Belbin Effective team

1. BelbinEffective team By Jan Bollen

2. Agenda Lifecycle team/project Forming / Storming / Norming / Performing / Adjouring What is Belbin? Teamroles Action Shaper / Implementor / Finisher Social Coordinator / Teamworker / Resource invetigator Thinking Innovator / Evaluator / Specialist Belbin time sequence Motivation Succes

3. Lifecycle team / project • Forming • Storming • Norming • Performing • Mourning or Adjourning

4. Lifecycle team / project

5. Forming • Forming • Initial enthusiasm, reliance on authority to provide a degree of certainty, establishment and finding out what is expected

6. Storming • Storming • Conflicts arise as team members learn more about each other and the work to be performed • Team members become disillusioned and results are fairly unproductive

7. Norming • Norming • Teams start to put the negative social aspects to one side and now there is more certainty over what has to be done work starts to progress

8. Performing • Performing • This is the peak of performance where teams work synergistically

9. Adjourning • Mourning • This is where the team begins to break up • Motivation for the task has all but dried up and members of the team are being drafted into new teams for further projects

10. What is Belbin / Team roles ? • Belbin have identified nine different behavior types that individuals show in teamwork. • most people have two or three Team Roles that they are most comfortable with • a few other roles they can manage to cover if they need to • and the rest that they prefer not to adopt at all.

11. Belbin team roles

12. Belbin team roles

13. Belbin Action/ Action orientated

16. Shaper/ Teamleader • Provide the necessary drive to ensure that the team keep moving and do not lose focus • Don't be surprised to find that: They could risk becoming aggressive and bad-humoured in their attempts to get things done

19. Company worker/ Implementer • Needed to plan a workable strategy and carry it out as efficiently as possible • Don't be surprised to find that: They might be slow to relinquish their plans in favour of positive changes

22. Completer/ Finisher • Most effectively used at the end of tasks to polish the work for errors, subjecting it to the highest standards of quality control • Don't be surprised to find that: They could be accused of taking their perfectionism to extremes

23. Belbin Social/ People

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26. Chair/ Co-ordinator • Need to focus on the team’s objectives, draw out team members and delegate work appropriately • Don't be surprised to find that: They might over-delegate, leaving themselves little work to do

29. Teamworker • Help the team to gel, using their versatility to identify the work required and complete it on behalf of the team. • Don't be surprised to find that: They might be hesitant to make unpopular decisions

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32. Resource investigator • They provide inside knowledge on the opposition and made sure that the team’s idea will carry to the outside world • Don't be surprised to find that: They might forget to follow up on a lead

33. Belbin Thinking/ Thought orientated

36. Plant / Innovator • Creative out-of-the-box generator of ideas, if a special solution of a problem is needed • Don't be surprised to find that: They could be unorthodox or forgetful

39. Monitor / Evaluator • Provides a logical eye, making impartial judgements where required and weighs up the team's options in a dispassionate way • Don't be surprised to find that: They could be overly critical and slow to come to decisions

42. Specialist • Brings in-depth knowledge of a key area to the team • Don't be surprised to find that: They may have a tendency to focus only on their subject of choice

43. Belbin time sequence

44. Motivation • Poor motivation often leads to: • Increased absenteeism • Increase in the effect of sickness • Lower commitment to tasks • Project timescale slippage • Reduction in Product Quality

45. Succes