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Copy of Belbin
Transcript of Copy of Belbin
Belbin Team Role Self-Perception Inventory was designed to measure behavioural characteristics that individuals display when working in teams
As Belbin measures behaviours rather than personality it is not considered to be a psychometric test. Rather personality is one of the many factors that can influence behaviour
This means that whilst personality traits are acknowledged to be fairly constant (eg, MBTI), behaviour can change more readily, adapting to changes in any of those factors that influence it
Purpose of Belbin
Belbin Team Profiles – Understanding roles for a high performing team – Halton CCG Team Development Event Friday 18th July 2014
Scoring of the Belbin Self-Perception Inventory
Individuals are asked to provide a score of 10 in total across each section of the inventory. For example, if an individual identifies with 2 of the statements, then a score of 5 per statement will be given. If an individual identifies with 4 statements, but 2 are more relevant that the other 2, then a score of 3,3,2,and 2 might be provided. All sections must add up to a total of 10.
Individuals are asked not to mark in extremes – either 10 marks for one answer or 1 mark to all 10 questions
Example of scoring matrix
Time to complete the questionnaire – 20 minutes + 10 minutes scoring
How does Belbin work?
Through the Team Role Self-Perception Inventory, individuals will probably find they occupy more than one team role. Through the self-perception inventory individuals will understand their preferred roles, their manageable roles, and their least preferred roles within a team setting
The theory of team roles is concerned not just with acknowledging strengths and weaknesses, but also in cultivating strengths to becoming a model, strong example of a given Team Role Type
Completion of the Belbin Self-Perception Inventory
The model consists of 8 dimensions (team roles), each dimension consists of a number of questions under a statement heading.
The statement heading gives a work-based scenario or situation with which an individual can identify. This is intended to anchor the behaviours described in a familiar work context and to encourage individuals to reflect and draw on their own examples from work
Alison Johnson, John Holden
Organisational Development Team
Monitor Evaluator (ME):
Monitor Evaluator (ME):
One by one, other team roles began to emerge.
The Monitor Evaluator was required to provide a logical eye, make impartial judgements, and to weigh up the team’s options in a dispassionate way.
Co-ordinators were needed to focus on the team’s objectives, draw out team members, and delegate work appropriately.
When the team is at risk at becoming isolated and inwardly focused, the resource investigator provide inside knowledge on the opposition and make sure that the team’s idea will carry to the world outside the team
Resource Investigator (RI):
Implementers are needed to plan a practical, workable strategy and carry it out as efficiently as possible
Completer finishers are most effectively used at the end of a task, to “polish” and scrutinise the work for errors, subjecting it to the highest standards of quality control.
Completer Finisher (CF):
Team workers help the team to gel, using their versatility to identify the work required and complete it on behalf of the team.
Challenging individuals, known as shapers, provide the necessary drive to ensure that the team keeps moving and does not lose focus or momentum
Balance is key: Each of the Belbin role behaviours is essential in getting the team successfully from start to finish. For example, a team with no plants may struggle to come up with an initial spark of an idea. However, with too many plants, bad ideas can conceal good ones and non-starters get too much air time.
Similarly for shapers, in-fighting can occur whilst with no shapers, a team might amble along with no clear purpose and drive.
Plants can be unorthodox or forgetful
Resource Investigators might forget to follow up on a lead
Monitor Evaluators can be overly critical and slow moving
Co-Ordinators might over-delegate leaving themselves little work to do
Implements can be slow to relinquish their plans in favour of positive changes
Completer Finishers can be accused of taking their perfectionism to extremes
Team workers can become indecisive when unpopular decisions needs to be made
Shapers can risk becoming aggressive and bad-tempered in their attempts to get things done
Strengths and ALLOWABLE Weaknesses
Create 2 teams randomly
Each team will be given a task to focus on for 30 minutes
Each team will be assigned an observer who will observe the interaction with team roles, not the detail of the activity
Feedback across both teams on progress, interactions, decisions and actions (including observer feedback)
Design and preparation for the “Sharing Event Day” on 24.9.14 for all staff, governing body and clinical leads. This will be held as part of the AGM day
Website redesign to include roles and responsibilities, team profiles etc.
Tasks – both arising from Staff Culture Survey Action Plan
This was the first role Belbin identified. The role was so-called because one individual was “planted” in each team.
These individuals seem to be highly creative and good at solving problems in unconventional ways.