Reading for the UNHCR Emergency Management Training

Reading 5.3.3. Belbin’s Team Roles

(adapted from Red R - Australia Training materials and other sources)

Obviously, an effective team must have the people who have the skills to accomplish the team's task. What is not always obvious, is just how many different tasks and real team skills are required, not just to accomplish the task, but also to keep the team itself working well. Team members have to get along with one another while accomplishing their tasks or the teams will break down, leaving highly skilled individuals unable to accomplish tasks that require the skills of the whole group.

In the 1980s, Dr Meredith Belbin began researching the issue of teams and team members at the UK's Henley Centre. His research revealed different personal characteristics that formed 9 distinct team roles. The analysis of these roles indicate that a team is not really complete without all of them. All too often, when asked to select a team, managers (and ad-ho team members) will choose either people just like them, whom they respect and find it easy to relate to. In some cases, "good team players" are sought out. Belbin's analysis of the various team roles presents a different approach, in which teams should be built from a wide range of personalities an types, as long as the 9 roles below are all accounted for.

Belbin's 9 Team Roles:

1. Co-ordinator / 2. Shaper / 3. Plant
4. Resource Investigator / 5. Specialist / 6. Monitor – Evaluator
7. Team Worker / 8. Implementer / 9. Completer – Finisher

Brief Descriptions

1. Co-ordinator
Strength - controlling the way a team moves forward by making best use of resources
Weakness – tendency to manipulate / The primary characteristic of Co-ordinators is that they can command the respect of the rest of the team. The Co-ordinator's role is to direct the group, but this tends not to be done in an overbearing manner. During meetings, for example, the Co-ordinator may intervene at critical points, particularly if there is controversy amongst other team members. The Co-ordinator is the one who stops the discussion from becoming uncontrolled, they will draw other team members back to the intended purpose and are able to do this without offending others.
2. Shaper:
Strength - shaping the way effort is applied: imposing shape or pattern on discussions or outcomes
Weakness – tendency to be overbearing, non-consultative / The Shaper is highly motivated. They have a high degree of nervous energy and a great need for achievement. The Shaper may lead the team, but their personal characteristics and approach are quite different from a Co-ordinator. The Shaper's concern is to reach goals by putting every effort into the process. The Shaper tends to be opportunistic and will show a strong emotional response to any form of disappointment or frustration.
3. Plant:
Strength - advancing new ideas or strategies, breaking cycles
Weakness – nonconformity / Plants are curious and innovative. They are responsible for new ideas and creative, unique strategies. They are very bright; but their ideas may often fail to consider practical constraints.
Plants like to work independently and intensively. They are not very team oriented, though their contribution to the team is often the key to their success.
4. Resource Investigator:
Strength - exploring ideas and resources outside the group; building external contacts/networks
Weakness – can be easily bored / The Resource Investigator is highly effective when it comes to picking up other people's ideas and making them work. In particular, the Resource Investigator, as the name suggests, is adept at finding out what is available and what can be done. They explore beyond the team itself, having no reservations about probing others for information. The Resource Investigator is skilled interpersonally: they are sociable and friendly - extroverts.
5. Specialist:
Strength - providing technical or professional advice and input
Weakness – limited contribution at times / The Specialist , as the name implies, brings special and specific knowledge of (usually) technical work that is required for the completing the team's task. The specialist may seem introverted at times as they tend to focus on their own speciality and not on wider team dynamics.
6. Monitor – Evaluator
Strength - analysing problems; evaluating ideas; assisting team decision making
Weakness – slow moving, uninspiring / The Monitor-Evaluator considers the pros and cons of every option, and finally comes to a well considered decision. This will be an objective process, relatively free from influence of emotional factors. The Monitor-Evaluator may show little enthusiasm or personal commitment; but their judgement is sound.
7. Team Worker
Strength – supporting members; improving communications between members; fostering team spirit
Weakness - indecision / The Team Worker is sociable but not dominant. They are a good communicator, trusting, sensitive and caring. They will tend to place the group's objectives and the smooth running maintenance of the group itself before their own personal ambition. The Team Worker is perceptive and diplomatic. They are not critical of other team members. The role of the Team Worker is to avert serious interpersonal problems and to allow each of the team members to contribute effectively. This may be done in a variety of ways: possibly through a good-humoured remark, a word of encouragement, or any form of input that is likely to reduce tension.
8. Implementer
Strength – Turning concepts and ideas into practice: carrying out agreed plans
Weakness – Inflexible / The Implementer differs from the Completer-Finisher in some subtle ways. While not overly concerned about deadlines and completion, the Implementer is driven by a set of principles that encourage hard work. It is because of Implementers' capacity for direct application that they are often left to cope with work that other team members may find difficult and undesirable. Good Implementers are extremely valuable to the team.
9. Completer – Finisher
Strength - quality control; protecting team from mistakes, helping to meet deadlines
Weakness – tendency to worry, cannot delegate / The Completer-Finisher pays attention to detail. They are hard working and conscientious. As their title suggests they are good at tying up loose ends. The Completer-Finisher does more that this, however. Because they are also good organisers; they ensure that the detailed aspects of a project, such as testing and general administrative matters are planned into schedules.

Effective Teams:

An effective team has:

· A balance of Leadership, Thinking Power, Expertise, External Awareness, People Skills

· Fewer clashes between individuals who are competing for the same team roles

· A diversity of views and approaches

· A full contribution from each member

· Reduced risk of over-burdening one or two individuals

A Team of 9 is unwieldy, 3 - 5 is often a better number.

Belbin’s 5 Team Principles

Contribution = functional/technical role + team role
Team effectiveness can be enhanced by recognising & adjusting to both functional and team roles
Optimum balance of team roles depends on the goal and the situation
Team role preferences will make it easier for members to perform some functional roles and more difficult to perform others. Eg?
Technical expertise will be used most effectively if there is a balance of team roles