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Belbin Teamwork

Improve Communication & Relationship Dynamics Using an Evidence-Based Assessment Tool Webinar 5 ăƒť November 2014


Let’s review how much we like working in teams

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1.

Too much analysis leading to chronic indecision?

2.

Too much brainstorming, not enough practical thinking?

3.

Great plan but poor followthrough?

4.

Logistics and communication are disorganized and challenging?

5.

There is a reluctance to bring up hard truths about the team’s performance?

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Q: Why are we here today? • Teams are crucial for efficiency and quality—and becoming more important • Bad team work experiences are common

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Why Belbin team roles? 1. Intuitive vocabulary for discussing team dynamics 2. Simple tool for diagnosing sources of team conflict 3. Clear guidance on how to fix 4. Evidenced-based – so it works 5. Immediate ROI (same day) Š 2015 Lawyer Metrics

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Q: Is low conflict the touchstone of a high performing team? A: No. High performing teams reduce unproductive conflict. Š 2015 Lawyer Metrics

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1) Recognize and reduce unproductive conflict 2) Accept productive conflict in the service of quality and efficiency

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Practical question asked in the context of MBA Executive Education: What factors explain high performing teams? Theory 1, Intellect: High performing teams are comprised of the members with high mental ability.

Professor Meredith Belbin Š 2015 Lawyer Metrics

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Practical question asked in the context of MBA Executive Education: What factors explain high performing teams? Theory 1, Intellect: High performing teams are comprised of the members with high mental ability. Not true

Professor Meredith Belbin Š 2015 Lawyer Metrics

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Practical question asked in the context of MBA Executive Education: What factors explain high performing teams? Theory 1, Intellect: High performing teams are comprised of the members with high mental ability. Not true Theory 2, Personality: High performing teams is explained by the presence or absence by specific personality types.

Professor Meredith Belbin Š 2015 Lawyer Metrics

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Practical question asked in the context of MBA Executive Education: What factors explain high performing teams? Theory 1, Intellect: High performing teams are comprised of the members with high mental ability. Not true Theory 2, Personality: High performing teams is explained by the presence or absence by specific personality types. Not true

Professor Meredith Belbin Š 2015 Lawyer Metrics

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Practical question asked in the context of MBA Executive Education: What factors explain high performing teams? Theory 1, Intellect: High performing teams are comprised of the members with high mental ability. Not true Theory 2, Personality: High performing teams is explained by the presence or absence by specific personality types. Not true

Professor Meredith Belbin

Theory 3, Team Roles: High performing teams have members who are balanced across a series of team roles. Š 2015 Lawyer Metrics

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“Team role is a tendency to behave, contribute and interrelate with others in a particular way.”

“I dislike this aspect of the work”

“I enjoying doing this type of work”

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Performance principles • Team needs all nine roles; best all nine are someone’s preferred role

Thinking Roles − Plant (PL) − Monitor Evaluator (ME) − Specialist (SP) Social Roles − Coordinator (CO) − Resource Investigator (RI) − Teamworker (TW) Action Roles − Shaper (SH) − Implementer (IMP) − Completer Finisher (CF)

• Team members typically serve more than one role • Members experience stress when working outside preferred role • Performance problems stem from two sources: 1) Void – no team members’ preferred role 2) Surplus – several team members have the same preferred role. •

Problems fixed through: − Communication − Adaption − adding or subtracting team members

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Q: Do high performing lawyers cluster in certain Belbin roles? A: No. High performers, as judged by peers, seen in all nine roles. Š 2015 Lawyer Metrics

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Plant – is a prime source of ideas and innovation Thinking

Contributions to the team • Brings creativity and imagination • Thinks out of the box often

Allowable Weakness Preoccupation with ideas and neglect of practical details.

• Solves difficult problems • Focuses on the ideas and possibilities

Disallowable Stubbornly hanging onto own ideas to detriment of group.

• Formulates new ideas

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Monitor-evaluator – analyzes ideas for feasibility and practicality Thinking

Contributions to the team • Can be strategic and discerning • Sees and judges all options

Allowable Weakness Lacks drive and ability to inspire others. Overly critical.

• Evaluates ideas and decision-making • Assesses problems and solutions

Disallowable Cynicism without logic.

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Specialist – brings expert knowledge and perspectives Thinking

Contributions to the team • Is single-minded, self starting, dedicated • Brings expert knowledge and skills • Contributes a specialized perspective needed for the task

Allowable Weakness Dwells on technicalities. Fails to see the big picture. Disallowable Ignoring factors outside own area of competence.

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Coordinator – controls /organizes team to ensure efficient use of resources Social

Contributions to the team •

Acts as the chairperson

Clarifies objectives and sets agenda

Identifies and distributes roles

Provides performance feedback

Smooths over disagreements

Coordinates contributions

Allowable Weakness A tendency to delegate and facilitate rather than work Disallowable Taking credit for the effort of the team

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Resource Investigator – explores outside resources and develops useful contacts Social

Contributions to the team •

Explores outside opportunities

Brings in information from outside the team

Keeps up to date on newest thinking

Connects with others on other teams

Allowable Weakness Overly optimistic. Prone to lose interest after initial enthusiasm has passed. Disallowable Letting people down by neglecting the follow-up arrangements.

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Teamworker– helps colleagues achieve and maintain effectiveness Social

Contributions to the team •

Is co-operative, perceptive and diplomatic

Listens and averts friction

Builds on others’ suggestions

Fosters team spirit

Facilitates positive team dynamics

Allowable Weakness Can be indecisive in crunch situations. Disallowable

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Avoiding situations involving conflict and pressure.

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Shaper – gives shape and form to the team’s activities Action

Contributions to the team •

Sets objectives and establishes priorities

Co-ordinates the task

Intervenes when teams veer off course

Challenges and thrives on pressure

Possesses drive and courage to overcome obstacles

Commands respect and inspires enthusiasm

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Allowable Weakness Prone to frustration, irritation; can be insensitive, too direct. Disallowable Inability to let go with good humor or apology.

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Implementer – translates ideas into a practical plan to execute systematically Action

Contributions to the team • Helps structure tasks • Turns ideas into practical actions

Allowable Weakness Adheres to established ways. Slow to respond to new possibilities.

• Clarifies objectives and sorts out details • Commits easily to team objectives

Disallowable Obstructing change.

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Completer-finisher – ensures team efforts are as perfect as possible Action

Contributions to the team •

Is painstaking in detail and conscientious

Searches out errors and omissions.

Sweats the small details

Delivers on time

Allowable Weakness Inclined to worry unduly. Reluctant to delegate. Perfectionist. Disallowable Obsessional behavior

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Q: Do lawyers cluster in certain Belbin roles? A: Yes. − ME and IMP more common − RI and TW less common

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Key to Belbin is balancing of roles Role

Team Member 1

Team Member 2

Team Member 3

Team Member 4

Team Member 5

Team Member 6

Team Member 7

Thinking

PL ME SP

Action

IMP CF SH

Social

CO RI TW © 2015 Lawyer Metrics

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Example: Lawyer Metrics Team Role

Bill

Ramla

LM3

LM4

LM5

LM6

LM7

Thinking

PL ME SP

Action

IMP CF SH

Social

CO RI TW © 2015 Lawyer Metrics

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Social

Action

Thinking

Example: Lawyer Metrics Team Role

Bill

PL

1

ME

3

SP

8

IMP

9

CF

6

SH

4

CO

7

RI

2

TW

5

Ramla

LM3

LM4

© 2015 Lawyer Metrics

LM5

LM6

LM7

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Social

Action

Thinking

Example: Lawyer Metrics Team Role

Bill

PL

1

ME

3

SP

8

IMP

9

CF

6

SH

4

CO

7

RI

2

TW

5

Ramla

LM3

LM4

© 2015 Lawyer Metrics

LM5

LM6

LM7

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Social

Action

Thinking

Example: Lawyer Metrics Team Role

Bill

Ramla

PL

1

8

ME

3

3

SP

8

2

IMP

9

1

CF

6

5

SH

4

6

CO

7

4

RI

2

7

TW

5

9

LM3

LM4

© 2015 Lawyer Metrics

LM5

LM6

LM7

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Social

Action

Thinking

Example: Lawyer Metrics Team Role

Bill

Ramla

LM3

LM4

LM5

LM6

LM7

PL

1

8

3

1

1

7

4

ME

3

3

2

5

3

5

8

SP

8

2

1

6

2

8

5

IMP

9

1

6

8

5

3

6

CF

6

5

7

2

4

6

9

SH

4

6

5

3

6

2

1

CO

7

4

8

7

8

4

2

RI

2

7

4

4

7

9

3

TW

5

9

9

9

8

1

7

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Q: What is evidence that balanced teams perform better?

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A typical example of Belbin’s ability to predict the order of finish of teams in Henley Management Simulations

See R. Meredith Belbin, Management Teams: Why the Succeed or Fail (3rd ed. 2010), Figures 13.1 & 13.2

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Q: How do we know if our role preference has become a disallowable weakness? A: Belbin Report that includes observer feedback (360)

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Observers assign adjectives: 1) List for strengths 2) List for weaknesses

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Observer Feedback based on 6 observers

Unanimous attributes Occasionally observed

Occasionally Observed Not seen

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Disallowable if ratio of positive to negative is less than 5 to 1 Disallowable

Disallowable

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Profile for Lawyer Metrics

Belbin Teams  

After two decades of research, the British social scientist Meredith Belbin unraveled the mystery of teams; this webinar explains how fillin...

Belbin Teams  

After two decades of research, the British social scientist Meredith Belbin unraveled the mystery of teams; this webinar explains how fillin...

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