Belbin Team Roles in Project Management

Revision as of 19:33, 23 February 2021

Developed by Zahra Al-Mosawi (S193938)

Abstract

Big Idea

Background

The Belbin Team Roles is a theory developed by Meredith Belbin in collaboration with the mathematician Bill Hartson, the anthropologist Jeanne Fisher, and the occupational psychologist Roger Mottram, following nine years of study [x]. The study was executed at the Administrative Staff College in Henley, which included yearly participation in three business games with eight teams per game, several meetings, observations, categorisations, records of different team members' contributions and psychometric tests. By analysing the study results, Meredith Belbin and his research team could find a connection between team members' various combinations of personalities and behaviours and the overall team performance. It became clear that it was the balance of behaviour rather than the intellect that enabled a team to be successful. The study also showed that companies with a mix of different people and different behaviours tended to be the most successful.

Eight distinct clusters of behaviour called "Belbin Team Roles" were identified during the study [x]. Later on, an additional Team Role based on specialist knowledge was identified. According to Meredith Belbin, a "Team Role" is defined as "a tendency to behave, contribute and interrelate with others in a particular way.". As a part of the research, it was observed that various people showed characteristics of different Team Roles to varying degrees and that the best performing teams are the ones that had included all Team Roles. With the gained insight from the study, Dr Belbin developed the Belbin Team Role Self-Perception Inventory (BTRSPI), a test that measures behaviour based on the nine Team Roles and defines an individual’s role in a team. Today the BTRSPI test and the Belbin Team Roles theory are widely used by several companies to identify behavioral strengths and weaknesses in different workplaces. A further description of the BTRSPI test and the nine Team Roles can be found later in this article.

The Theory in Relation to Project Management

Success in project performance is often linked to high performing teams [1]. Therefore, project managers need to develop high performing teams to achieve project success effectively and efficiently. The PMBOK® Guide confirms this statement by stating that developing a project team helps improve the people skill, technical competencies, the overall team environment, and project performance [2]. In this process, it is important to consider that different people have different characteristics and preferences regarding certain work and team roles. As the Belbin Team Roles theory is utilised as a tool to determine an individual's role in a team, it can be useful for project managers to assess these characteristics and preferences and build balanced teams where the right people are assigned to the right project roles and tasks. PRINCE2 states that for a project to be successful, it must have a clear team structure with specified roles and responsibilities for the involved people and an effective approach for communication [3]. Understanding various people's behaviours and personalities and knowing how they influence each other can help project managers put together teams with defined roles and responsibilities and a potential for a good environment and effective communication. As people are the central part when developing project teams and making progress in the project, it is crucial to get an insight into how they behave and what type of characteristics they have when working with others. Here is where the theory of Belbin Team Roles can be linked to project management practices and act as a helpful tool.

Application

Belbin's Nine Team Roles

A short description is coming soon!

Plant (PL)

Plants are innovators and inventors. They can be very creative and provide original ideas to encourage innovation. Most of the time, they prefer working on their own at a distance from other team members. They have a tendency to be introverted and respond intensely to criticism and praise. Oftentimes, their ideas may be radical and impractical. However, due to their originality and radical perspective on things, they are usually considered clever. Sometimes, they have difficulties communicating compellingly and presenting their ideas in a practical and relevant way.

Plants are most useful when conventional and fixed ways of working need to be challenged, and when there is a need for new solutions to solve complicated problems. They are usually required in a project's early stages or when a project is not proceeding. Since plants tend to put their time working on their own ideas, they might not be highly productive when in a team.

Resource Investigator (RI)

Resource Investigators are generally enthusiastic extroverts and communicating with people is a natural part of their personality. They are also natural negotiators and great at finding new opportunities as well as establishing new connections. Even though the RIs do not often come with original ideas, they are good at promoting other people's ideas. RIs are usually comfortable people and have a deep analytical sense and a passion for finding possibilities in different cases. However, their enthusiasm and excitement may fade away instantly if the other team members are no longer stimulated.

RIs are useful in a team because they are excellent at investigating and exploring ideas, improvements, and resources outside the team. They are also people with a natural ability to build external relations, participate in subsequent negotiations, think on their feet, and ask others for information.

Co-ordinator (CO)

Co-ordinators excel at helping others work towards common goals. They are mature, confident and self-assured and like to delegate. In interpersonal relationships, they are quick to recognise personal talents and utilise them to achieve team goals. Although COs are not necessarily the smartest in a team, they are likely to have a broad view and perspective. COs are goal-oriented, and due to that, they can sometimes manipulate others to accomplish their individual goals. In some cases, COs tend to disagree with Shapers because of their opposing management styles.

COs do well when they have responsibility for a team of people with different skills and personal characteristics. They are better at managing colleagues of similar or equal status than they are at managing junior subordinates. COs usually believe in approaching problems calmly.

Team Worker (TW)

Team Workers have a friendly and sociable character and are generally helpful and caring to others. They have a remarkable ability to be flexible and adapt to different situations and people. TWs are empathetic, diplomatic, and usually good listeners. Due to these traits, they tend to be popular among their colleagues. Their desire to establish peace and avoid conflict can make them indecisive when making difficult individual decisions. TWs perform well when circumstances are tense, and people feel not cared for and unappreciated. This is because of their ability to solve interpersonal issues. Since TWs have few opponents and are willing to listen to others' views and suggestions, they can rise to leadership positions.

Monitor Evaluator (ME)

Shaper (SH)

Implementer (IMP)

Completer Finisher (CF)

Specialist (SP)

Belbin Team Role Self-Perception Inventory

Application in Practice

Limitations

Annotated Bibliography

Books

Articles

Websites

References