Team Role Inventories Belbin's theory Presentation created by Oleh Spytko
Roles Coordinator Plant Resource Investigator Shaper Monitor Teamworker Evaluator Implementer Finisher Specialist
Plant +Plants are creative, unorthodox and generators of ideas. If an innovative solution to a problem is needed, a Plant is a good person to ask. A good Plant will be bright and free-thinking. Plants can tend to ignore incidentals and refrain from getting bogged down in detail. -Multiple Plants in a team can lead to misunderstandings, as many ideas are generated without sufficient discernment or the impetus to follow the ideas through to action.
Resource Investigator +A good Resource Investigator is a maker of possibilities and an excellent networker He or she is focused outside the team, and has a finger firmly on the pulse of the outside world. -Has a tendency to lose momentum towards the end of a project and to forget small details.
Co-ordinator +A co-ordinator is a likely leader of a team, since they have a talent for stepping back to see the big picture. Co-ordinators are confident, stable and mature and because they recognise abilities in others, they are very good at delegating tasks to the right person for the job The co-ordinator clarifies decisions, helping everyone else focus on their tasks. -Co-ordinators are sometimes perceived to be manipulative
Shaper +The Shaper provides the necessary drive to ensure that the team is kept moving and does not lose focus or momentum. Shapers are people who challenge the team to improve. They are dynamic and usually extroverted people who enjoy stimulating others -Shapers could risk becoming aggressive and bad-humoured in their attempts to get things done.
Monitor Evaluator +Monitor Evaluators are fair and logical observers and judges of what is going on in the team. They almost always come to the right decision. -However, they can become very critical, without logical grounds, and they have a hard time inspiring themselves or others to be passionate about their work.
Teamworker +They are good listeners and diplomats, talented at smoothing over conflicts and helping parties understand one another without becoming confrontational. -Teamworker can go unnoticed and unappreciated until they are absent, when the team begins to argue, and small but important things cease to happen. Because of an unwillingness to take sides, a Teamworker may not be able to take decisive action when it's needed.
Implementer +The Implementer takes their colleagues' suggestions and ideas and turns them into positive action. They are motivated by their loyalty to the team or company. -However, they may be seen as closed-minded and inflexible and they deviating from their own well-thought-out plans, especially if such a deviation compromises efficiency or threatens well-established practices.
Finisher +Makes sure everything is "just right, " and the things he or she delivers can be trusted to have been double-checked and then checked again. -Sets his or her own high standards rather than working on the encouragement of others. They may frustrate their teammates by worrying excessively about minor details and by refusing to delegate tasks that they do not trust anyone else to perform
Specialists are passionate about learning in their own particular field. They also strive to improve and build upon their expertise. Specialists bring a high level of concentration, ability, and skill in their discipline to the team, but can only contribute on that specialism and will tend to be uninterested in anything which lies outside its narrow confines.
History Belbin first began studying teams at Henley Management College in the 1970 s. Over a period of ten years, he carried out extended observational research to determine which factors influenced team failure or success. A management game was designed to reproduce work life. It contained all the principal variables that typify the problems of decision-making in a business environment. The experiment was designed along scientific lines with careful measurement at each stage.
Conclusion The most successful companies tended to be those with a mix of different people, i. e. those with a range of different behaviours. In fact, nine distinct clusters of behaviour turned out to be distinctive and useful, with the balance required dependent on the purpose and objectives of the team.
When a team is performing at its best, you'll usually find that each team member has clear responsibilities. Just as importantly, you'll see that every role needed to achieve the team's goal is being performed fully and well.
To sum up 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.
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