Design the team you need to succeed using Belbin's team roles
| Line 1: | Line 1: | ||
As complex as projects can be, the people that need to solve them can be equally or even more complex and that is why there in recent years has been an increasing interest in how highly efficient teams can be designed. The beginning of a project is one of the project managers’ most important times, as the foundation of the project is laid by designing the team that he/she needs for the project to succeed. <ref name="PiPoP"> 2016 J. R. Olsson, N. Ahrengot, M. L. Attrup. Power i Projekter og Porteføljer/</ref> | As complex as projects can be, the people that need to solve them can be equally or even more complex and that is why there in recent years has been an increasing interest in how highly efficient teams can be designed. The beginning of a project is one of the project managers’ most important times, as the foundation of the project is laid by designing the team that he/she needs for the project to succeed. <ref name="PiPoP"> 2016 J. R. Olsson, N. Ahrengot, M. L. Attrup. Power i Projekter og Porteføljer/</ref> | ||
A tool that can help the project manager with this task is Belbin’s team roles, which can identify personal traits and help to create balanced teams based on behavioral contributions rather than job titles. <ref name="Belbin_Website"> 2018 Belbin Associates. http://www.belbin.com/</ref> | A tool that can help the project manager with this task is Belbin’s team roles, which can identify personal traits and help to create balanced teams based on behavioral contributions rather than job titles. <ref name="Belbin_Website"> 2018 Belbin Associates. http://www.belbin.com/</ref> | ||
| − | The Belbin team roles were developed by Dr. Meredith Belbin with collaboration from Henley Management College in England. It contains 9 different team roles, that each has its core competencies and limitations. These can overlap but are equally important to create synergy and efficiency in a team. The model is used by over 40 percent of the top 100 companies in the UK, the United Nations, the World Bank and thousands of organizations throughout the world to enhance individual and team performance. | + | The Belbin team roles were developed by Dr. Meredith Belbin with collaboration from Henley Management College in England. It contains 9 different team roles, that each has its core competencies and limitations. These can overlap but are equally important to create synergy and efficiency in a team. The model is used by over 40 percent of the top 100 companies in the UK, the United Nations, the World Bank and thousands of organizations throughout the world to enhance individual and team performance. <ref name="Belbin for students" 2015 Belbin Associates. https://www.belbin.com/media/1336/belbin-for-students.pdf</ref> |
This article will describe the when, why, and how you should design your team using the 9 Belbin team roles, the gains, limitations of the method and give a few examples of team synergies. | This article will describe the when, why, and how you should design your team using the 9 Belbin team roles, the gains, limitations of the method and give a few examples of team synergies. | ||
Revision as of 16:36, 11 February 2021
As complex as projects can be, the people that need to solve them can be equally or even more complex and that is why there in recent years has been an increasing interest in how highly efficient teams can be designed. The beginning of a project is one of the project managers’ most important times, as the foundation of the project is laid by designing the team that he/she needs for the project to succeed. [1] A tool that can help the project manager with this task is Belbin’s team roles, which can identify personal traits and help to create balanced teams based on behavioral contributions rather than job titles. [2] The Belbin team roles were developed by Dr. Meredith Belbin with collaboration from Henley Management College in England. It contains 9 different team roles, that each has its core competencies and limitations. These can overlap but are equally important to create synergy and efficiency in a team. The model is used by over 40 percent of the top 100 companies in the UK, the United Nations, the World Bank and thousands of organizations throughout the world to enhance individual and team performance. [3]
Cite error:
<ref> tags exist, but no <references/> tag was found
