Belbin Team Role Theory
Established Team Role Theory
The established theory on the nature of team roles was pioneered by Dr Belbin.
Dr Belbin popularised nine different team roles, each with its own strengths and weaknesses, and each with its own contribution to make to the team.
The nine team role types are introduced below:
Plant – Solve hard to solve problems through the use of creativity, imagination and innovation. However, their absorption into problem solving can be perceived as being a poor communicator.
Resource investigator – Extrovert and enthusiastic nature leads to contacts and opportunities being explored. However, their enthusiasm can diminish quickly once the initial excitement has passed.
Co-ordinator – Makes an excellent chairperson due to their ability to clarify goals and help the team to make effective decisions. However, they can be perceived by others to be manipulative.
Shaper – Their drive and dynamism challenges and overcomes obstacles but this can often offend some people.
Monitor evaluator – Both sober and discerning they can lack the drive to inspire other members of the team.
Teamworker – Their co-operation makes for a diplomatic team member who listens to all views and minimises friction within the team. However, the drive to build co-operation can lead to indecision with major decisions.
Implementer – The reliable discipline makes for a sound implementer of ideas. However, their focus on achieving goals can lead to being inflexible and slow to react to new realities.
Completer/finisher – Their painstakingly conscientious approach will ensure errors are identified and the project is completed on time. However, their focus on completion can lead them to be reluctant to delegate to other team members.
Specialist – A dedicated and self-starting individual who delivers specialist knowledge but with a tendency to focus on technicalities.
Observation of team dynamics would suggest that no individual fits 100% into a single team role and that the most effective team members actually move into different team roles at different times.
Crucially, a team will perform better when team members are aware of each individual’s preference.
Furthermore, when a team member has identified their default role they can excel in those areas where they are most at ease and work on those areas which take them away from their natural tendencies to strengthen their overall effectiveness.
Further information can be found at Team Role Training Courses
The established theory on the nature of team roles was pioneered by Dr Belbin.
Dr Belbin popularised nine different team roles, each with its own strengths and weaknesses, and each with its own contribution to make to the team.
The nine team role types are introduced below:
Plant – Solve hard to solve problems through the use of creativity, imagination and innovation. However, their absorption into problem solving can be perceived as being a poor communicator.
Resource investigator – Extrovert and enthusiastic nature leads to contacts and opportunities being explored. However, their enthusiasm can diminish quickly once the initial excitement has passed.
Co-ordinator – Makes an excellent chairperson due to their ability to clarify goals and help the team to make effective decisions. However, they can be perceived by others to be manipulative.
Shaper – Their drive and dynamism challenges and overcomes obstacles but this can often offend some people.
Monitor evaluator – Both sober and discerning they can lack the drive to inspire other members of the team.
Teamworker – Their co-operation makes for a diplomatic team member who listens to all views and minimises friction within the team. However, the drive to build co-operation can lead to indecision with major decisions.
Implementer – The reliable discipline makes for a sound implementer of ideas. However, their focus on achieving goals can lead to being inflexible and slow to react to new realities.
Completer/finisher – Their painstakingly conscientious approach will ensure errors are identified and the project is completed on time. However, their focus on completion can lead them to be reluctant to delegate to other team members.
Specialist – A dedicated and self-starting individual who delivers specialist knowledge but with a tendency to focus on technicalities.
Observation of team dynamics would suggest that no individual fits 100% into a single team role and that the most effective team members actually move into different team roles at different times.
Crucially, a team will perform better when team members are aware of each individual’s preference.
Furthermore, when a team member has identified their default role they can excel in those areas where they are most at ease and work on those areas which take them away from their natural tendencies to strengthen their overall effectiveness.
Further information can be found at Team Role Training Courses
Labels: Belbin, Team Roles, Team Training
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