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

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''Developed by Sofie Amalie Lundsteen''
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''Developed by Torbjørn D. Rosseland''
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''Improved by Torbjørn Rosseland''
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== Introduction ==
  
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== Outline ==
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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.
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This article will be about Belbin's Team Roles, and I want to update the following article: Creating effective teams with the use of Belbin's Team Roles
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I've read the article mentioned above, and feel like it could be improved. The start is fairly good, but in section 3 and 4 it is not as fulfilling as the rest. I whish it was more focused on application, advantages and disadvantages.  
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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.
  
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'''Please note that there will be direct copy/paste from the old article, as well as new information and structure. In order to see these changes more clearly it's advised to have both articles side by side'''
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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 <ref name=''ISO''> ''https://www.iso.org/standard/50003.html'' </ref>, 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) <ref name=''PMBOK''> ''https://www.pmi.org/pmbok-guide-standards/foundational/PMBOK'' </ref>, and is a comprehensive guide which includes a set of standard terminology, guidelines and best practices for managing projects.
  
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== Abstract ==
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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.
  
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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.
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__TOC__
  
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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.
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== History & Background information ==
  
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The two '''standards''' (BOOKS) ''PMBOKⓇ GUIDE'' and ''PRINCE2Ⓡ'' are used to identify and describe why Belbin's Team Roles are important within Project Management theory by elaborating on possible applications. The article also identifies commonly combined team roles, such as ''Resource Investigator'' and ''Teamworker,'' to demonstrate how Belbin's Team Roles can effectively complement each other.
 
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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.
 
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== Exploring Belbin's Theory and Its Application in Project Management ==
 
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This article aims to target and appeal to everybody, but a basic understanding of fundamental elements within Project Management is advised. This article will particularly focus on how and why Belbin's Team Roles can be utilized in Resource Management within Project Management theory. With the goal of improving productivity in both existing and new teams.
 
  
 
=== The history of Meredith Belbin's Theory ===
 
=== The history of Meredith Belbin's Theory ===
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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)<ref name="Team Roles at Work">R. Meredith Belbin, ''Team Roles at Work'', (ISBN 0-7506-2675-5, 2003),</ref>.
  
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It requires a variety of personality types that can assume different roles to construct a successful team. Assigning roles with different responsibilities according to employees’ strengths and weaknesses is an effective way to create a team, as individuals perform better at tasks that draw from their strengths. That was a part of the conclusion of Meredith Belbin’s nine-year long research program from where he developed the nine team roles <ref name=Belbin> ''Belbin, R., Meredith(1993). Team Roles at Work, Elsevier, second edition 2010, pp. 8-9. ' </ref>.
 
  
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Raymond Meredith Belbin is a British researcher born 4 June 1926. He started studying Classics at Clare College, Cambridge (https://www.belbin.com/about/dr-meredith-belbin). 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 is 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 Hartston, Jeanne Fisher and Roger Mottram. It was from this research that formed the basis of Team Role theory, although the significance was not yet revealed.  
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Raymond Meredith Belbin is a British researcher born 4 June 1926. He started studying Classics at Clare College, Cambridge as a young man<ref name=''Meredith''> ''https://www.belbin.com/about/dr-meredith-belbin'' </ref>. 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.
  
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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 individuals' 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.
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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''<ref name="Management Teams"> R. Meredith Belbin, ''Management Teams Why they succeed or fail'', (ISBN 0-7506-5910-6, 2004), 1.</ref>, which later became one of the top fifty management books of all time.
  
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Belbin worked for ICI Paints and Cadbury’s Schweppes to assess individual suitability for different jobs, but by the late 1980s, 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.
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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''<ref name="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.
  
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Belbin believes that building a successful team is about combining the right individuals into their natural team roles. The nine team roles are: ''Plant, Monitor-Evaluator, Specialist, Shaper, Implementer, Completer-Finisher, Coordinator, Teamworker'' and ''Resource Investigator'' <ref name=Belbin> ''Belbin, R., Meredith(1993). Team Roles at Work, Elsevier, second edition 2010, pp. 21-23. ' </ref>.  This belief originated from his previous experience as he both studied how work patterns change with age in 1955 <ref name=belbin500> ''BELBIN Associates, 2021, Timeline, https://www.belbin.com/about/timeline/ ' </ref> and later in the 1960s where he pioneered with the concept of ''work experience'' to integrate underprivileged members of the community into workplaces <ref name=belbin500> ''BELBIN Associates, 2021, Timeline, https://www.belbin.com/about/timeline/ ' </ref>. This was his foundation for what would come next, as the Team Roles research program would consume nine years ending in 1981 with the book: ''Management Teams: Why They Succeed or Fail'' <ref name=magementteams> ''Belbin,1981,  Management Teams: Why They Succeed or Fail, Timeline,ISBN 978-0-470-27172-8' </ref>.
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=== Overview of Belbin's Team Role Theory ===
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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<ref name="Management Teams"/>(page 125 - 134). Belbin identified nine different team roles: Plant, Monitor-Evaluator, Specialist, Shaper, Implementer, Completer and Specialist <ref name="Team Roles at Work"/> (page 22)
  
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=== The difference between Functional Roles and Team Roles ===
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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 <ref name="Team Roles at Work"/> (page 87-95).
  
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In Belbin’s research, he distinguishes between two forms of roles; a ''functional role'' and a ''team role''.  
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=== Functional Roles and Team Roles ===
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*The ''functional role'' of an employee is their daily work with the tasks that they have been assigned to. The ''functional role'' is the employee’s part in the operation, which they were hired for on behalf of their technical skills, knowledge and experience <ref name=Belbin45> ''Belbin, R., Meredith(1993). Team Roles at Work, Elsevier, second edition 2010, page 24. . ' </ref>.
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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''<ref name="Management Teams"/> regarding the different roles.
  
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* The ''team role'' is entirely different, as it depends on personal ability and the characteristics of the individual. That is why it is often more difficult to identify the attributes of a team member such as their motivation, values and personality which is not as tangible as boxing a functional role in an organization. That is where Belbin’s nine team roles are manifesting itself, as a tool to identify what team role the individual embodies <ref name=Belbin45> ''Belbin, R., Meredith(1993). Team Roles at Work, Elsevier, second edition 2010, page 24. . ' </ref>.
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'''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" <ref name="Management Teams"/> (page 187)
  
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Functional roles are associated to an individual's professional or technical skills, team roles are on the other hand associated to an individual's personality traits and behavioral tendencies. Both functional roles and team roles are vital for the overall success of a team, hence an effective team will have a balance of both team and functional roles.
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'''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." <ref name="Management Teams"/> (page 191)
  
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=== Belbin's Team Roles in relation to Project Management ===
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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.
  
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Identifying the individuals’ roles is crucial for the project manager, as it aids in the process of completing a successful project with a team exercising their full potential. The project manager is very dependent on creating the right team, as the team’s performance will affect how and when the project manager is able to deliver the product of their work. In the book PMBOKⓇ GUIDE <ref name=PMBOK> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Page 309-311. Retrieved from https://app.knovel.com/hotlink/pdf/id:kt011DXQ4C/guide-project-management/initiating-process-group'' </ref>, one can find the following statement.
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=== Belbin’s Team Roles ===
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The team roles has been collected from Management Teams <ref name="Management Teams"/> (page 72) and has been updated with information from <ref name="A Comprehensive Review"> 2014 A Comprehensive Review of Belbin Team Roles https://www.belbin.com/media/1158/belbin-uk-2014-a-comprehensive-review.pdf/</ref> (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” <ref name="A Comprehensive Review"/> (page 1).
  
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<div style="text-align: center;">''“The project team consists of individuals with assigned roles and responsibilities who work collectively to achieve a shared project goal. The project manager should invest suitable effort in acquiring, managing, motivating, and empowering the project team. “(PMBOK,  Page 311) ''<ref name=PMBOK> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). page 311. Retrieved from https://app.knovel.com/hotlink/pdf/id:kt011DXQ4C/guide-project-management/initiating-process-group'' </ref> <div style="text-align: left;">
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{| class="wikitable sortable"
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It is exactly here that Resource Management within Project Management theory interacts with Belbin’s team roles, as the theory presents the processes to identify, acquire, and manage the resources needed for the successful completion of projects. These processes support and ensure that the right resources are available to the project manager and the team at the right time and place.
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In the book ''Managing Successful Projects'' with PRINCE2Ⓡ <ref name=PRINCE2.2> ''Managing Succesful Projects with PRINCE2, 6th Edition (2017). , pp. 12'' </ref> it is pointed out, that it can be a difficult task to create a successful team without knowing what kind of personalities there are to choose and pick between. The required processes and systems are not always enough to create a successful project, it is the people within it that constitute the essential foundation of a successful project, which is captured in the paragraph below.
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<div style="text-align: center;">''“If the people on a project do not work effectively together, then the chances of the project’s success are severely restricted. Knowledge of different types of personalities and how they affect each other can help the project manager to structure balanced teams that can work together effectively during a project “''(PRINCE2, page 73). <ref name=PRINCE2.2> ''Managing Succesful Projects with PRINCE2, 6th Edition (2017). , page. 73'' </ref> <div style="text-align: left;">
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By applying the knowledge of Belbin’s team roles to the current team or future team, it is easier to create balance within the team and to identify the individuals team role <ref name=PRINCE2.2> ''Managing Succesful Projects with PRINCE2, 6th Edition (2017). , pp. 72'' </ref>. When creating more balanced teams, it is extremely important to assess what natural team roles people fit into, which can be done by examining the individual’s strengths and weaknesses. That is possible by using the Belbin Team Inventory test, also called the Belbin Self-Perception Inventory,  which is developed to examine individuals' behaviour <ref name=Belbinhomepage> ''Self-Perception Inventory, http://www.belbin.ie/wp-content/uploads/2014/08/BELBINUK-Self-PerceptionInventory+CompletionGrid.pdf , pp. 1-3'' </ref>. To ensure that a team does not become unbalanced, one must avoid that all team members have similar styles of behavior and competencies, as this would leave the team invested and experienced in a smaller pool of areas than with people of different skill sets and interests.
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=== Belbin's Team Roles ===
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'''THIS WILL BE MOVED UP'''
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In the following section, an introduction to the nine different team roles that an individual can embody will be presented. Each of the nine team roles has its place within a certain group, which is either ''Thought Oriented Roles, Action Oriented Roles or People Oriented Roles'' <ref name=Belbinhomepage1> ''Method, Reliability & Validity, Statistics & Research:Comprehensive review of Belbin Team Roles, https://www.belbin.com/media/1158/belbin-uk-2014-a-comprehensive-review.pdf , pp. 9'' </ref>.
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{| class="wikitable"  
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! style="text-align:center;" | Group
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! style="text-align:center;" | Belbin's Team Roles
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! Description
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! Strengths
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! Weaknesses
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| rowspan="3" style="text-align:center;" | Thought Oriented Roles
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!Category:
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| style="text-align:center;" | Plant
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!Team Role:
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| The Plant is the creative individual that supplies the team with new innovative ideas and plans.<br />They always seem to find new ways of assessing existing challenges, that can help the team solve the problems ahead. <br />A clear attribute of the Plant is that they are typically a bit distant and can be impractical at times. <br />However, the Plant thrives on praise from their colleagues but are very sensitive to criticism. <br />Lastly, the Plant may also be poor communicators and can tend to disregard details and constraints.
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!Typical Features:
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| Creative, intelligent and unorthodox
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!Positive Qualities:
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| Overoptimistic, not detail oriented, sensitive and a bad communicator
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!Typical Weaknesses:
 
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| style="text-align:center;" | Monitor-Evaluator
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|'''Thinking'''
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| The Monitor-Evaluators are the critical analyzers and evaluators of the team. <br />They are very objective, and they carefully weigh the pros and cons of all the options before coming to a decision. <br />That allows the team to have the best possible basis for decision-making going forward. <br />As they tend to be very objective others might perceive them as detached or unemotional, which is expressed throughout their critical and skeptical way of thinking. <br />That could be a part of the reason why Monitor-Evaluators are not to be perceived as inspirational nor motivating.
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|'''Plant'''
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| Analytical, objective, rational and strategic
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[[File:Plant.png|100px|]]
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| Overly critical, skeptical and lacks drive
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|Individualistic, serious-minded, unorthodox
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|Genius, imagination, intellect, knowledge
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|Up in the clouds, inclined to disregard practical details or protocol
 
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| style="text-align:center;" | Specialist
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|'''Thinking'''
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| The Specialists are the individuals with the technical skills that is required to find the solutions to the challenges ahead. <br />Specialists do often come across as narrow-minded, as they commit themselves entirely to their area of expertise, which could possibly lead to a preoccupation with technicalities at the expense of the bigger picture. <br />Furthermore, Specialists seem to pride themselves on their skills and abilities, which can be perceived as arrogant.<br />However, Specialists have a tendency to self-isolate in order to immerse themselves into their work, which might send a signal, as if they do not care about the rest of the team.<br />
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|'''Monitor Evaluator'''
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| Self-starting, dedicated and technical skilled
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[[File:Monitor.png|100px|]]
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| Narrow-minded, preoccupation with small details and dwells on technicalities
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|Sober, unemotional, prudent
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|Judgement, discretion, hard-headedness
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|Lacks inspiration or the ability to motivate others
 
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| rowspan="3" style="text-align:center;" | Action Oriented Roles
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|'''Thinking'''
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| style="text-align:center;" | Shaper
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|'''Specialist'''
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| Shapers are the individuals that are determining the direction for the team.<br />They are usually driven by a huge amount of energy and the need to achieve.<br /> That is also why they are very competitive individuals, where winning is the name of the game. <br />This has a substantial effect on the rest of the team, as the drive provides continuous momentum.<br />Furthermore, the Shapers tend to ensure that all team members are aware of the prioritized targets so that they avoid misunderstandings.<br />By doing so the Shapers will continuously challenge the team to improve in order to reach the goal faster and hereby achieve the desired targets. <br />As individuals, they are usually dynamic and extraverted that enjoy working in a team, where they can challenge the status quo and move things ahead. This eagerness can also be perceived as aggressive in the attempt to drive the team forward.
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[[File:Specialist.png|100px|]]
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| Challenging, dynamic, driven and courageous
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|Single-minded, self-starting, dedicated
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| Overly enthusiastic, provoking and short-tempered
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|Provide specialist knowledge and skills
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|Contributes only on a narrow front, dwells on technicalities, ignores wider issues, can be seen as elitist
 
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| style="text-align:center;" | Implementer
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|'''Action'''
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| The Implementers are the individuals that get the tasks done on time. They transform the hypothetical ideas and plans into practical and systematic actions and plans for the rest of the team to follow.<br />The Implementers tend to be organized but also conservative, disciplined and effective people. The usual disadvantage with them is their lack of flexibility and resistance towards new initiatives, as they will often have difficulty deviating from their own well considered plans.
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|'''Shaper'''
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| Disciplined, efficient, conservative, organised and pratical
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[[File:Shaper.png|100px|]]
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| Sometimes inflexible, slow in response to and adoption of new options
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|Highly strung, outgoing, dynamic
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|Drive and a readiness to challenge inertia, ineffectiveness, complacency or self-deception
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|Proneness to provocation, irritation and impatient
 
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| style="text-align:center;" | Complete-Finisher
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|'''Action'''
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| The Complete-Finishers are individuals that works as a safeguard against both unlucky and lazy actions, as they see that projects are completed thoroughly.<br />In order to do so, the Complete-Finishers are trying to maintain a certain level of engagement from all participants even in the last stretch of a project.<br />It is important for the Complete-Finishers that deadlines are met and that could be the reason why one would perceive them as perfectionists who are orderly and conscientious. <br />The usual problem with perfectionists are that they may tend to worry unnecessarily and furthermore have a difficult time delegating responsibilities to the rest of the team in fear of not achieving the desired target in time.
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|'''Completer Finisher'''
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| Conscientious, painstaking, perfectionistic and persistent
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[[File:Completer.png|100px|]]
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| Worrisome, reluctant to delegate and a nitpicker
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|Painstaking, orderly, conscientious, anxious
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|A capacity for follow-through. Perfectionism
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|A tendency to worry about small things. A reluctance to “let go”
 
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| rowspan="3" style="text-align:center;" | People Oriented Roles
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|'''Action'''
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| style="text-align:center;" | Coordinator
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|'''Implementer'''
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| The Coordinators are the individuals that embody the typical team-leader role.<br />Their main objective is to control and guide the team in the right direction by utilizing the strength and weaknesses of the team members. <br />That is possible because the Coordinators are excellent listeners and are able to identify and recognize the value each team member accounts for.<br />In that way, the team can achieve high performance results. The usual problem with Coordinators is that they tend to be manipulative, which is very destructive for a team in progress.
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[[File:Implementer.png|100px|]]
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| Confident, trustful, mature and well at delegating responsibilities
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|Practical, reliable, efficient
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| Has a tendency to be manipulative
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|Turns ideas into action and organizes work that needs to be done
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|Somewhat inflexible. Slow to respond to new possibilities
 
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| style="text-align:center;" | Teamworker
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|'''Social'''
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| The Teamworkers are individuals that support the entire team and enhances their strong suits.<br />They ensure a good working environment and communication, which is very important for the former to work efficiently.<br />The Teamworkers are usually good negotiators which is why one could describe them as diplomatic and perceptive.<br />A Teamworker can go unnoticed and unappreciated until they are absent. However, the Teamworkers do also embody weaknesses such as indecisiveness as they do not wish to stay party-less in crucial times of decision making. That reveals why Teamworkers might be described as hypersensitive.
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|'''Resource Investigator'''
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| Diplomatic, perceptive, extroverted and flexible
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[[File:Resource.png|100px|]]
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| Indecisive and has a tendency to be hypersensitive
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|Extroverted, enthusiastic, curious, communicative
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|A capacity for contacting people and exploring anything new. An ability to respond to challenge
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|Liable to lose interest once the initial fascination has passed
 
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| style="text-align:center;" | Resource Investigator
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|'''Social'''
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| The Resource Investigators are individuals that explore new ideas and hereby create desired progress outside of the team.<br />They are establishing contacts in the community outside of the team and are good negotiators with their curious and innovative mindset.<br />That is only supported by their outgoing attitude which makes others perceptive to them and their ideas. However, the Resource Investigators are inclined to lose their interest and enthusiasm quickly. They tend to be overly optimistic and talk a lot.
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|'''Co-ordinator'''
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| Enthusiastic, communicative, curious and develops contacts
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[[File:Co.png|100px|]]
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| Overoptimistic, loses the enthusiasm quickly and talks a lot
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|Mature, confident, identifies talent in others, clarifies goals
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|}
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|A good chairperson, promotes decision-making, delegates well
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<ref name=Belbinhomepage1> ''Method, Reliability & Validity, Statistics & Research:Comprehensive review of Belbin Team Roles, https://www.belbin.com/media/1158/belbin-uk-2014-a-comprehensive-review.pdf , pp. 9'' </ref>
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|Can be seen as manipulative. Offloads own share of the work
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<ref name=Belbin> ''Belbin, R., Meredith(1993). Team Roles at Work, Elsevier, second edition, pp. 8-9. ' </ref>
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|'''Social'''
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=== The construction of the Sydney Opera House ===
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|'''Team-worker'''
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[[File:Team-worker.png|100px|]]  
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[[File:Sydneyoperahouse12.png|thumb|400px|Figure 1: Sydney Opera House|right||Sydney Opera House [https://commons.wikimedia.org/wiki/File:Sydney_Opera_House_Sails.jpg#filelinks]]]
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|Socially orientated, rather mild, sensitive
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To finish off this section with a real world example <ref name=Belbin1> ''Belbin, R., Meredith(1993). Team Roles at Work, Elsevier, second edition, pp. 103-105. ' </ref> from the book, ''Team Roles at Work'', one should explore the story of the famous Sydney Opera House and the process of constructing this marvelous modern piece of architecture. The world famous opera house narrates a story of scandalous setbacks and mismanagement, which many bypassers might not be aware of when they experience this astonishing national symbol.
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|An ability to respond to people and to situations, and to promote team spirit
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The original design was produced by the Danish architect Jørn Utzon, which was only taken into consideration as the primary contenders fell short of the task. The issue was that Jørn Utzon tried to broaden his responsibility throughout the project and was furthermore late in regards to completing the finalized design, which together with other causes postponed the entire project by 47 weeks. In their urgent haste to complete the opera house, the foundation was mistakenly built without regard to the special requirements of the design and had to be replaced by a completely new one. That ultimately led to the total cost of the construction of the Sydney Opera House exceeding the budgeted target by a magnificent factor of ten.
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|Indecisiveness at moments of crisis
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In regards to Belbin’s nine team roles, Belbin argues that Jørn Utzon was in the category of genius idea makers, also referred to as ''Plants'' in the theory <ref name=Belbin1> ''Belbin, R., Meredith(1993). Team Roles at Work, Elsevier, second edition, pp. 103-105. ' </ref>. As Plants are usually too optimistic and sensitive to criticism, one would argue that Jørn Utzon would possibly have thrived in a different supportive setting, where more Specialists and Monitor-Evaluators could have contributed to the construction and maybe would have avoided the reconstruction of a new foundation. Furthermore, team roles such as Implementers and Shapers are essential to the process of making the Plants vision into reality in an efficient way. This exact situation is captured very well in the quote below.
+
|}
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<div style="text-align: center;">''The more brilliant the Plant in a team and the more complex the project, the greater is the need to master the arts of project team building and team management.'' (Team Role at Work, Page 104) <ref name=Belbin2> ''Belbin, R., Meredith(1993). Team Roles at Work, Elsevier, second edition, page 104. ' </ref><div style="text-align: left;">
+
  
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The construction of the Sydney Opera House illustrates the significant consequences of not having a balanced team.
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== Benefits of Belbin's Team Roles in Project Management ==
  
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== Application ==
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===Increased team productivity===
  
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In the following section, a short guide of how to use the tool will be presented. Secondly, a description of what the project manager will achieve from using the tool will be provided and lastly, how to apply the team roles in the different phases of a project.  
+
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.
  
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=== Identification of Team Roles ===
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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
  
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It is a difficult task for a project manager to identify the individual's teams role. That is why you can purchase at BELBIN Associates' homepage; [https://www.belbin.com/], a personalized behavioral reports for both individuals and teams. The report identifies which of the nine possible roles your team would need in order to obtain success. Furthermore, it identifies what roles the individuals in the team possess. Belbin''“Self-Perception Inventory“''  is a behavior-based questionnaire that the individual must answer in order to identify their natural team role. An interesting aspect of this questionnaire is that your colleagues will categorize your behaviour by their opinions of you, which might diverge from your own perception. Furthermore, BELBIN Associates' homepage provides several case studies, such as Novo Nordisk and DTU who explain how they use the output from the personalized behavioral reports in practice, you can read more about the cases here; [https://www.belbin.com/resources/case-studies/]. Usually identification of Team Roles can be used in two different situations:
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===Better utilization of individual strengths===
  
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'''Creating new teams'''
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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.
  
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Establishing a new team can very well be a strong tool in order to compose the right balanced team to meet a specific challenge. In many organisations you will often see well-established teams, which can be difficult to work with if not properly composed in the first place. A way to create a great team is to utilise the Self-Perception Inventory test that Belbin invented. That will enable the project manager to combine the most suitable individuals, regardless of rank or role.
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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===
  
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'''Assessing existing teams'''
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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.
  
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The aim of assessing existing teams is to enhance and improve team performance by changing team composition or maybe even rebuilding team culture with the help of the Self-Perception Inventory test. If a team is not properly composed from the very beginning it will be difficult for the project manager to achieve high performance unless tweaks and other corrections are made. Utilizing the Self-Perception Inventory test, existing teams can learn to understand each other's Team Roles in an entirely different setting, which might help the individuals of the team to work better together. Ultimately, a project manager would like her/his team to embody a form of symbiosis, where the strengths are being promoted through the actions of the team and weaknesses are being avoided entirely. Such a test creates transparency in the team and will more likely help the project manager to identify potential lack or over-supply of specific Team Roles.
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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.
  
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=== Benefits of identifying Belbin's Team Roles ===
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==Limitations of Belbin's Team Roles in Project Management==
  
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By acknowledging Belbin's natural team roles, a project manager can achieve many benefits such as:
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===Oversimplify complex team dynamics===
  
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*'''A balanced and efficient team'''
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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.
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A way to exploit Belbin’s team roles are within the organizational theory according to ''PRINCE2Ⓡ'', as it describes the importance of creating a balanced team in order to achieve effective teams. The book explicitly refers to Belbin’s team role inventory in order to identify the different types of team roles, that are described in the statement below.
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<div style="text-align: center;">''“Project managers who know the natural roles of the team members can use that knowledge to build effective teams during the starting up a project process for the management team and the initiating a project process when identifying team members“.(PRINCE2, page 72) <ref name=PRINCE2.2> ''Managing Succesful Projects with PRINCE2, 6th Edition (2017). , page. 72'' </ref>'' <div style="text-align: left;">
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===May not work for all types of projects===
  
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*'''Emotional intelligence (EI) and self-awareness'''
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Belbin team roles might not work for all types of projects for several reasons:
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Belbin's team roles theory can be utilized within the Planning and Executing process of the knowledge area of Project Resource Management. PMBOKⓇ GUIDE outlines that the project manager, with regards to resource management, should invest in ''Emotional intelligence'' ''(EI)'' by improving inbound (e.g self-awareness) and outbound (e.g., relationship management) competencies. Furthermore, research shows that project teams who succeed in team EI will be more effective  <ref name=PMBOK2> ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th Edition. (2017). , pp. 310'' </ref>. In addition to this, one can utilize Belbin’s theory to identify an individual's natural team role in order to improve the self-awareness and relationship management of the individual, which will help the project manager to create a more effective team and reach team EI <ref name=PMBOK2> ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th Edition. (2017). , pp. 310'' </ref>  <ref name=Belbinhomepage3> Belbin, homepage,  'Why Use Belbin Team Roles?, https://www.belbin.com/about/why-use-belbin/'' </ref>.
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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.
  
  
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* ''' Development of teams - Get through Tuckman Ladders phase effectively'''
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===Limited flexibility in assigning roles===
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As described earlier Belbin’s team roles can also be used to develop teams. A model that can be used to describe team development is the ''Tuckman Ladder'', which describes five typical stages of development that a team encounters <ref name=PMBOK2> ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th Edition. (2017). , pp. 338'' </ref>. These five phases are called ''Forming, Storming, Norming, Performing'' and ''Adjourning''. Read a more detailed description of the phases here [https://www.lederweb.dk/artikler/brug-tuckmans-5-udviklingsfaser-og-effektiviser-teamet/]. One can argue that by identifying Belbin’s team roles in either the ''Forming'' or the ''Storming'' phase, it would aid the team not to lose momentum in such a phase, which benefits the working environment as it will not become counterproductive. By already possessing the knowledge of the different personalities within a team, it becomes easier to go through the ''Norming'' phase where the team members must work together and trust each other's work. As a project manager it is your responsibility to get to the ''Performing'' phase as fast as possible, which the identification of Belbin’s team roles can help with.
+
  
 +
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.
  
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*'''Insight into individuals behavioral strengths and weaknesses'''
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===Potential for bias in self-assessment===
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By taking the ''Self-Perception Inventory'' test one can gain an insight into individuals behavioural strengths and weaknesses.
+
  
 +
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.
  
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*'''Better communication'''
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==Integrating Belbin's Team Roles with Project Management Standards==
−
The method can help a team to communicate better by acknowledging the natural team roles within it. Furthermore, an understanding of the individual's strengths and weaknesses assist in better communication.
+
  
−
=== An example of Team Roles in combination with project phases ===
+
===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.
  
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There are many different ways of grouping the processes of a project. According to the book PMBOKⓇ GUIDE the project processes are divided into five different categories ''Initiating, Planning, Executing, Monitoring and Controlling'' and ''Closing'', which are called process groups  '''<ref name=PMBOK333> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Page 18-21. Retrieved from https://app.knovel.com/hotlink/pdf/id:kt011DXQ4C/guide-project-management/initiating-process-group''.</ref>.
+
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.
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It is therefore particularly interesting to explore how the different types of team roles can be beneficial for the project manager in regards to the processes of a project. In the figure below, it is illustrated which phases that could potentially be beneficial to use the different team roles within. '''That goes without saying that all team roles are necessary in most phases, but the project manager could potentially have the need for specific types of team roles in the different phases in order to achieve the best possible outcome. However, it is important to remember that all projects are unique, which means that there are many approaches of using the roles in the different process phases.''' 
+
  
 +
===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.
  
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[[File:processprojectbla.png|center|thumb|700px|'''Figure 1:''' Example of how the diffrent roles can be used the diffrent phases. Own creation with inspiration from [https://www.belbin.com/resources/blogs/belbin-and-project-teams/]]]
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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 <ref name="Management Teams"/>(page 170-171)''
  
−
As illustrated above, it could be beneficial to use the ''Plant'' and ''Shaper'' in the Initiating process as the ''Shaper'' is very goal oriented and the ''Plant'' is good at creating innovative ideas. Together they demonstrate the power to define what a project might consist of and how to solve the difficulties in a creative way. In the Planning process, a ''Coordinator'' and ''Resource Investigator'' could be the right fit, as a ''Coordinator'' is great at delegating the different tasks and responsibilities. The ''Resource Investigator'' has the skillset to establish contact to possible stakeholders, which is important in the early phases of the project in order to conduct research in the market. The next phase is the Execution process, where one will find the Implementer and ''Teamworker''. The ''Implementer'' can start the execution of the project whereas the ''Teamworker'' can ensure that the whole team is a part of the process. As the ''Implementer'' is not very detail oriented, the ''Specialist'' can contribute to the work that the ''Implementer'' has initiated. It is here that the ''Monitor-Evaluator'' can take advantage of their critical and analyzing mindset to ensure that everything is as it is supposed to be. Lastly, the ''Completer-Finisher'' will ensure that the project is still aligned with the prescribed scope, correct small errors and deliver the project at deadline.
+
'''Development of an R&D team:'''
  
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== Benefits & Limitations ==
+
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.
  
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'''SHORT INTRO'''
+
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.
  
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=== Skepticism of Belbin's Team Roles ===
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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.
  
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Papers and studies argue that there are no significant differences in how balanced the team is and their performance. That means that studies have shown that the team performance does not necessarily become better because of the diversity in the teams roles, which Belbin argues it will <ref name=Batenburg> '' Batenburg, Ronald,  Belbin role diversity and team performance: is there a relationship?, Department of Information and Computing Sciences, Utrecht University, pp. 901-9013. ' </ref>  <ref name=kritik> '' Meslec, Nicoleta, Curşeu, Petru Lucian, Are balanced groups better? Belbin roles in collaborative learning groups, March 2015, Elsevier, pp. 81-85. ' </ref>.
+
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.
  
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Furthermore, one can find multiple critics of Belbin’s team role theory <ref name=Batenburg> '' Batenburg, Ronald,  Belbin role diversity and team performance: is there a relationship?, Department of Information and Computing Sciences, Utrecht University, pp. 901-9013. ' </ref>  <ref name=Fisher> ''Fisher, Stephen G., W. M. (1996). Further evidence concerning the Belbin Team Role Self-perception Inventory. Personnel Review, Vol. 25 Issue: 2, pp. 61-67, Retrieved from https://www.deepdyve.com/lp/emerald-publishing/further-evidence-concerning-the-belbin-team-role-self-perception-S13asfw2Uu. ' </ref>. One of them is Stephen G. Fisher, that in his personal review Further evidence concerning the Belbin Team Role Self-perception Inventory states that there is no significant relationship between Belbin’s team role theory and the personality types from the Sixteen Personality Factor Questionnaire, which is among the most acknowledged personality tests of today <ref name=Fisher> ''Fisher, Stephen G., W. M. (1996). Further evidence concerning the Belbin Team Role Self-perception Inventory. Personnel Review, Vol. 25 Issue: 2, pp. 61-67, Retrieved from https://www.deepdyve.com/lp/emerald-publishing/further-evidence-concerning-the-belbin-team-role-self-perception-S13asfw2Uu. ' </ref>. Furthermore, Fisher also suggests that one should be aware that individuals might change roles in time as people progress in unique ways.
+
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.
  
−
=== Benefits of the tool ===
+
==Critiques of Belbin's Team Roles in Project Management==
  
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'''WRITE ABOUT BENEFITS'''
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===Comparison with other team management theories===
  
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=== Limitation of the tool ===
+
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<ref name=''Tuckman''> ''https://www.wcupa.edu/coral/tuckmanStagesGroupDelvelopment.aspx'' </ref> and Hersey and Blanchard’s Situational Leadership Mode <ref name=''Hersey''> ''https://www.investopedia.com/terms/h/hersey-and-blanchard-model.asp'' </ref>.
  
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*'''Behavioural test, not a Psychometric Tests '''
+
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.
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The “Self-Perception Inventory“ is a behavioural test, which means it can change over time and can be dependent on the team that you work in, which suggests that it is very important to remember that your preferred role is not fixed for life, it can changes. That indicates that this is not a personality test <ref name=limitation1> '' Ablesim, Belbin Team Inventory, June 2018, https://ablesim.com/belbin-team-inventory/. ' </ref>  <ref name=limitation14> ''BELBIN Associates, Behavioural vs. Psychometric Tests, https://www.belbin.com/about/behavioural-vs-psychometric-tests/. ' </ref>.
+
  
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*'''Difficulties when defining the team roles'''
+
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.
−
If you are not willing to pay the price of the “Self-Perception Inventory“ test, it can be hard to define the team roles “objectively”, but you can always in a group define what role you think you belong to.  
+
  
−
*'''No focus on the functional role'''
+
===Criticism of the validity and reliability of the assessment===
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Belbin's research do not focus on the functional roles, it only focuses on the Team Roles <ref name=Belbin> ''Belbin, R., Meredith(1993). Team Roles at Work, Elsevier, second edition, pp. . ' </ref>.
+
  
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*'''The optimal group'''  
+
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. <ref name=''BelbinNorthAmerica''> ''https://belbinnorthamerica.com/the-limitations-of-belbin/'' </ref>
−
Sometimes there should be more than one person with the same role. For example, more than one plant can be useful in a group <ref name=12manage> '' 12 Manage, March 2018, Limitations of the Belbin team roles method. Disadvantages, https://www.12manage.com/methods_belbin_team_roles.html. ' </ref>.
+
  
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*''' The model does not take into account hierarchal relations between people''' <ref name=12manage> '' 12 Manage, March 2018, Limitations of the Belbin team roles method. Disadvantages, https://www.12manage.com/methods_belbin_team_roles.html. ' </ref>
+
===Debate on the usefulness of categorizing individuals into roles===
  
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== Annotated Bibliography ==
+
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.
  
−
'''BELBIN Associates, 2021, https://www.belbin.com'''
+
==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.
  
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BELBIN Associates provides a good overview of the nine different Team Roles and how to use them in practice. Furthermore, one can buy a “Self-Perception Inventory“ test and a team rapport to help identify the different roles in the team. Lastly, some case examples from different companies is provided, which can help you as a project manager to see some real-life case studies.
+
==Annotated Bibliography==
 +
'''ISO 21500:'''
  
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'''Belbin, R., Meredith(1993). Team Roles at Work, Elsevier, second edition'''
+
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.
  
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The book is Meredith Belbin's second edition of ''Team Roles at Work'' which describes the research and theory in dept and how to use it in different areas of an organization. This article focussed on the first chapters of the book to create an understanding of why it necessary and how to use it in regard to Project Management. For further reading, I would recommend reading chapter 7 ''Managing difficult working relationships'' and chapter 9 ''The art of building a team'' which describes how to manage the Team Roles in the best possible way and when the creation of a team is going to happen. 
+
'''PMBOK:'''
  
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'''2010 R. Meredith Belbin., Management Teams: Why They Succeed or Fail - Third Edition, Taylor & Francis Ltd'''
+
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.
  
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''Why they succeed or fail'' is an account of the experimental study of management teams at Henley Management College from which Belbin's unique Team Role theory is developed upon. The book describes the benefits of Belbin's own experience of putting the Team Roles method into practice. The book provides an option to learn from Belbin's experience, which is going to make it easier to implement the method in your organisation. 
+
'''R. Meredith Belbin, Team Roles at Work:'''
  
−
'''Fisher, Stephen G., W. M. (1996). Further evidence concerning the Belbin Team Role Self-perception Inventory. Personnel Review, Vol. 25 Issue: 2, pp. 61-67, Retrieved from https://www.deepdyve.com/lp/emerald-publishing/further-evidence-concerning-the-belbin-team-role-self-perception-S13asfw2Uu'''
+
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.
  
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This article describes a critical point of view of Belbin's Team Roles, especially the scientific foundation of the “Self-Perception Inventory“ test. The benchmark of the research is that they compare the results from a  Sixteen Personality Factor Questionnaire, which is a personality questionnaire, with the answers from the “Self-Perception Inventory“ test. The article gives the reader an understanding of several of the limitations of the method.
+
'''R. Meredith Belbin, Management Teams Why they succeed or fail:'''
  
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== References ==
+
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.
  
 +
==References==
 
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Latest revision as of 10:11, 28 April 2023

Developed by Torbjørn D. Rosseland

[edit] 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 [1], 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) [2], 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.

Contents


[edit] History & Background information

[edit] 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)[3].


Raymond Meredith Belbin is a British researcher born 4 June 1926. He started studying Classics at Clare College, Cambridge as a young man[4]. 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[5], 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[3], which provided practical applications for Team Role theory in the workplace. Today, Belbin Associates continues to promote the Team Role message globally.

[edit] 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[5](page 125 - 134). Belbin identified nine different team roles: Plant, Monitor-Evaluator, Specialist, Shaper, Implementer, Completer and Specialist [3] (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 [3] (page 87-95).

[edit] 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[5] 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" [5] (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." [5] (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.

[edit] Belbin’s Team Roles

The team roles has been collected from Management Teams [5] (page 72) and has been updated with information from [6] (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” [6] (page 1).

Category: Team Role: Typical Features: Positive Qualities: Typical Weaknesses:
Thinking Plant

Plant.png

Individualistic, serious-minded, unorthodox Genius, imagination, intellect, knowledge Up in the clouds, inclined to disregard practical details or protocol
Thinking Monitor Evaluator

Monitor.png

Sober, unemotional, prudent Judgement, discretion, hard-headedness Lacks inspiration or the ability to motivate others
Thinking Specialist

Specialist.png

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

Shaper.png

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

Completer.png

Painstaking, orderly, conscientious, anxious A capacity for follow-through. Perfectionism A tendency to worry about small things. A reluctance to “let go”
Action Implementer

Implementer.png

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

Resource.png

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

Co.png

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

Team-worker.png

Socially orientated, rather mild, sensitive An ability to respond to people and to situations, and to promote team spirit Indecisiveness at moments of crisis

[edit] Benefits of Belbin's Team Roles in Project Management

[edit] 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

[edit] 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.

[edit] 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.

[edit] Limitations of Belbin's Team Roles in Project Management

[edit] 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.

[edit] 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.


[edit] 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.

[edit] 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.

[edit] Integrating Belbin's Team Roles with Project Management Standards

[edit] 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.

[edit] 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.

[edit] 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 [5](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.

[edit] Critiques of Belbin's Team Roles in Project Management

[edit] 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[7] and Hersey and Blanchard’s Situational Leadership Mode [8].

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.

[edit] 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. [9]

[edit] 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.

[edit] 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.

[edit] 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.

[edit] References

  1. ↑ https://www.iso.org/standard/50003.html
  2. ↑ https://www.pmi.org/pmbok-guide-standards/foundational/PMBOK
  3. ↑ 3.0 3.1 3.2 3.3 R. Meredith Belbin, Team Roles at Work, (ISBN 0-7506-2675-5, 2003),
  4. ↑ https://www.belbin.com/about/dr-meredith-belbin
  5. ↑ 5.0 5.1 5.2 5.3 5.4 5.5 5.6 R. Meredith Belbin, Management Teams Why they succeed or fail, (ISBN 0-7506-5910-6, 2004), 1.
  6. ↑ 6.0 6.1 2014 A Comprehensive Review of Belbin Team Roles https://www.belbin.com/media/1158/belbin-uk-2014-a-comprehensive-review.pdf/
  7. ↑ https://www.wcupa.edu/coral/tuckmanStagesGroupDelvelopment.aspx
  8. ↑ https://www.investopedia.com/terms/h/hersey-and-blanchard-model.asp
  9. ↑ https://belbinnorthamerica.com/the-limitations-of-belbin/
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