a

way that allows each person to make adistinctive contribution



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A precise way of communicating the

tasks and responsibilities

undertaken by a person or team

What is a Work Role?



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www.belbin.com Belbin Associates, UK. 2005

Assigning Work

BLUE - Structured Work YELLOW - Decision Work

GREEN - Reactive Work ORANGE - Collaborative Work

Individual

Shared

Tasks Responsibilities

Y You decide

In response toyour work environment

Collectivedecisions

round a table

Traditional -

Instructions from Boss



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Organisational Focus

Risk

ComplexityLow

High

High

A COMPETENT INDIVIDUAL

A COLLABORATIVE GROUP

A TALENTED INDIVIDUAL

A BALANCED TEAM

CONCURRENT TEAMS



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The misallocation of work

Work performed

andnot needed

Work needed

andnot performed

Pink

Imaginary Work

The Black

Hole of

Disownership

When should work be re-allocated?



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What Recurring Work

is Unique to the brief of

the Manager?



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Dominant

Alpha Male

Close Supporters

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

Top-Down

Communication

Human Hierarchies and all gregarious

Mammals

possess similarfeatures



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Concurrent Teams and

Empowered Working Groups

EmpoweredWorking Groups

Key:

Co-ordinatingperson

Elite

Selected Teams



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Solution Two:

Steps in the Change Process

After: The art of Empowerment, Ron Johnson & David Redmond, 1998. pp10

Freedom for employees

Boss Leadership

Leadership by Co-ordination

Restricted employees

Informing

Consulting

Sharing

Delegating

Empowering



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Small Team...

Small Nation...

Great Opportunities

Delivering Job

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