Meredith Belbin

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Dr R Meredith Belbin's 1981 book Management Teams put forward conclusions from his work studying how members of teams interacted during business games. Amongst his key conclusions was the proposition that an effective team has members that cover nine key roles in managing the team and how it carries out its work. This may be separate from the role each team member has in carrying out the work of the team.

Contents

[edit] Belbin's Research

Belbin set out to test the hypothesis that an effective business management team could be created by testing candidates' IQ scores and selecting those with the highest scores. Comparing the genius group with the control group, however, Belbin found that the highly intelligent team had lower productivity and lower effectiveness. Investigating further, he identified that the high IQ team suffered from a number of weaknesses:

  • Members were only concerned with their own ideas, and not with collaborating on each other's.
  • Discussions tended to focus on identifying flaws in other team members' ideas and work.
  • Vital activities in the self-management of the group were not being done.

Collectively, the above observations were termed The Apollo Syndrome.

Belbin then went on to identify eight roles that have to be filled within a team in order for it to function effectively. He later added a ninth, Specialist (1988), which wasn't identifiable through the original Henley experiments.

[edit] Completer Finisher

The Completer Finisher is the detail person within the team. They have a great eye for spotting flaws and gaps and for knowing exactly where the team is in relation to its schedule. Team members who have less preference for detail work may be frustrated by their analytical and meticulous approach, but the work of the Completer Finisher ensures the quality and timeliness of the output of the team.

[edit] Company Worker (1981) / Implementer (1988)

The Implementer is the practical thinker who can create systems and processes that will produce what the team wants. Taking a problem and working out how it can be practically addressed is their strength. Being strongly rooted in the real world, they may frustrate other team members by their perceived lack of enthusiasm for inspiring visions and radical thinking, but their ability to turn those radical ideas into workable solutions is important.

[edit] Resource Investigator

The Resource Investigator is the networker for the group. Whatever the team needs, the Resource Investigator is likely to have someone in their address book who can either provide it or know someone else who can provide it. This may be physical, financial or human resources, political support, information or ideas. Being highly driven to make connections with people, the Resource Investigator may appear to be flighty and inconstant, but their ability to call on their connections is highly useful to the team.

[edit] Team Worker

The Team Worker is concerned to ensure that interpersonal relationships within the team are maintained. They are sensitive to atmospheres and may be the first to approach another team member who feels slighted, excluded or otherwise attacked but has not expressed their discomfort. The Team Worker's concern with people factors can frustrate those who are keen to move quickly, but their skills ensure long-term cohesion within the team.

[edit] Chairman (1981) / Co-ordinator (1988)

The Chairman/Co-ordinator ensures that all members of the team are able to contribute to discussions and decisions of the team. Their concern is for fairness and equity among team members. Those who want to make decisions quickly, or unilaterally, may feel frustrated by their insistence on consulting with all members, but this can often improve the quality of decisions made by the team.

[edit] Specialist (1988)

Belbin later added a ninth role. The Specialist brings 'specialist' knowledge to the team.

[edit] Practical Implications

Based on Belbin's model of 9 team roles, managers or organisations building working teams would be advised to ensure that each of the roles can be performed by a team member. Some roles are compatible and can be more easily fulfilled by the same person; some are less compatible and are likely to be done well by people with different behavioural clusters. This means that a team need not be as many as 9 people, but perhaps should be at least 3 or 4.

While comparisons can be drawn between Belbin's behavioural team roles and personality types, it is important to remember that the roles represent tasks and functions in the self-management of the team's activities. Tests exist to identify your ideal team roles, but this does not preclude an extravert from being a Completer Finisher, nor an introvert from being a Resource Investigator.

[edit] Criticisms of the Model

While Belbin's model has become world famous and is taught as a standard part of much management training, there are possible criticisms of both the model itself and the way it is sometimes used.

The research which identified these roles was conducted on students sent to Henley Management College by their firms having been selected for grooming for senior management. The sample was therefore already highly selective. Belbin himself points out in his book that many people that might otherwise have made excellent managers might have de-selected themselves from attending the programme.

The exercises given consisted of a game designed to simulate business decision-making with an emphasis on generating profit in a fiction company, and a version of Monolopy specially adapted to remove the chance elements and enable groups to play in teams against other teams. While Belbin draws on examples from real organisations, the development of the model is based on the behaviour of subjects in the artificial environment of the business school exercise.

Some people teach that all eight/nine roles must be present for a team to function well. Belbin himself acknowledges that some teams consisting of one Shaper and a group of "yes" men perform well, especially where predictability was high. His book identifies a number of combinations that performed well in the exercises, especially where the teams were aware of "missing" roles within their ranks.

Some people attempt to match Belbin's roles with Carl Jung's eight personality types, with the nine types of the Enneagram or another personality type classification. Belbin is at pains to point out that the team roles are not personality types. He regards them as are clusters of characteristics, of which psychological preference is but one dimension.

[edit] See also

[edit] External links

Dr R Meredith Belbin's website[1]

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