Next we will focus on the interpersonal relationships in the team. We need to understand the interpersonal relationships of the team, first of all, the role of the team. In 1976, the British Belbin conducted such a survey and test. He concentrated some people and extracted the best of them to form group A. Then, A few people with the same abilities are assigned to group B, and so on. Finally, those who have the worst abilities and are not competent are assigned to the same group, which is totally a miscellaneous army. After grouping, he began to assign tasks for observation and comparison. After a large experiment, he summarized the performance results of each group of tasks and then compared the ranking. To everyone's surprise, all the star groups were at the top, while the miscellaneous army was at the top. After careful study of the test results, they found that the key factor is: diversity. If the style of each member in a group is quite different, the performance of the Group will be much better. If the style of each member in the group is similar, the performance of this group will be poor. Belbin defines nine types of Team Roles: innovator, information, implementer, promoter, Coordinator, supervisor, perfect, Consortium, and technical expert. These nine types of team roles are actually essential to describe the elements of a team that is expected to achieve maximum success. Belbin believes that although some roles can be concurrently held by one person, the best case is that these roles have different roles. After all, a person's interest is limited, and the wider the scope of both aspects also means that they cannot be further and meticulous in every direction. Let's take a look at the roles below: pl-Innovators are creative. They can come up with new ideas. Without innovators, their thinking will be limited and their ideas will be scarce. However, innovators tend to be far-fetched. Sometimes their ideas and ideas will ignore the details and plans of their actual work. Ri-information providers receive new ideas and communicate effectively with others. They always learn different information about their goals, teams without information will be closed. However, the attention of information providers is easily transferred to new things. The disadvantage of information providers is that they love new things. Im-practitioners have a sense of responsibility, high efficiency, and discipline for their work. Teams without practitioners will appear messy, because the practitioners have a strong planning. However, practitioners lack flexibility and are not interested in unconfirmed ideas, which may easily impede changes. Sh-on the one hand, the promoter must actively and effectively complete the task, and on the other hand, he can receive new ideas from outside. Passionate. Efficiency is not high if there is no promoter. However, it is easy for promoters to get angry and patient. The Co-Coordinator can coordinate different people to complete their tasks. At the same time, both people and goals are taken into account. It is relatively fair to treat others. Team Leadership without coordinators is weakened because the coordinators have a personalized appeal to help the Leaders establish their personal influence. In most cases, the personal creativity of the Coordinator is moderate, and it is difficult to show outstanding advantages and achievements in other aspects. Me-every time the supervisor does one thing, he must think carefully and judge it. Sometimes he prefers to find something wrong and his or her criticism is intense. A team without supervisors will have a great deal of ups and downs. If they do well, they will have a great deal of ups and downs. If they do not do well, no one will have to pick up the issue. Supervisors lack the ability and enthusiasm to inspire others, and sometimes have no logic to sarcasm or ridicule others. Fi-perfectionists emphasize the standards of work and strive for perfection in everything. The line of a team without the perfect person will look rough, because the perfect person pays more attention to quality and standards. The perfect person is easy to be anxious about small things, and sometimes will be picky. Tw-consortium is very cooperative, gentle, and good at resolving various contradictions. The interpersonal relationships of teams without consortium will be tight, and there will be more conflicts. Consortium sees decisions as something that may affect interpersonal relationships. Sometimes they are unwilling to take on the stress of their work and are suspected of shirking their responsibilities. SP-experts are dedicated to the team. They are keen on their own majors and are willing to contribute. They are proud of their professionalism and skills. However, it is very likely that he will focus on technology and ignore the overall situation.
Three factors
Each team is composed of three factors, and any role in the team works around the three factors of the team. The tasks, people, and ideas constitute the triangle of the team. The nine roles of the team play different roles that cannot be ignored. You can take a look at this picture. Innovators are always thinking about it. Information between people, tasks and ideas, practitioners are more inclined to tasks, the probe between tasks and ideas, the coordinator between tasks, people ,. the supervisor is closer to the task itself. The perfect person is between the person and the task, but closer to the task. The Consortium is more concerned with the human factor.
Features of Software Development Team members
Programmers and professional computer workers both have a strong disposition. Computer workers in Moscow and other colleagues around them live in the same city and work together, there are big differences between each other, but the difference is much lower than that of computer workers in Seattle. Australian Rob thomsett discovered that 60% of computer workers belong to a character system: willing to practice, logical, and respectful of facts, they focus on useful things and practical problems. They are not the type that they like to deal with people. Less than 20% of humans belong to this type. So those people-related roles in the software development team, such as consortium. It will be rare.
Team Roles
If a team has a diversity of roles, is everything okay? The answer is not necessarily. The matching between different roles is also very important. If the matching is poor, the interpersonal relationship of the Team will only be worse. For details, refer to the following table. Let's take an example:
| Job cooperation role |
Shangsi |
Same thing |
Subordinate |
| Appreciation |
Not appreciated |
Matching |
Burst |
Manyi |
Not full |
| Innovator pl |
CO/TW |
SH/IM |
CO/RI/TW |
Me/PL/IM |
Im/me |
SH/ri |
| Information provider ri |
Sh |
FI/SP |
Im/TW |
FI/SP |
Fi |
Sh |
| Practitioners im |
SH/PL/FI |
Im |
CO/ME/RI/PL/FI |
Im/PL |
TW |
RI/PL |
| Promoter sh |
CO/me |
Im |
RI/PL |
|
TW/FI |
CO/me |
| Coordinator |
SH/PL |
TW |
TW |
Sh |
PL |
Sh |
| Supervisor me |
CO |
Me/SH |
CO/IM |
Me/FI |
Im |
Me |
| Perfect player fi |
RI/PL/SH |
Fi |
Im |
Ri |
Im |
Ri |
| Aggregated by TW |
Sh |
TW |
TW/PL |
Sh |
SP |
Sh |
| Expert sp |
Im/TW/CO |
SH/ri |
Im/TW |
PL |
Im/TW |
PL |
For example, if the innovator encounters the supervisor of the Facilitator, there should be no problem between them at this time, because the Facilitator is good at integrating different people to achieve the goal. However, if the innovator encounters the boss of the real person, it is often not ideal, because practitioners like to make plans and do not like changes. As a colleague, there is no problem between innovator and consortium, because consortium is good at coordinating interpersonal relationships. But if one innovator meets another innovator's colleague, at this time, the two will debate their respective positions and opinions, and the internal consumption may also occur. The Innovator's leader will be very happy if he meets a subordinate of a Real-person, because someone is pushing his specific work details forward, which is just a complementary one. But he must meet a subordinate of a promoter, conflicts between them may increase.
Perfect team
There is no perfect individual, but there is a perfect team, the team can achieve perfection through the combination of different roles. Each role in the team is accompanied by advantages and disadvantages, respecting the differences between roles and giving full play to individual characteristics. Roles are not good or bad. The key is to find a team that fits the role characteristics.
The conductor of a Boston band said, "If everyone sings the same notes, they will not feel harmonious. If they want to be harmonious, you must make everyone sing different notes, and organize them ". The team's requirements for the diversity of roles are like our requirements for dietary diversity: vegetables, rice, big fish, and big meat.
