Belbin Team Role Theory

Ever wondered why some teams just seem to work and others hit the rocks? When things dont work, it is obvious to all and it often has a profound effect on the people involved, as well as the project or objective to be achieved. In the 1970s, Dr Meredith Belbin and his research team at Henley Management College set about observing teams, with a view to finding out where and how these differences come about. They wanted to control the dynamics of teams to discover if and how problems could be preempted and avoided. As the research progressed, the research revealed that the difference between success and failure for a team was not dependent on factors such as intellect, but more on behaviour. The research team began to identify separate clusters of behaviour, each of which formed distinct team contributions or Team Roles. A Team Role came to be defined as: A tendency to behave, contribute and interrelate with others in a particular way. It was found that different individuals displayed different Team Roles to varying degrees.

The nine Team Roles

The first Team Role to be identified was the Plant. The role was so-called because one such individual was planted in each team. They tended to be highly creative and good at solving problems in unconventional ways.

One by one, the other Team Roles began to emerge. The Monitor Evaluator was needed to provide a logical eye, make impartial judgements where required and to weigh up the teams options in a dispassionate way.

Co-ordinators were needed to focus on the teams objectives, draw out team members and delegate work appropriately.

When the team was at risk of becoming isolated and inwardly-focused, Resource Investigators provided inside knowledge on the opposition and made sure that the teams idea would carry to the world outside the team.

Implementers were needed to plan a practical, workable strategy and carry it out as efficiently as possible.

Completer Finishers were most effectively used at the end of a task, to polish and scrutinise the work for errors, subjecting it to the highest standards of quality control.

Teamworkers helped the team to gel, using their versatility to identify the work required and complete it on behalf of the team.

Challenging individuals, known as Shapers, provided the necessary drive to ensure that the team kept moving and did not lose focus or momentum.

It was only after the initial research had been completed that the ninth Team Role, Specialist emerged. The simulated management exercises had been deliberately set up to require no previous knowledge. In the real world, however, the value of an individual with in-depth knowledge of a key area came to be recognised as yet another essential team contribution or Team Role. Just like the other Team Roles, the Specialist also had a weakness: a tendency to focus narrowly on their own subject of choice, and to prioritise this over the teams progress.

Balance is key
Whilst some Team Roles were more high profile and some team members shouted more loudly than others, each of the behaviours was essential in getting the team successfully from start to finish. The key was balance. For example, Meredith Belbin found that a team with no Plant struggled to come up with the initial spark of an idea with which to push forward. However, once too many Plants were in the team, bad ideas concealed good ones and nonstarters were given too much airtime. Similarly, with no Shaper, the team ambled along without drive and direction, missing deadlines. With too many Shapers, in-fighting began and morale was lowered.

Strengths and allowable weaknesses

As well as the strength or contribution they provided, each Team Role was also found to have an allowable weakness: a flipside of the behavioural characteristics, which is allowable in the team because of the strength which goes with it. For example, the unorthodox Plant could be forgetful or scatty; or the Resource Investigator might forget to follow up on a lead. Coordinators might get over-enthusiastic on the delegation front and Implementers might be slow to relinquish their plans in favour of positive changes. Completer Finishers, often driven by anxiety to get things right, were found to take their perfectionism to extremes. Teamworkers, concerned with the welfare and morale of the team, found it difficult to make decisions where this morale might be compromised or team politics, involved. Shapers risked becoming aggressive and badhumoured in their attempts to get things done.

Questions (White) - considering purely what information is available, what are the facts? Emotions (Red) - instinctive gut reaction or statements of emotional feeling (but not any justification) Bad points judgment (Black) - logic applied to identifying flaws or barriers, seeking mismatch Good points judgment (Yellow) - logic applied to identifying benefits, seeking harmony Creativity (Green) - statements of provocation and investigation, seeing where a thought goes Thinking (Blue) - thinking about thinking

360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive appraisal where the feedback about the employees performance comes from all the sources that come in contact with the employee on his job. 360 degree respondents for an employee can be his/her peers, managers (i.e. superior), subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact with the employee and can provide valuable insights and information or feedback regarding the "on-the-job" performance of the employee.

360 degree appraisal has four integral components: 1. Self appraisal 2. Superiors appraisal 3. Subordinates appraisal 4. Peer appraisal. Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his achievements, and judge his own performance. Superiors appraisal forms the traditional part of the 360 degree performance appraisal where the employees responsibilities and actual performance is rated by the superior. Subordinates appraisal gives a chance to judge the employee on the parameters like communication and motivating abilities, superiors ability to delegate the work, leadership qualities etc. Also known as internal customers, the correct feedback given by peers can help to find employees abilities to work in a team, co-operation and sensitivity towards others.

360 degree performance appraisal is also a powerful developmental tool because when conducted at regular intervals (say yearly) it helps to keep a track of the changes others perceptions about the employees. A 360 degree appraisal is generally found more suitable for the managers as it helps to assess their leadership and managing styles. This technique is being effectively used across the globe for performance appraisals. Some of the organizations following it are Wipro, Infosys, and Reliance Industries etc.

Belbin Team Role Theory

Ever wondered why some teams just seem to work and others hit the rocks? When things dont work, it is obvious to all and it often has a profound effect on the people involved, as well as the project or objective to be achieved. In the 1970s, Dr Meredith Belbin and his research team at Henley Management College set about observing teams, with a view to finding out where and how these differences come about. They wanted to control the dynamics of teams to discover if and how problems could be preempted and avoided. As the research progressed, the research revealed that the difference between success and failure for a team was not dependent on factors such as intellect, but more on behaviour. The research team began to identify separate clusters of behaviour, each of which formed distinct team contributions or Team Roles. A Team Role came to be defined as: A tendency to behave, contribute and interrelate with others in a particular way. It was found that different individuals displayed different Team Roles to varying degrees.

The nine Team Roles

The first Team Role to be identified was the Plant. The role was so-called because one such individual was planted in each team. They tended to be highly creative and good at solving problems in unconventional ways.

One by one, the other Team Roles began to emerge. The Monitor Evaluator was needed to provide a logical eye, make impartial judgements where required and to weigh up the teams options in a dispassionate way.

Co-ordinators were needed to focus on the teams objectives, draw out team members and delegate work appropriately.

When the team was at risk of becoming isolated and inwardly-focused, Resource Investigators provided inside knowledge on the opposition and made sure that the teams idea would carry to the world outside the team.

Implementers were needed to plan a practical, workable strategy and carry it out as efficiently as possible.

Completer Finishers were most effectively used at the end of a task, to polish and scrutinise the work for errors, subjecting it to the highest standards of quality control.

Teamworkers helped the team to gel, using their versatility to identify the work required and complete it on behalf of the team.

Challenging individuals, known as Shapers, provided the necessary drive to ensure that the team kept moving and did not lose focus or momentum.

It was only after the initial research had been completed that the ninth Team Role, Specialist emerged. The simulated management exercises had been deliberately set up to require no previous knowledge. In the real world, however, the value of an individual with in-depth knowledge of a key area came to be recognised as yet another essential team contribution or Team Role. Just like the other Team Roles, the Specialist also had a weakness: a tendency to focus narrowly on their own subject of choice, and to prioritise this over the teams progress.

Balance is key
Whilst some Team Roles were more high profile and some team members shouted more loudly than others, each of the behaviours was essential in getting the team successfully from start to finish. The key was balance. For example, Meredith Belbin found that a team with no Plant struggled to come up with the initial spark of an idea with which to push forward. However, once too many Plants were in the team, bad ideas concealed good ones and nonstarters were given too much airtime. Similarly, with no Shaper, the team ambled along without drive and direction, missing deadlines. With too many Shapers, in-fighting began and morale was lowered.

Strengths and allowable weaknesses

As well as the strength or contribution they provided, each Team Role was also found to have an allowable weakness: a flipside of the behavioural characteristics, which is allowable in the team because of the strength which goes with it. For example, the unorthodox Plant could be forgetful or scatty; or the Resource Investigator might forget to follow up on a lead. Coordinators might get over-enthusiastic on the delegation front and Implementers might be slow to relinquish their plans in favour of positive changes. Completer Finishers, often driven by anxiety to get things right, were found to take their perfectionism to extremes. Teamworkers, concerned with the welfare and morale of the team, found it difficult to make decisions where this morale might be compromised or team politics, involved. Shapers risked becoming aggressive and badhumoured in their attempts to get things done.