CONTENTS
INTRODUCTION 3
Plant 4
Resource Investigator 4
Co-ordinator 4
Shaper 4
Monitor Evaluator 4
Team worker 5
Implementer 5
Completer 5
Specialist 5
Belbin group roles score graph 6
Belbin Group Role Questionnaire Score Sheet 6
STRENGTHS AND WEAKNESS 7
Implementer 7
Co-ordinator 8
Shaper 8
Monitor Evaluator 8
Resource Investigator 9
Positive Comments 11
Neutral comments 11
Negative comments 11
What can we do to make this group a high performing team? 13
Specifically designed for teams 15
Designed to be used in a work setting 15
Measures behaviors, not personality 15
Has a Cultural Bias 16
Belbin Team Roles is widely used for team building. 16
Not all roles are recognisable 16
CONCLUSION 18
REFERENCES 19
INTRODUCTION
It is usually not a good idea to select a team randomly. For this reason studies were
performed on what criteria would best suit the needs of the best team possible.
The Belbin Team Role of Self Perception was designed to measure behavioural ‐
characteristics which individuals present when working in teams. According to Belbin, a
strong and effective team needs to have the effect of a balance of all 9 roles Belbin
proposes in his model. As such the belief is that the roles of individuals become a natural
role.
The prevalence of each team role is calculated by combining the individual role scores of
team members. It is then possible to analyse relationships between team roles ‘tendencies’
and team performance.
A sample of 7 individuals has been used to make our assessment of the group.
A questionnaire was completed by each individual to calculate the score of each one to
confirm what the strong and weak points were. We will as such discuss the roles of the
team in greater detail.
The theory of Team Roles is concerned with recognizing strengths and weaknesses, but
also with refining strengths to becoming a classical, strong example of a given Team Role
type.
DEFINITION OF BELBIN’S TEAM ROLE CHARACTERISTICS
Plant
These are creative, imaginative, unorthodox people in a group. They have an ability to
solves difficult problems, and they normally ignore incidentals. Sometimes they are too
preoccupied to communicate effectively. They have a strong ownership of idea when
co-operating with others and would yield better results.
Resource Investigator
These members are usually extrovert in their nature, enthusiastic and communicative. They
explore opportunities, develop contacts and are
overly optimistic. They lose interest once initial enthusiasm has passed, also
let people down by neglecting to make follow-up arrangements.
Co-ordinator
These people are mature, confident and are good chairpersons. They clarify goals, promote
decision-making and delegate well to other team members. At the same time they can be
seen as manipulative. Sometimes they would offload personal work to others and take
credit for the effort of the team.
Shaper
Shapers enjoy challenges, are dynamic and thrive on pressure. They are driven and have
courage to overcome any obstacles. Normally prone to provocation and can offend others
easily. They are not good with apologies and having good humour.
Monitor Evaluator
These people are sober minded, strategic and discerning. They have the ability to see all
options. They have good judgement and are very accurate. They however lack drive and
the ability to inspire others. They are doubters with little logic.
Team worker
Team workers are co-operative, gentle, perceptive and tactful. They have listening skills
and have a tendency to avoid friction. They cannot easily make decisions under stress and
as such they avoid situations with lots of pressure.
Implementer
The implementer is disciplined, reliable, conservative and very efficient. When a situation
arises which require them to change they are a little inflexible. They find it hard to respond
to new possibilities and they will obstruct change.
Completer
A completer is a much more careful, meticulous and anxious person. They have the
tendency to be searchers of errors and omissions. They usually deliver on time, even
though they worry unnecessarily. They don’t easily pass work to others even when there is
pressure, and thus they display obsessive behaviour.
Specialist
These people are single-minded although they are self-starting and dedicated. They don’t
usually provide knowledge and their skills; they share very little information with the
team. They have a tendency to linger on technicalities and are not interested in anything
else either than what they know.
Belbin group roles score graph
Belbin Group Role Questionnaire Score Sheet
Team: PM
Implementor Co-ordinator Shaper Plant Resource Investigator Monitor Evaluator Team
worker Completer Finisher Specialist
I g d i c a h b e f
II a b i g c d f h e
III h a c d f g i b e
IV d h b e g c i f a
V b f i h e a c g d
VI f c g a h e b d i
VII e g a f d i h c b
Total 13 13 10 2 6 7 7 6 6 70
STRENGTHS AND WEAKNESS
Our group is made out of a mixture of all nine facets of Belbin’s model. The fields that are
most predominant are the Implementer, Co-ordinator and Shaper. Secondary are the
Resource investigators and the team workers with the least focused on being the Completer
Finisher, Specialist and the Planter.
STRENGTHS OF THE TEAM
Implementer
The implementer came to the fore as one of the predominant aspect within the group. The
team was faced with challenges to create practical systems and processes. Practicality was
what the team needed for the team to move forward.
The members with the implementer skills were reasonably well informed and experienced
in group work.
As all the members come from different work back grounds and from different industries
there was a reasonable variance of information inflow. Everyone’s different but yet similar
experiences led to a flow of work ideas pertaining to our exercise which was brainstormed
and decided upon.
Members took it upon themselves to undertake the tasks provided to them but at times with
