Creating More Balanced Teams Belbin suggests that, by understanding your 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 behavior or team roles. If team members have similar weaknesses, the team as a whole may tend to have that weakness.
Uses their inquisitive nature to find ideas to bring back to the team. Explores opportunities and develops contacts.
Might be over-optimistic, and can lose interest once the initial enthusiasm has passed. They might forget to follow up on a lead. Teamworker Helps the team to gel, using their versatility to identify the work required and complete it on behalf of the team.
Co-operative, perceptive and diplomatic. Listens and averts friction. Can be indecisive in crunch situations and tends to avoid confrontation.
They might be hesitant to make unpopular decisions.
Mature, confident, identifies talent. Can be seen as manipulative and might offload their own share of the work. They might over-delegate, leaving themselves little work to do. Plant Tends to be highly creative and good at solving problems in unconventional ways.
Creative, imaginative, free-thinking, generates ideas and solves difficult problems. Might ignore incidentals, and may be too preoccupied to communicate effectively.
They could be absent-minded or forgetful. Sober, strategic and discerning. Sees all options and judges accurately. Sometimes lacks the drive and ability to inspire others and can be overly critical.
They could be slow to come to decisions. Specialist Brings in-depth knowledge of a key area to the team.
Single-minded, self-starting and dedicated. They provide specialist knowledge and skills. Tends to contribute on a narrow front and can dwell on the technicalities. They overload you with information. Shaper Provides the necessary drive to ensure that the team keeps moving and does not lose focus or momentum.
Challenging, dynamic, thrives on pressure.
Has the drive and courage to overcome obstacles. They could risk becoming aggressive and bad-humoured in their attempts to get things done. Implementer Needed to plan a workable strategy and carry it out as efficiently as possible.Critical Analysis Of Belbin S Team Role Self Perception Inventory summary on your views regarding the Belbin team roles in your workplace.
The Belbin Self - Perception Inventory (SPI) was originally published in Meredith Belbin’s book ‘Management Teams: Why They Succeed or Fail ()’.
The Belbin Self-Perception Inventory (SPI) Belbin’s Team Role Model: Development, Validity and Applications for Team Building* Aitor Aritzeta, Stephen Swailes and Barbara Senior University of the Basque Country; University of Hull; Critical Theory Model of Analysis.
Belbin Team Role Report for Jo Pink Colourful Company PLC Rainbow HR Team Role Key Self-Perception (SPI) Observations (Obs) (Percentile) (Percentile) CO SH RI PL TW IMP CF ME SP provides analysis of your responses to your Self-Perception to enable you to work more effectively.
The Belbin Team Roles The personal skill inventory identifies eight team roles which are described below. There is also another team role called the Specialist which is not identified in the questionnaire.
SH Shaper Characteristics . Belbin's () team role model was proposed after conducting a nine-year study on team building and team effectiveness with a multimethod technique combining personality, critical thinking inventories, and observational methods.
This paper set out to examine the psychometric properties of the extensively used, but little tested, Belbin () Team‐Role Self‐Perception Inventory which examines how people behave in teams.