Exploring the Benefits and Limitations of Belbin's Team Roles in Project Management

Developed by Torbjørn D. Rosseland

Introduction

This article aims to provide a comprehensive understanding of how and why Belbin's Team Roles can be effectively utilized in Project Management. It furthermore explores the benefits and limitations of utilizing Belbin's Team Role model for team dynamic. The article aims to target and appeal to everybody, but a basic understanding of fundamental elements within Project Management is advised.

The article will first delve into the origins and development of Belbin's Team Role theory by Dr. Meredith Belbin, explaining the nine different roles that can be adopted within a team. An explanation of the difference between Functional Roles and Team Roles will be described given the significances they both have in a team context.

Two different standards are used to identify and describe the importance of Belbin’s Team Roles in Project Management. The first one is ISO 21500:2012 , which is an international standard for Project Management that aims to provide guidelines for initiation, planning, execution, monitoring and closure of projects. The other standard is PMBOK® (Project Management Body of Knowledge) , and is a comprehensive guide which includes a set of standard terminology, guidelines and best practices for managing projects.

Lastly, the article analyzes and explores the potential benefits and limitations of utilizing Belbin's Team Roles in Project Management. The article aims to provide a balanced view of the strengths and weaknesses of the approach and highlights the importance of considering various factors when implementing this method in a team setting.

History & Background information

The history of Meredith Belbin's Theory

To create a successful team, it is important to have a mix of personalities that can take on various roles. Assigning tasks based on individual’s strengths and weaknesses is an effective approach to building a team, as people tend to achieve great results when working on tasks that align with their strengths. Usually, people are given roles; they do not find them.(page 1).

Raymond Meredith Belbin is a British researcher born 4 June 1926. He started studying Classics at Clare College, Cambridge as a young man. After a few years he changed courses to Psychology and completed the course in half the allotted time. It was during this time he met his future wife, Eunice. Belbin continued his studies with a PhD, focusing on the Psychology of Ageing in the Industry. While Belbin was working at the Industrial Training Research Unit (ITRU), he was invited to preform research at the Administrative Staff College at Henley-on-Thames. The team consisted of Belbin, Eunice, Bill Harston, Jeanne Fisher and Roger Mottram. It was from this research that formed the basis for Team Role theory, although the significance was not yet revealed.

Meredith Belbin worked with colleagues in Australia to study intellectual abilities and teamworking. He aimed to build on success and understand reasons for failure, focusing on providing opportunities based on individual’s abilities and interests. In 1981, he wrote the book Management Teams: Why They Succeed or Fail, which later became one of the top fifty management books of all time.

Belbin worked for ICI Paints and Cadbury’s Schweppes to assess individual suitability for different jobs, but by the late 1980’s, the demand exceeded the supply and he had to work long hours. In 1988, Belbin and his family formed Belbin Associates to promote Belbin Team Roles worldwide. In 1993, he published Team Roles at Work, which provided practical applications for Team Role theory in the workplace. Today, Belbin Associates continues to promote the Team Role message globally.

Overview of Belbin's Team Role Theory

Belbin’s Team Role is a framework that helps managers and leaders to understand how individual persons work together in a team. The theory is based on the idea that different personality types and skills are needed in order to build a successful team(page 125 - 134). Belbin identified nine different team roles: Plant, Monitor-Evaluator, Specialist, Shaper, Implementer, Completer and Specialist (page 22)

Belbin’s theory emphasizes the importance of balancing team roles to ensure that all necessary functions are covered. By assigning roles that align with individual’s strengths and weaknesses, teams can function more effectively and efficiently (page 87-95).

Functional Roles and Team Roles

Belbin believed that it was important for managers and leaders to understand the difference between functional roles and team roles. Below are citations from his book Management Teams regarding the different roles.

Functional Role: "The role that a member of a team preforms in terms of the specifically technical demands placed upon him. Typically, team members are chosen for functional roles on the basis of their experience and without regard to any personal characteristics or aptitudes that fit them for additional tasks within the team" (page 187)

Team Role: "This describes a pattern of behavior characteristic of the way in which one team member interacts with another where his performance serves to facilitate the progress of the team as a whole. Only eight useful types of contribution were discovered. These were Chairman, Shaper, Plant, Company worker, Team Worker, Monitor-Evaluator, Resource Investigator and Completer. Each of these team roles was associated with characteristic types of personality as measured by the tests used in the experiments." (page 191)

A persons professional or technical skills are associated with functional roles, team roles are on the other hand associated with personality traits and behavioral tendencies.

Belbin’s Team Roles

The team roles has been collected from Management Teams (page 72) and has been updated with information from (page 9-10), including the illustrations for each team role. There are several way to determine which Belbin Team Role a person is, they can get feedback from colleagues, they can observe their own behavior in a team, but the most reliant one is the “Belbin Team Role Self-Perception Inventory” (page 1).

Category:	Team Role:	Typical Features:	Positive Qualities:	Typical Weaknesses:
Thinking	Plant	Individualistic, serious-minded, unorthodox	Genius, imagination, intellect, knowledge	Up in the clouds, inclined to disregard practical details or protocol
Thinking	Monitor Evaluator	Sober, unemotional, prudent	Judgement, discretion, hard-headedness	Lacks inspiration or the ability to motivate others
Thinking	Specialist	Single-minded, self-starting, dedicated	Provide specialist knowledge and skills	Contributes only on a narrow front, dwells on technicalities, ignores wider issues, can be seen as elitist
Action	Shaper	Highly strung, outgoing, dynamic	Drive and a readiness to challenge inertia, ineffectiveness, complacency or self-deception	Proneness to provocation, irritation and impatient
Action	Completer Finisher	Painstaking, orderly, conscientious, anxious	A capacity for follow-through. Perfectionism	A tendency to worry about small things. A reluctance to “let go”
Action	Implementer	Practical, reliable, efficient	Turns ideas into action and organizes work that needs to be done	Somewhat inflexible. Slow to respond to new possibilities
Social	Resource Investigator	Extroverted, enthusiastic, curious, communicative	A capacity for contacting people and exploring anything new. An ability to respond to challenge	Liable to lose interest once the initial fascination has passed
Social	Co-ordinator	Mature, confident, identifies talent in others, clarifies goals	A good chairperson, promotes decision-making, delegates well	Can be seen as manipulative. Offloads own share of the work
Social	Team-worker	Socially orientated, rather mild, sensitive	An ability to respond to people and to situations, and to promote team spirit	Indecisiveness at moments of crisis

Benefits of Belbin's Team Roles in Project Management

Increased team productivity

When members of a team are in roles that allow them to leverage and develop their strengths, they are more likely to be more engaged, motivated and productive. This is where Belbin’s Team Role Theory can be utilized by identifying each team member’s strengths and weaknesses and help managers assign them roles that align with their natural tendencies.

For example, a person who is a “Completer-Finisher” is detailed-oriented, conscientious and reliable. Assigning this person to a role that involves ensuring that tasks are completed on time and to a high standard can help to ensure that the project stays on track and meets its goals. On the other hand, a person that naturally gravitates towards the “plant” role is likely to be creative, imaginative, and unorthodox. By assigning this person to a role that is involves thinking outside the box and generating ideas can help unlock their potential and contribute to the team’s success

Better utilization of individual strengths

By having a clear understanding of each team member’s natural roles, teams can assign tasks and responsibilities more effectively, that are likely to lead to better performance and productivity. Belbin’s team roles can improve utilization of individual strengths by providing a shared language for team members to understand their own strengths and weaknesses, as well as those of their colleagues. This can let team members openly discuss their strengths and weaknesses, and work together to leverage each other’s strengths and overcome weaknesses. This will likely lead to a more positive and constructive team environment where team members can feel comfortable sharing their thoughts and opinions.

For example, a team that have a strong “Plant” role is likely to generate creative ideas, but they might struggle with implementing them. By paring a “Plant” role with an “Implementer” role, the team can ensure that the ideas are put into action effectively. Similar to having a team with a strong “Monitor-Evaluator” role may provide critical analysis, but they may struggle with generating new ideas. This can be solved by paring the “Monitor-Evaluator” role with “Plant” role, ensuring that the team’s analysis is combined with fresh and innovative ideas.

Greater team cohesion

Belbin’s Team Role Theory can help to increase team cohesion by improving mutual understanding and appreciation between team members. When the team members can understand their own strengths and weaknesses as well as those of their colleagues, they are better equipped to work together towards a common goal. Belbin’s theory emphasizes the importance of balancing team roles to ensure that all necessary functions are covered. By ensuring that all the roles are represented, team members can appreciate the value of each other’s contributions and work towards a shared objective.

For example, let’s say team has a “Plant” member and a “Coordinator” member. The “Plant” is creative and comes up with innovative ideas but may not have strong organizational skills. The “Coordinator” on the other hand, is excellent at planning and organizing, but may not be as creative. By understanding each other’s strengths and weaknesses, the “Plant” can focus on generating new ideas, while the “Coordinator” can ensure that those ideas are implemented effectively.

Limitations of Belbin's Team Roles in Project Management

Oversimplify complex team dynamics

Belbin’s team roles can oversimplify complex team dynamics. This is because a person can exhibit traits of multiple roles, and team roles can also shift over time. Additionally, team roles do not account for external factors that can affect team dynamics, such as organizational culture or team size.

May not work for all types of projects

Belbin team roles might not work for all types of projects for several reasons: Some projects might require specialized technical skills that may not align with the roles identified by Belbin. Team roles may not account for cultural and individual differences, which may influence how team members interact and work together. Finally, the team roles does not account for changes in team dynamic over time, members might join or leave the team etc.

Limited flexibility in assigning roles

Belbin team roles may limit flexibility in assigning roles because it relies on a fixed set of predefined roles that do not account for individual nuances or emerging project needs. This might result in team members being forced into roles that do not align with their strengths or that do not adequately address the current project demand.

Potential for bias in self-assessment

Belbin’s team roles theory relies on individual’s self-assessment of their own strengths and weaknesses to determine which role they are best suited for in a team. Since individuals might overestimate their strengths or downplay their weaknesses, this method can be potentially biased. Additionally, individuals may have a limited understanding off their own personality traits and behavioral tendencies, which can lead to inaccurate self-assessment.

Integrating Belbin's Team Roles with Project Management Standards

PMBOK

PMBOK is a comprehensive guide that provides standard terminology, guidelines, and best practices for managing projects. When used in conjunction with Belbin's Team Role theory, it can enhance team performance and productivity.

For example, during the planning phase of a project, the project manager can use PMBOK to develop a comprehensive project plan that includes timelines, budgets, and resource allocation. They can also use Belbin's Team Role theory to ensure that each team member is assigned tasks that align with their strengths. This can help to create a more effective and productive team dynamic.

ISO 21500

ISO 21500 provides guidelines for initiation, planning, execution, monitoring, and closure of projects. When used in conjunction with Belbin's Team Role theory, it can enhance team performance and productivity.

For example, during the initiation phase of a project, the project manager can use ISO 21500 to identify stakeholders and define their requirements. They can also use Belbin's Team Role theory to identify each team member's strengths and weaknesses. This information can then be used to assign tasks that align with each team member's strengths.

Real-world Applications of Belbin's Team Roles in Project Management

This real world example was taken from the book Management Teams Why they succeed or fail (page 170-171)

Development of an R&D team:

Active Biotech AB faced significant challenges as it spun out from a large pharmaceutical company to stand on its own feet. The hierarchical organizational tradition was characterized by territorial protectionism, and there was little understanding of the business situation. The new head of R&D sought to create an organization built on team principles, where everyone felt involved in ownership and was accountable for the total business. The team needed to be flexible enough to handle the rapid changes likely to happen within the company, convey one common message down to the organization, and bridge the strategic perspective of the company down to an operational level.

To achieve these goals, the head of R&D invited SBS Integrate Ltd to facilitate the team development process. The major tool that was introduced was M. Belbin's team roles at a two-day workshop. The workshop helped the team identify their strengths and weaknesses and recognize interpersonal differences. Through this process, the team became more aware of the importance of working collaboratively towards a common goal, rather than just defending their own territory.

The team underwent a remarkable transition, resulting in a more business-aware and flexible organization. The team's agenda shifted from discussing "easy" items to ways of increasing the effectiveness and efficiency of the organization. The ability to lead and manage improved dramatically, and there was generally more interaction between team members. Several members of the team changed their work roles to bring themselves more in line with their strengths and team roles. As a result, the team became well-balanced, clear in its purpose and goals, and committed to the highest levels of effectiveness and efficiency.

The measurable outcomes of the team development process were significant. The organization became more business-aware and flexible enough to adapt to ongoing changes. The conduct of successful research projects improved, which was essential for continued success in the R&D management team. The most evident change was the improvement in the conduct of successful research projects, which was the general purpose of the company.

Overall, Belbin's team roles provided a valuable framework for the team development process at Active Biotech AB. It helped the team to identify their strengths and weaknesses, recognize interpersonal differences, and adjust their work roles to bring themselves more in line with their strengths and team roles. This facilitated the creation of a well-balanced, collaborative team committed to the highest levels of effectiveness and efficiency. The measurable outcomes of the team development process were significant and essential for the continued success of the organization.

Critiques of Belbin's Team Roles in Project Management

Comparison with other team management theories

Belbin’s team Role’s theory has been criticized for oversimplifying team dynamics and limiting flexibility in assigning roles, among other issues. Belbin’s theory has some key differences and potential limitations compared to other team management theories, such as Tuckman’s Stage of Group Development and Hersey and Blanchard’s Situational Leadership Mode .

Tuckman’s stages of group development theory suggest that teams go through four stages of development: forming, storming, norming and performing. This theory emphasizes the importance of understanding the stage a team is in and adjusting leadership and communication styles accordingly. In contrast, Belbin’s Team Roles theory focuses on individual roles rather than the team as a whole and may not address the importance of group dynamics in the same way.

Hersey and Blanchard’s Situational Leadership Model suggests that leadership style should be adapted to match the needs and abilities of individual team members. This model emphasizes the importance of flexibility and adjusting leadership styles based on the situation. Belbin’s theory may be seen as less flexible in comparison, as it assigns individuals to specific roles based on their natural tendencies and may not account for changing circumstances or the need for individuals to take on different roles at different times.

Criticism of the validity and reliability of the assessment

Belbin's Team Role Theory has received criticism for its validity and reliability as an assessment tool. One limitation is that it is specifically designed for use in a work setting and for predicting team performance in such a context. This restricts its usefulness in other situations such as at home or in social settings. Additionally, the Belbin Report only measures team-related behaviors and not personality traits or other factors that may impact team performance. Furthermore, the original research that established the theory has a cultural bias, as it mainly focused on middle-class white men in Britain in the 1970s. This may limit its applicability to other cultures or demographic groups. Despite these limitations, Belbin can still be useful for discovering patterns of behavior, receiving non-defensive feedback, increasing coherence between self-perception and how others see you, uncovering hidden talents, quickly assessing team dynamics, and improving team performance by understanding the distribution of team roles. However, it should be used alongside other decision-making factors in important organizational decisions.

Debate on the usefulness of categorizing individuals into roles

On the other hand, critics argue that categorizing individuals into roles can oversimplify team dynamics and limit flexibility in assigning roles. They suggest that individuals may not always fit neatly into a specific role and that assigning roles based on natural tendencies may not take into account changing circumstances or the need for individuals to take on different roles at different times. Additionally, some argue that team roles may not accurately reflect an individual's full range of abilities and may overlook the importance of developing new skills and abilities. Ultimately, the usefulness of categorizing individuals into roles may depend on the specific context and goals of the team.

Conclusion

Belbin's Team Roles can be a valuable tool for improving team dynamics and productivity in project management. By identifying each team member's strengths and weaknesses and assigning them roles that align with their natural tendencies, managers can increase team engagement, motivation, and productivity. However, it is important to consider various factors when implementing this method in a team setting and not rely solely on personality assessments. Additionally, further research could explore how Belbin's Team Roles can be adapted to different types of projects and team structures. Overall, taking a balanced view of the strengths and weaknesses of this approach can help managers make informed decisions about how best to utilize Belbin's Team Roles in their projects.

Annotated Bibliography

ISO 21500:

This source provides guidance on project management that can be applied to any type of project, regardless of its size or complexity. The document outlines the basic principles of project management, as well as the key processes involved in managing a project, from initiating to closing. It is intended to be used by project managers and other project stakeholders to enhance project success.

PMBOK:

The PMBOK® Guide is a comprehensive guide to project management that provides a standard framework for managing projects. It covers the fundamental concepts of project management, including the project life cycle, project stakeholders, and project management processes. The guide is widely used in project management practice and serves as a reference for project managers and other project stakeholders.

R. Meredith Belbin, Team Roles at Work:

This book provides an overview of Belbin's team role theory, which proposes that individuals have natural tendencies towards certain team roles. The author discusses the nine different team roles and how they can be used to build high-performing teams. The book provides practical advice for managers and team leaders on how to identify team roles and how to use them to improve team effectiveness.

R. Meredith Belbin, Management Teams Why they succeed or fail:

This book explores the factors that contribute to the success or failure of management teams. The author draws on his extensive experience working with management teams to identify the key characteristics of effective teams, such as a clear sense of purpose, good communication, and a balance of team roles. The book provides practical guidance on how to build and manage effective management teams, including how to identify individual strengths and weaknesses and how to assign team roles.