BELBIN THEORIE
BELBIN THEORIE
Belbin Team Roles are used to identify people's behavioural strengths and weaknesses in the workplace. This information can be used to:
Build productive working relationships
Select and develop high-performing teams
Raise self-awareness and personal effectiveness
Build mutual trust and understanding
Aid recruitment processes
Belbin Team Roles
Dr. Meredith Belbin is well known for his team roles concept. The team roles identified by Belbin are based on certain patterns of behaviour that people exhibit within teams. These patterns of behaviour can potentially have an impact on the performance of the team. The basic premise of the Belbin team roles theory is quite simple. When individuals become aware of their own strengths and abilities, and understand the role that he or she is capable of playing within a team, it helps them to deal better with the demands of the team environment.
Belbin’s team roles are based on a study that examined personality traits, intellectual styles and behaviours within teams. The team roles evolved from the clusters or patterns of these that emerged during the study. Initially defined as 8 roles, the Belbin model now sports 9 roles, the new one being the ‘Specialist’. The 9 team roles are usually further classified into Action oriented, People oriented and Cerebral roles. Given below are the 9 roles outlined in the Belbin team roles model and the descriptions that explain the scope of each role:
Action Oriented Role:
Implementer – The implementer’s strength lies in translating the team’s decisions and ideas into manageable and practical tasks or actions.
Shaper – The shaper’s strength lies in being goal directed. The shaper is a dynamic individual who boldly challenges others during discussions, can handle work pressures and has the courage to overcome obstacles.
Completer/Finisher - The completer/finisher’s strength lies in meticulousness, attention to detail and the ability to meet deadlines.
People Skills Oriented
Belbin Team Roles are used to identify people's behavioural strengths and weaknesses in the workplace. This information can be used to:
Build productive working relationships
Select and develop high-performing teams
Raise self-awareness and personal effectiveness
Build mutual trust and understanding
Aid recruitment processes
Belbin Team Roles
Dr. Meredith Belbin is well known for his team roles concept. The team roles identified by Belbin are based on certain patterns of behaviour that people exhibit within teams. These patterns of behaviour can potentially have an impact on the performance of the team. The basic premise of the Belbin team roles theory is quite simple. When individuals become aware of their own strengths and abilities, and understand the role that he or she is capable of playing within a team, it helps them to deal better with the demands of the team environment.
Belbin’s team roles are based on a study that examined personality traits, intellectual styles and behaviours within teams. The team roles evolved from the clusters or patterns of these that emerged during the study. Initially defined as 8 roles, the Belbin model now sports 9 roles, the new one being the ‘Specialist’. The 9 team roles are usually further classified into Action oriented, People oriented and Cerebral roles. Given below are the 9 roles outlined in the Belbin team roles model and the descriptions that explain the scope of each role:
Action Oriented Role:
Implementer – The implementer’s strength lies in translating the team’s decisions and ideas into manageable and practical tasks or actions.
Shaper – The shaper’s strength lies in being goal directed. The shaper is a dynamic individual who boldly challenges others during discussions, can handle work pressures and has the courage to overcome obstacles.
Completer/Finisher - The completer/finisher’s strength lies in meticulousness, attention to detail and the ability to meet deadlines.
People Skills Oriented