In the blog last week, we explored the influence of organisational culture on the preference for either groups or teams in the working environment. This week we will examine the extent to which high performance teams depend on the identification of a balance between contrasting yet complementary team roles. The model of team roles discussed in this blog is drawn from the British researcher and management consultant, R. M. Belbin.
The importance of balanced team roles
Perhaps the most challenging aspect experienced by organisations during the transition from a group based hierarchical structure to a flatter matrix culture is the ability to form several balanced teams, especially at the more senior levels.
One approach aimed at solving this issue is the evidence-based and data-driven model developed by Belbin. This model, extensively used by many organisations, attempts to illustrate how people should contribute, communicate, interact, and behave to maximise the strengths of each team member.
Then, to this end, the initial step is for individuals to complete a self-assessment questionnaire aimed at the identification of their primary team characteristics. More detailed information on the identification of team roles in the Belbin model can be found online. Finally, to avoid this introduction becoming unnecessarily complex, the 9th role of Specialist has not been included.
The 8 Belbin team roles
Put simply, high performance teams require the inclusion of members who can contribute to four primary functions of leading, thinking, networking, and doing or completing as illustrated below.
Networking
Resource investigator | Team worker |
In this role, members contribute positive practical solutions to problems based on their access to a network of contacts, both inside and beyond the organisation. However, they tend to be over optimistic regarding what can be achieved, make promises without considering the consequences, and then lose interest in actual task completion. Strengths Enthusiastic, open-minded, and communicative Development needs Task management and objectives setting skills | In this role, members demonstrate sensitivity to the feelings of others and act as peacemakers when seeking solutions to interpersonal team conflicts. However, being highly people-centred they can fail to focus on task achievement. Strengths Cooperative, diplomatic, and sensitive Development needs Task focus and emotional objectivity |
Leading
Coordinator | Shaper |
In this role, members attempt to summarise, clarify, and synthesise contributions to facilitate team agreements. However, to achieve this outcome, they can become manipulative and careless with time management issues. Strengths Manager, delegator, and decision-maker Development needs Project planning and time management skills | In this role, members tend to make regular early interventions in discussions while frequently engaging in assertive argumentation. However, they can be inclined towards dominating meetings and intervening or interrupting without thinking about the consequences or the feelings of other team members. Then, they can subsequently become sulky or aggressive if challenged or when their proposals are rejected. Strengths Challenging, dynamic, and self-driven Development needs Interpersonal skills and emotional intelligence |
Doing
Implementer | Completer/Finisher |
In this role, while members infrequently contribute to discussions, when they do they contribute practical and efficient ways to manage situations. Moreover, they are also methodical and highly reliable when assigned a task. However, they can lack an ability to think critically or creatively and frequently need to be told what to do in some detail before they can act. Strengths Disciplined, reliable, and efficient Development needs Critical and creative thinking skills | In this role, members focus conscientiously on the important details of task completion. However, they can become stressed when colleagues fail to consider the importance of practical issues. Moreover, they can frustrate other members by making comments such as, ‘I’m sorry, but I’m lost’, ‘Do you mean X?’, ‘Who will do Y?’, or ‘What will happen if …?’ Indeed, they can also be so preoccupied with project details that time management becomes a problem. Strengths Painstaking, focused, and conscientious Development needs Time management and negotiation skills |
Thinking
Monitor/Evaluator | Plant |
In this role, members function as the critical thinker during meetings by challenging weak ideas, inaccuracies in proposed actions, and identifying even minor errors in the evidence. However, they can easily become aggressive, insensitive to the feelings of other colleagues, and surprisingly reckless in terms of the political implications or organisational restraints on the task. Strengths Strategic, discerning, and accurate Development needs Personal and group motivational skills | In this role, members are inclined to contribute infrequently to discussions but occasionally offer highly creative and invaluable solutions to problems. However, they are typically withdrawn for long periods of time and can show frustration at even having to attend meetings that they regard as a waste of their time. Moreover, they tend to also lack emotional intelligence while having limited social skills. Strengths Creative, imaginative, and critical problem-solver Development needs Interpersonal communication skills |
Question 1
How might the roles of Coordinator and Shaper clash during the team decision-making process?
Question 2
Why might Plants occasionally become unpopular with other team members?
Question 3
To what extent might the development of balanced team roles be restricted by cross-cultural issues?
In the blog next week, we will explore the influence of culture when attempting to construct a complementary balance of team roles, focusing on the contrast between introverts and extroverts.
References
Belbin, R. M. (1981). Management teams: why they succeed or fail. Butterworth-Heinemann
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