Belbin Team Roles, also known as the Belbin Team role table)

 

Belbin Team role, also known as the Belbin Team role table)

Directory [Hide] 1. What is berbin team role theory? 2 limitations of the berbin team Role Model 3 Application of bell bin team Role Theory 4 Bell bin team role self-test questionnaire 5 related books

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What is berbin team role theory?

After years of research and practice in Australia and the UK, Dr. berbin, former Director of Cambridge Industrial Training and Research Department, and his colleagues put forward the famous berbin team role theory, that is to say, a reasonably structured team should be composed of eight people. The eight team roles are:

　　1. company worker)

Typical features of A: Conservative, obedient, and pragmatic.

B. Positive features: organizational skills, practical experience, hard work, and self-binding

Vulnerabilities that C can tolerate: lack of flexibility; not interested in ungrasped ideas

D. Role in the team

1. Convert conversations and suggestions to actual steps

2. Consider what works and what doesn't work.

3. Sort out suggestions so that they can work with the plan that has reached consensus and the existing system

　　2. Coordinator)

Typical features of A: Calm, self-confidence, and ability to control the situation

B. Positive characteristics: it is more objective to read valuable opinions without prejudice.

Vulnerabilities that C can tolerate: not extraordinary in terms of intelligence and creativity

D. Role in the team

1. Clarify the goals and directions of the team

2. Select the problems to be decided and clarify their order

3. helps determine the division of roles, responsibilities, and work boundaries in the team

4. Summarize the feelings and achievements of the team and the suggestions of the team.

　　3. promoter SH (shaper)

Typical features of A: Agile thinking; cheerful; Active Exploration

B. Positive characteristics: be motivated and ready to challenge traditions, inefficiency, and complacency

Vulnerabilities that C can tolerate: It can arouse disputes, be impulsive, and be impatient.

D. Role in the team

1. Find and discover possible solutions in the team discussion

2. Forming tasks and objectives in the team

3. Push teams to reach consensus and make decisions

　　4. Smart multi-star pL (planter)

Typical features of A: personality; profound thoughts; eclectic

B. Positive features: Brilliant, imaginative, intelligent, and wide-ranging knowledge

Vulnerabilities that can be tolerated by C: High, detail-free, and etiquette-free

D. Role in the team

1. provide suggestions

2. criticize and help bring forward the opposite opinion

3. New views on the proposed Action Plan

　　5. diplomat RI (resource Investigator)

Typical features of A: extroverted, enthusiastic, curious, widely connected, and well-informed

B. Positive features: ability to have a wide range of contacts; constant exploration of new things; courage to meet new challenges

C. tolerable weakness: instant transfer of interests

D. Role in the team

1. Make suggestions and introduce external information

2. Contact with individuals or groups holding other opinions

3. participate in consultative activities

　　6 supervisor me (Monitor evaluator)

Typical features of A: sober, rational, and cautious

B. Positive characteristics: strong judgment, strong resolution, and practical

C. tolerable weakness: lack of the ability to encourage and inspire others, and self-sufficiency of others.

D. Role in the team

1. analyze problems and scenarios

2. simplify complicated materials and clarify ambiguous issues

3. Evaluate others' judgment and role

　　7. Consortium TW (team worker)

Typical features of A: Good At interpersonal communication; gentle; sensitive

B. Positive characteristics: ability to adapt to the surrounding environment and people; ability to promote team cooperation

C. tolerable weakness: often indecisive in critical moments

D. Role in the team

1. Give support to others and help others

2. Break the silence in the discussion

3. Take action to reverse or overcome team differences

　　8 Finisher)

Typical Characteristics of A: diligence and order; seriousness; a sense of urgency

B. Positive characteristics: idealistic; pursuing perfection; perseverance

Vulnerabilities that C can tolerate: often sticking to details; easy to worry; not free and easy

D. Role in the team

1. Emphasize the objectives and requirements of the task and the calendar of activities

2. Find and point out errors, omissions, and neglected content in the solution

3. stimulate others to participate in activities and make team members feel time-pressed

　　

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Limitations of the berbin team Role Model

Although we can compare the roles of the Belbin Team with the management team section, however, we must be aware that the berbin team role represents a kind of personal behavioral characteristics, rather than personality or thinking type, that are presented by self-managing tasks and activities. Although there are various tests to help you determine the desired team role, this does not mean that you cannot assume other roles in practice.

In large projects, Team activities are often attributed to team workflows.

• Bell bin admitted that if a group of shapers and a group of good gentlemen (yes man) are in the team, the performance of this team is usually high, especially when people have high expectations for the team.
• In the actual process of project execution, Team activities are constantly changing.
• In practice, more than one shapers may be required to bring more ideas and opinions to the team.
• This model does not include interpersonal relationships into consideration.
• There may be team members who do not like each other and do not buy accounts. It is difficult for them to get along with each other and work together.

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Application of berbin team Role Theory

(1) Complete roles. Only when the roles are complete can the functions be complete. As Dr. bellbin said, I cannot use my theory to assert that a group will succeed, but I can predict that a group will fail. Therefore, a successful team should first be a comprehensive balance of the eight roles of the Real-person, information, Coordinator, supervisor, promoter, Consortium, innovator and perfectionist.

(2) personnel shortage, employing director. Good understanding is the basic quality that every manager should possess. When building a team, managers should fully understand the basic characteristics of each role, be considerate, and employ their talents. In practice, managers who are truly successful have a thorough understanding of the characteristics of their subordinates, and only teams established on this basis can truly optimize the temperament structure, become a high-performance team.

(3) respect for differences and complement each other. There is almost no ideal candidate for a given job that meets all our requirements. However, a team composed of individuals can be perfect-it is not a simple list combination of individual members, but a complementary relationship between the team role and the team's temperament structure. This kind of heterogeneity and diversity in the system makes the entire team dynamic and dynamic.

(4) enhanced elasticity and active position filling. In general, to form a successful team, it is necessary to form an atmosphere of collective decision-making, mutual responsibility, democratic management, and self-supervision among the team members, this is the key difference between teams and traditional organizations and general groups. In addition, from the perspective of team role theory, we should also pay special attention to cultivating the awareness of active position filling for team members-that is, when a team lacks the above eight types of team roles, its members should be able to enhance elasticity and switch their team roles with the conditions allowed, so as to make the team's temperament structure reasonable as a whole, in order to better achieve the common performance goals of the team. In fact, the conversion of team roles is also possible because most people have dual or even multiple factors in personality and endowment. This is also evidenced by our testing results and practices.

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Bell bin team role self-test questionnaire

Note: answers to the following questions may depict your behavior to varying degrees. There are eight sentences for each question. Please allocate the total score to the eight sentences for each question. The principle of allocation is: the sentence that best reflects your behavior is the highest score, and so on. In the most extreme case, it may be a sentence that is allocated to a very large number of users. Enter the score in the following table based on your actual situation. Here, we have an Excel file to help you verify the scores of each question.

1. I think I can contribute to the team:

A. I can quickly discover and seize new opportunities.

B. I can work with various types of people.

C. I was born with an idea.

D. My ability is to recommend some people who are very valuable in achieving the collective goal in a timely manner.

E. I can accomplish things, which depends mainly on my personal strength.

F. If it can eventually lead to beneficial results, I am willing to face the temporary cold reception.

G. I usually realize what is real and what is possible.

H. when selecting an action plan, I can propose a reasonable alternative without preference or prejudice.

2. My possible weaknesses in my team are:

A. if the meeting is not well organized, controlled, and presided over, I will feel unhappy.

B. I tend to be too tolerant to those who have high opinions but have not properly published them.

C. As long as new ideas are collectively discussed, I always say too much.

D. My Objective algorithms make it difficult for me to integrate with my colleagues.

E. I sometimes feel so strong and disconnected when I have to make things happen.

F. I may find it difficult to distinguish myself from others because I have paid too much attention to the collective atmosphere.

G. I am easy to fall into an unexpected imagination and forget what is going on.

H. My colleagues think that I pay too much attention to the details and there is always no need to worry about making things worse.

3. When I work with others:

A. I have the ability to influence other people without putting any pressure on them.

B. I always pay attention to avoiding carelessness and negligence at work.

C. I am willing to put pressure in exchange for action to ensure that the meeting is not a waste of time or too far away from the question.

D. I am one of the best in providing my own insights.

E. I am always happy to support positive suggestions related to the common interests of everyone.

F. I am keen on seeking for the latest ideas and new developments.

G. I believe that my judgment will help you make the right decisions.

H. What I can rest assured is that I am well organized for the most basic jobs ".

4. My work team has the following features:

A. I am interested in learning more about my colleagues.

B. I often challenge others' opinions or stick to my opinions.

C. During the debate, I usually find arguments to overturn unreasonable ideas.

D. I think that as long as the plan must start to be executed, I can push the work.

E. I intentionally avoid making myself too prominent or unexpected.

F. I can do everything I want to do.

G. I am happy to contact people other than my team.

H. Although I am interested in all my views, this does not affect my determination when necessary.

5. At work, I was satisfied because:

A. I like to analyze the situation and weigh all possible options.

B. I am interested in finding feasible solutions to the problem.

C. I feel that I am promoting a good working relationship.

D. I can have a strong influence on decision-making.

E. I can adapt to new people.

F. I can allow people to reach an agreement on a certain necessary action.

G. I feel that I have a kind of temperament that can bring me into my work.

H. I am very happy to find a place where I can use my imagination.

6. If I am suddenly given a difficult job and have limited time, I am not familiar with it:

A. before there is a new solution, I would rather hide in the corner to come up with a solution to free myself from difficulties.

B. I prefer to work with people who show positive attitudes.

C. I would imagine reducing the burden of work by employing a director.

D. My natural sense of urgency will help us not fall behind the plan.

E. I think I can keep my mind calm and think about problems in a systematic manner.

F. Despite all the difficulties, I can ensure that my goals are consistent.

G. If the collective work is not progressing, I will take positive measures to promote it.

H. I am willing to start extensive discussions to stimulate new ideas and promote my work.

7. problems encountered when working in a team or with people around you:

A. It is easy for me to be impatient with those who are holding forward.

B. Others may criticize me for being too analytical and lack intuition.

C. I have the desire to do a good job and ensure the continuous progress of my work.

D. I often get bored. I need one or two passionate people to cheer me up.

E. If the goal is unclear, it is very difficult for me to get started.

F. I am sometimes not good at explaining and clarifying complex problems I have encountered.

G. I consciously turn to others for things I cannot do.

H. When I conflict with the real opposite, I am not sure that the other party can understand my point of view.

The self-evaluation analysis table is attached.

Question

CW

CO

Sh

PL

Ri

Me

TW

Fi

I

G

D

F

C

A

H

B

E

II

A

B

E

G

C

D

F

H

3.

H

A

C

D

F

G

E

B

Thu

D

H

B

E

G

C

A

F

V.

B

F

D

H

E

A

C

G

Sat.

F

C

G

A

H

E

B

D

VII.

E

G

A

F

D

B

H

C

Total

A well-structured team should have the following eight team roles, that is, "real experts", "coordinators", "promoters", "smart Stars", "Diplomats", "listener evaluators", "consorters", and "perfectionists ".