Belbin's Team Roles
How understanding team roles can improve Practice performance When a Practice team is performing at its best, you’ll usually find that each team member has clear roles and responsibilities to which they are fully committed. Sometimes however, despite clear roles and responsibilities, a team can still fall short of its full potential. Dr Meredith Belbin studied team-work for many years, and observed that people in teams tend to assume different “team roles”. A “team role” is defined as “a tendency to behave, contribute and interrelate with others in a particular way" and named nine such team roles that underlie team success. An understanding of these team roles is important when you come to recruiting partners, GPs or other MDT members, as it represent an opportunity to develop and ‘balance’ the team in a constructive way Creating More Balanced Teams
Belbin suggests that, by understanding your team role within a particular team, you can develop your strengths and manage your weaknesses as a team member, and so improve how you contribute to the team. Team leaders and team development practitioners often use the Belbin model to help create more balanced teams. Teams can become unbalanced if all team members have similar styles of behaviour or team roles. If team members have similar weakness, the team as a whole may tend to have that weakness. If team members have similar team-work strengths, they may tend to compete (rather than co-operate) for the team tasks and responsibilities that best suit their natural styles. So you can use the model with your team to help ensure that necessary team roles are covered, and that potential behavioural tensions or weaknesses among the team member are addressed.
Belbin's "team-roles" are based on observed behaviour and interpersonal styles.
Whilst Belbin suggests that people tend to adopt a particular team-role, bear in mind that your behaviour and interpersonal style within a team is to some extent dependent on the situation: It relates not only to your own natural working style, but also to your interrelationships with others, and the work being done.
Understanding Belbin's Team Roles Model
There are nine team roles and which are categorised into three groups: Action Oriented, People Oriented, and Thought Oriented. Each team role is associated with typical behavioural and interpersonal strengths. Belbin also defined characteristic weaknesses that tend to accompany the team-role.
The nine team-roles are:
Action Oriented Roles:
Shapers are people who challenge the team to improve. They are dynamic and usually extroverted people who enjoy stimulating others, questioning norms, and finding the best approaches to problems. The Shaper is the one who shakes things up to make sure that all possibilities are considered and that the team does not become complacent.
Shapers often see obstacles as exciting challenges and they tend to have the courage to push on when others feel like quitting.
Their potential weaknesses may be that they're argumentative, and that they may offend people's feelings.
Implementers are the people who get things done. They turn the team's ideas and concepts into practical actions and plans. They are typically conservative, disciplined people who work systematically and efficiently and are very well organized. These are the people who you can count on to get the job done.
On the downside, Implementers may be inflexible and somewhat resistant to change.
Completer - Finisher (CF)
Completer-Finishers are the people who see that projects are completed thoroughly. They ensure there have been no errors or omissions and they pay attention to the smallest of details. They are very concerned with deadlines and will push the team to make sure the job is completed on time. They are described as perfectionists who are orderly, conscientious, and anxious.
However, a Completer-Finisher may...
Please join StudyMode to read the full document