Exploring the Benefits and Limitations of Belbin's Team Roles in Project Management
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| + | == Benefits of Belbin's Team Roles in Project Management == | ||
| + | |||
| + | ===Increased team productivity=== | ||
| + | |||
| + | When members of a team are in roles that allow them to leverage and develop their strengths, they are more likely to be more engaged, motivated and productive. This is where Belbin’s Team Role Theory can be utilized by identifying each team member’s strengths and weaknesses and help managers assign them roles that align with their natural tendencies. | ||
| + | |||
| + | For example, a person who is a “Completer-Finisher” is detailed-oriented, conscientious and reliable. Assigning this person to a role that involves ensuring that tasks are completed on time and to a high standard can help to ensure that the project stays on track and meets its goals. On the other hand, a person that naturally gravitates towards the “plant” role is likely to be creative, imaginative, and unorthodox. By assigning this person to a role that is involves thinking outside the box and generating ideas can help unlock their potential and contribute to the team’s success | ||
| + | |||
| + | ===Better utilization of individual strengths=== | ||
| + | |||
| + | By having a clear understanding of each team member’s natural roles, teams can assign tasks and responsibilities more effectively, that are likely to lead to better performance and productivity. Belbin’s team roles can improve utilization of individual strengths by providing a shared language for team members to understand their own strengths and weaknesses, as well as those of their colleagues. This can let team members openly discuss their strengths and weaknesses, and work together to leverage each other’s strengths and overcome weaknesses. This will likely lead to a more positive and constructive team environment where team members can feel comfortable sharing their thoughts and opinions. | ||
| + | |||
| + | For example, a team that have a strong “Plant” role is likely to generate creative ideas, but they might struggle with implementing them. By paring a “Plant” role with an “Implementer” role, the team can ensure that the ideas are put into action effectively. Similar to having a team with a strong “Monitor-Evaluator” role may provide critical analysis, but they may struggle with generating new ideas. This can be solved by paring the “Monitor-Evaluator” role with “Plant” role, ensuring that the team’s analysis is combined with fresh and innovative ideas. | ||
| + | |||
| + | ===Greater team cohesion=== | ||
| + | |||
| + | Belbin’s Team Role Theory can help to increase team cohesion by improving mutual understanding and appreciation between team members. When the team members can understand their own strengths and weaknesses as well as those of their colleagues, they are better equipped to work together towards a common goal. Belbin’s theory emphasizes the importance of balancing team roles to ensure that all necessary functions are covered. By ensuring that all the roles are represented, team members can appreciate the value of each other’s contributions and work towards a shared objective. | ||
| + | |||
| + | For example, let’s say team has a “Plant” member and a “Coordinator” member. The “Plant” is creative and comes up with innovative ideas but may not have strong organizational skills. The “Coordinator” on the other hand, is excellent at planning and organizing, but may not be as creative. By understanding each other’s strengths and weaknesses, the “Plant” can focus on generating new ideas, while the “Coordinator” can ensure that those ideas are implemented effectively. | ||
==References== | ==References== | ||
<references /> | <references /> | ||
Revision as of 14:55, 27 April 2023
Developed by Torbjørn D. Rosseland
Introduction
This article aims to provide a comprehensive understanding of how and why Belbin's Team Roles can be effectively utilized in Project Management. It furthermore explores the benefits and limitations of utilizing Belbin's Team Role model for team dynamic. The article aims to target and appeal to everybody, but a basic understanding of fundamental elements within Project Management is advised.
The article will first delve into the origins and development of Belbin's Team Role theory by Dr. Meredith Belbin, explaining the nine different roles that can be adopted within a team. An explanation of the difference between Functional Roles and Team Roles will be described given the significances they both have in a team context.
Two different standards are used to identify and describe the importance of Belbin’s Team Roles in Project Management. The first one is ISO 21500:2012 [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 |
History & Background information
The history of Meredith Belbin's Theory
To create a successful team, it is important to have a mix of personalities that can take on various roles. Assigning tasks based on individual’s strengths and weaknesses is an effective approach to building a team, as people tend to achieve great results when working on tasks that align with their strengths. Usually, people are given roles; they do not find them.(page 1)[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.
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).
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.
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) . 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
|
Individualistic, serious-minded, unorthodox | Genius, imagination, intellect, knowledge | Up in the clouds, inclined to disregard practical details or protocol |
| Thinking | Monitor Evaluator
|
Sober, unemotional, prudent | Judgement, discretion, hard-headedness | Lacks inspiration or the ability to motivate others |
| Thinking | Specialist
|
Single-minded, self-starting, dedicated | Provide specialist knowledge and skills | Contributes only on a narrow front, dwells on technicalities, ignores wider issues, can be seen as elitist |
| Action | Shaper
|
Highly strung, outgoing, dynamic | Drive and a readiness to challenge inertia, ineffectiveness, complacency or self-deception | Proneness to provocation, irritation and impatient |
| Action | Completer Finisher
|
Painstaking, orderly, conscientious, anxious | A capacity for follow-through. Perfectionism | A tendency to worry about small things. A reluctance to “let go” |
| Action | Implementer
|
Practical, reliable, efficient | Turns ideas into action and organizes work that needs to be done | Somewhat inflexible. Slow to respond to new possibilities |
| Social | Resource Investigator
|
Extroverted, enthusiastic, curious, communicative | A capacity for contacting people and exploring anything new. An ability to respond to challenge | Liable to lose interest once the initial fascination has passed |
| Social | Co-ordinator
|
Mature, confident, identifies talent in others, clarifies goals | A good chairperson, promotes decision-making, delegates well | Can be seen as manipulative. Offloads own share of the work |
| Social | Team-worker
|
Socially orientated, rather mild, sensitive | An ability to respond to people and to situations, and to promote team spirit | Indecisiveness at moments of crisis |
Benefits of Belbin's Team Roles in Project Management
Increased team productivity
When members of a team are in roles that allow them to leverage and develop their strengths, they are more likely to be more engaged, motivated and productive. This is where Belbin’s Team Role Theory can be utilized by identifying each team member’s strengths and weaknesses and help managers assign them roles that align with their natural tendencies.
For example, a person who is a “Completer-Finisher” is detailed-oriented, conscientious and reliable. Assigning this person to a role that involves ensuring that tasks are completed on time and to a high standard can help to ensure that the project stays on track and meets its goals. On the other hand, a person that naturally gravitates towards the “plant” role is likely to be creative, imaginative, and unorthodox. By assigning this person to a role that is involves thinking outside the box and generating ideas can help unlock their potential and contribute to the team’s success
Better utilization of individual strengths
By having a clear understanding of each team member’s natural roles, teams can assign tasks and responsibilities more effectively, that are likely to lead to better performance and productivity. Belbin’s team roles can improve utilization of individual strengths by providing a shared language for team members to understand their own strengths and weaknesses, as well as those of their colleagues. This can let team members openly discuss their strengths and weaknesses, and work together to leverage each other’s strengths and overcome weaknesses. This will likely lead to a more positive and constructive team environment where team members can feel comfortable sharing their thoughts and opinions.
For example, a team that have a strong “Plant” role is likely to generate creative ideas, but they might struggle with implementing them. By paring a “Plant” role with an “Implementer” role, the team can ensure that the ideas are put into action effectively. Similar to having a team with a strong “Monitor-Evaluator” role may provide critical analysis, but they may struggle with generating new ideas. This can be solved by paring the “Monitor-Evaluator” role with “Plant” role, ensuring that the team’s analysis is combined with fresh and innovative ideas.
Greater team cohesion
Belbin’s Team Role Theory can help to increase team cohesion by improving mutual understanding and appreciation between team members. When the team members can understand their own strengths and weaknesses as well as those of their colleagues, they are better equipped to work together towards a common goal. Belbin’s theory emphasizes the importance of balancing team roles to ensure that all necessary functions are covered. By ensuring that all the roles are represented, team members can appreciate the value of each other’s contributions and work towards a shared objective.
For example, let’s say team has a “Plant” member and a “Coordinator” member. The “Plant” is creative and comes up with innovative ideas but may not have strong organizational skills. The “Coordinator” on the other hand, is excellent at planning and organizing, but may not be as creative. By understanding each other’s strengths and weaknesses, the “Plant” can focus on generating new ideas, while the “Coordinator” can ensure that those ideas are implemented effectively.
References
- ↑ https://www.iso.org/standard/50003.html
- ↑ https://www.pmi.org/pmbok-guide-standards/foundational/PMBOK
- ↑ 3.0 3.1 3.2 3.3 R. Meredith Belbin, Team Roles at Work, (ISBN 0-7506-2675-5, 2003),
- ↑ https://www.belbin.com/about/dr-meredith-belbin
- ↑ 5.0 5.1 5.2 5.3 5.4 5.5 R. Meredith Belbin, Management Teams Why they succeed or fail, (ISBN 0-7506-5910-6, 2004), 1.
- ↑ 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/
