Belbin's Team Roles - Revision history

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	[[File:Belbin_Group_dynamics2.png\|500px\|thumb\|right\|Figure 2: Team role characteristics and opposing roles <ref name="Circle" /> <ref name="Work" /> <ref name="beyond" />]]		[[File:Belbin_Group_dynamics2.png\|500px\|thumb\|right\|Figure 2: Team role characteristics and opposing roles <ref name="Circle" /> <ref name="Work" /> <ref name="beyond" />]]
	The team roles can be positioned on a scale from being an extrovert to introvert and being stable to restless:<ref name="Circle" />		The team roles can be positioned on a scale from being an extrovert to introvert and being stable to restless:<ref name="Circle" />
	*'''Stable''' individuals are most often sociable and can mostly be accepted by others who experience them to be balanced individuals. However, they also tend to be experienced as careless, lazy and to rarely do their best unless they are under pressure ~~[REF]~~.		*'''Stable''' individuals are most often sociable and can mostly be accepted by others who experience them to be balanced individuals. However, they also tend to be experienced as careless, lazy and to rarely do their best unless they are under pressure.
	*'''Restless''' individuals are often easy to influence. If restlessness is accompanied with high values of self-restraint and discipline, it will often be converted into energy. If there is little self-discipline, restlessness will often either have a disruptive effect on others or result in an unacceptably high degree of internal stress ~~[REF]~~.		*'''Restless''' individuals are often easy to influence. If restlessness is accompanied with high values of self-restraint and discipline, it will often be converted into energy. If there is little self-discipline, restlessness will often either have a disruptive effect on others or result in an unacceptably high degree of internal stress.
	*'''Extroverted''' individuals are aware of the outer world of people and activities. They direct energy and attention outward, get energy by interacting with other people, and by acting ~~[ref]~~.		*'''Extroverted''' individuals are aware of the outer world of people and activities. They direct energy and attention outward, get energy by interacting with other people, and by acting.
	*'''Introverted''' individuals are aware of their own inner world of ideas and experiences. They direct their energy and attention inward and get energy by reflecting on their thoughts ~~[REF]~~.		*'''Introverted''' individuals are aware of their own inner world of ideas and experiences. They direct their energy and attention inward and get energy by reflecting on their thoughts.
	<br />		<br />
	Furthermore, team roles can be split into three categories:<ref name="Circle" />		Furthermore, team roles can be split into three categories:<ref name="Circle" />

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	However, in order to do this, it is necessary for a team to understand both the functional-role and team-role of each team member.		However, in order to do this, it is necessary for a team to understand both the functional-role and team-role of each team member.

	*The '''Functional-Role''' is the contribution to the team based on acquired knowledge and professional experience. This role can easily be detected by the corporate position of the team member as people mostly are hired for the position based on how well they fit to the position. Hence, the description of the position can often be used to describe the team members functional role		*The '''Functional-Role''' is the contribution to the team based on acquired knowledge and professional experience. This role can easily be detected by the corporate position of the team member as people mostly are hired for the position based on how well they fit to the position. Hence, the description of the position can often be used to describe the team members functional role. <ref name="Work" /> <ref name="beyond" /> <ref name="Individual" />

	*The '''Team-Role''' is the contribution to the team based on personal ability and characteristics. This role is harder to discover as requires extensive knowledge about the team members personal attributes such as values and motivation, personality, and mental skills. This is where Belbins team roles step in as a tool to discover and interpret the prefered team-role of a team member.		*The '''Team-Role''' is the contribution to the team based on personal ability and characteristics. This role is harder to discover as requires extensive knowledge about the team members personal attributes such as values and motivation, personality, and mental skills. This is where Belbins team roles step in as a tool to discover and interpret the prefered team-role of a team member. <ref name="Work" /> <ref name="beyond" /> <ref name="History" />

	==Belbin's team roles as a tool==		==Belbin's team roles as a tool==
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	As an example, one section focuses on the question “how do you believe you contribute to a team?”. Here, there are 8 possible answers of which the respondents will have 10 points to distribute across the different answers to describe their role.		As an example, one section focuses on the question “how do you believe you contribute to a team?”. Here, there are 8 possible answers of which the respondents will have 10 points to distribute across the different answers to describe their role.
	In general, These different inventories consist of questions that seek information of the respondent’s behaviour through questioning six factors: values and motivation, personality, mental skills, experience, role-learning, and environment (Figure 1).		In general, These different inventories consist of questions that seek information of the respondent’s behaviour through questioning six factors: values and motivation, personality, mental skills, experience, role-learning, and environment (Figure 1).
	The tool has since its early days gone through several modifications, which includes: re‐defining some of the roles as they carried unwanted associations. Therefore, the role of Company-Worker was changed to Team-Worker, and the Chairman became Co‐ordinator. Furthermore, the addition of the Specialist changed the framework that had been used until now to construct balanced teams. However, the biggest change was the digitalisation of the tool. This meant that the tool now became an automated computer‐based tool with a more refined scoring mechanism. When using Belbin's team roles, the SPI tool will produce a set of reports containing either the 'Self-Perception Only Team-Role Report' (SPOTRR) or the 'Team and Group Team-Role Report' (TGTRR). These two differs as the SPOTRR only entails an explanation of the individual team-role of the respondent, where the TGTRR explains the individual role as well as the composition of a team of respondents. Here, the TGTRR is mostly for evaluating an existing team, whereas the SPOTRR acts as a tool to provide the respondent and their organisation with information on individual role preferences for future team formations.		The tool has since its early days gone through several modifications, which includes: re‐defining some of the roles as they carried unwanted associations. Therefore, the role of Company-Worker was changed to Team-Worker, and the Chairman became Co‐ordinator. Furthermore, the addition of the Specialist changed the framework that had been used until now to construct balanced teams. However, the biggest change was the digitalisation of the tool. This meant that the tool now became an automated computer‐based tool with a more refined scoring mechanism. When using Belbin's team roles, the SPI tool will produce a set of reports containing either the 'Self-Perception Only Team-Role Report' (SPOTRR) or the 'Team and Group Team-Role Report' (TGTRR). These two differs as the SPOTRR only entails an explanation of the individual team-role of the respondent, where the TGTRR explains the individual role as well as the composition of a team of respondents. Here, the TGTRR is mostly for evaluating an existing team, whereas the SPOTRR acts as a tool to provide the respondent and their organisation with information on individual role preferences for future team formations. <ref name="Individual" /> <ref name="Team" />

	===Why use Belbin's team-roles for project-team management===		===Why use Belbin's team-roles for project-team management===

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	==Annotated bibliography==		==Annotated bibliography==
	Some of the materials used for this article is not publicly availiable as it is part of ~~Belbins~~ presentation material. Therefore, the links provided will not ba accessable for people who do not have an active Belbin account. However, these guides was the best material availiable, which is why it has been used for this article. <ref name="History"/> <ref name="Dropped"/> <ref name="Effective"> E-Belbin resources for presentation: Creating an Effective Team, https://e-belbin.com/ </ref> <ref name="Nutshell"> E-Belbin resources for presentation: Team Roles in a Nutshell, https://e-belbin.com/ </ref> <ref name="Dealing"> E-Belbin resources for presentation: Dealing with Different People, https://e-belbin.com/ </ref> <ref name="Description"> E-Belbin resources for presentation: Team Role Summary Descriptions, https://e-belbin.com/ </ref> <ref name="Circle"> E-Belbin resources for presentation: Team Role Circle, https://e-belbin.com/ </ref>		Some of the materials used for this article is not publicly availiable as it is part of Belbin's 'E-Belbin presentation material'. Therefore, the links provided will not ba accessable for people who do not have an active Belbin account. However, these guides was the best material availiable, which is why it has been used for this article. <ref name="History"/> <ref name="Dropped"/> <ref name="Effective"> E-Belbin resources for presentation: Creating an Effective Team, https://e-belbin.com/ </ref> <ref name="Nutshell"> E-Belbin resources for presentation: Team Roles in a Nutshell, https://e-belbin.com/ </ref> <ref name="Dealing"> E-Belbin resources for presentation: Dealing with Different People, https://e-belbin.com/ </ref> <ref name="Description"> E-Belbin resources for presentation: Team Role Summary Descriptions, https://e-belbin.com/ </ref> <ref name="Circle"> E-Belbin resources for presentation: Team Role Circle, https://e-belbin.com/ </ref>
	<br />		<br />
	The Belbin webpage provides a vast amount of information on Belbin theory. However, it is not a good source of information for specific information on aspects other than the actual roles and how to use the tools as a respondent.		The Belbin webpage provides a vast amount of information on Belbin theory. However, it is not a good source of information for specific information on aspects other than the actual roles and how to use the tools as a respondent.

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	==Belbin's team roles as a tool==		==Belbin's team roles as a tool==
	[[File:Belbin_test.png\|500px\|thumb\|right\|Figure 1: The six factors that affects the behaviour/role of a respondent <ref name="Work" /> <ref name="~~Beyond~~" />]]		[[File:Belbin_test.png\|500px\|thumb\|right\|Figure 1: The six factors that affects the behaviour/role of a respondent <ref name="Work" /> <ref name="beyond" />]]

	After having established the nine different team-roles, Dr. Belbin and his colleagues came up with an instrument for quantifying individuals’ team-role preferences. This instrument is known as the Belbin Team Role Self‐Perception Inventory (SPI). The instrument works as an extensive questionnaire that produces a quantitative summary of its respondent’s resemblance with each team role. However, the SPI also consist of a filter mechanism, which detects if respondents are trying to appear more desirable for team performance and labels them as ‘dropped’ <ref name="Dropped">E-Belbin resources for presentation: Explanation of Dropped Points (DP) Self-Perception Inventory, https://e-belbin.com/</ref>. This ensures that the output is more accurate when dealing with different kinds of people.		After having established the nine different team-roles, Dr. Belbin and his colleagues came up with an instrument for quantifying individuals’ team-role preferences. This instrument is known as the Belbin Team Role Self‐Perception Inventory (SPI). The instrument works as an extensive questionnaire that produces a quantitative summary of its respondent’s resemblance with each team role. However, the SPI also consist of a filter mechanism, which detects if respondents are trying to appear more desirable for team performance and labels them as ‘dropped’ <ref name="Dropped">E-Belbin resources for presentation: Explanation of Dropped Points (DP) Self-Perception Inventory, https://e-belbin.com/</ref>. This ensures that the output is more accurate when dealing with different kinds of people.

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	==Team Dynamics==		==Team Dynamics==
	[[File:Belbin_Group_dynamics2.png\|500px\|thumb\|right\|Figure 2: Team role characteristics and opposing roles <ref name="Circle" /> <ref name="Work" /> <ref name="~~Beyond~~" />]]		[[File:Belbin_Group_dynamics2.png\|500px\|thumb\|right\|Figure 2: Team role characteristics and opposing roles <ref name="Circle" /> <ref name="Work" /> <ref name="beyond" />]]
	The team roles can be positioned on a scale from being an extrovert to introvert and being stable to restless:<ref name="Circle" />		The team roles can be positioned on a scale from being an extrovert to introvert and being stable to restless:<ref name="Circle" />
	*'''Stable''' individuals are most often sociable and can mostly be accepted by others who experience them to be balanced individuals. However, they also tend to be experienced as careless, lazy and to rarely do their best unless they are under pressure [REF].		*'''Stable''' individuals are most often sociable and can mostly be accepted by others who experience them to be balanced individuals. However, they also tend to be experienced as careless, lazy and to rarely do their best unless they are under pressure [REF].

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	===~~Use~~ team roles to ~~the advantage of the~~ project===		===How to use different team roles to benefit project performance===
	[[File:Belbin_Teamwork.jpg\|500px\|thumb\|right\| Figure 3: Project progress and appropriate roles for enhanced performance <ref name="Effective"/> <ref name="How"/> <ref name="Work" /> <ref name="beyond" />]]		[[File:Belbin_Teamwork.jpg\|500px\|thumb\|right\| Figure 3: Project progress and appropriate roles for enhanced performance <ref name="Effective"/> <ref name="How"/> <ref name="Work" /> <ref name="beyond" />]]
	In terms of project performance, it is very important that a project manager decides for the purpose of the team. This means that it is necessary to specify what the team is required to do and consider which roles are required to achieve this. Figure 3 shows the team roles that are most appropriate for each of the stages of a project.		In terms of project performance, it is very important that a project manager decides for the purpose of the team. This means that it is necessary to specify what the team is required to do and consider which roles are required to achieve this. Figure 3 shows the team roles that are most appropriate for each of the stages of a project.

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	==Limitations==		==Limitations==
	It is very important to note that roles change over time as team members are influenced by their environment, relations, and experiences. Therefore, it can be necessary to revisit the team roles over time. Furthermore, Belbin theory only focuses on the team role of individuals <ref name="applicability" />. Thus, another approach is needed to discover the perfect composition of functional roles <ref name="~~teambuilding~~"/>. Moreover, some different case studies have questioned the validity of Belbin theory <ref name="applicability" />. And while some of these studies haven't been able to confirm the correlation between balanced team composition and enhanced project performance many project teams have used the tools with excellent results.		It is very important to note that roles change over time as team members are influenced by their environment, relations, and experiences. Therefore, it can be necessary to revisit the team roles over time. Furthermore, Belbin theory only focuses on the team role of individuals <ref name="applicability" />. Thus, another approach is needed to discover the perfect composition of functional roles <ref name="applicability"/>. Moreover, some different case studies have questioned the validity of Belbin theory <ref name="applicability" />. And while some of these studies haven't been able to confirm the correlation between balanced team composition and enhanced project performance many project teams have used the tools with excellent results.


	==Annotated bibliography==		==Annotated bibliography==
	<ref name="History"/> <ref name="Dropped"/> <ref name="Effective"> E-Belbin resources for presentation: Creating an Effective Team, https://e-belbin.com/ </ref> <ref name="Nutshell"> E-Belbin resources for presentation: Team Roles in a Nutshell, https://e-belbin.com/ </ref> <ref name="Dealing"> E-Belbin resources for presentation: Dealing with Different People, https://e-belbin.com/ </ref> <ref name="Description"> E-Belbin resources for presentation: Team Role Summary Descriptions, https://e-belbin.com/ </ref> <ref name="Circle"> E-Belbin resources for presentation: Team Role Circle, https://e-belbin.com/ </ref>		Some of the materials used for this article is not publicly availiable as it is part of Belbins presentation material. Therefore, the links provided will not ba accessable for people who do not have an active Belbin account. However, these guides was the best material availiable, which is why it has been used for this article. <ref name="History"/> <ref name="Dropped"/> <ref name="Effective"> E-Belbin resources for presentation: Creating an Effective Team, https://e-belbin.com/ </ref> <ref name="Nutshell"> E-Belbin resources for presentation: Team Roles in a Nutshell, https://e-belbin.com/ </ref> <ref name="Dealing"> E-Belbin resources for presentation: Dealing with Different People, https://e-belbin.com/ </ref> <ref name="Description"> E-Belbin resources for presentation: Team Role Summary Descriptions, https://e-belbin.com/ </ref> <ref name="Circle"> E-Belbin resources for presentation: Team Role Circle, https://e-belbin.com/ </ref>
			<br />
			The Belbin webpage provides a vast amount of information on Belbin theory. However, it is not a good source of information for specific information on aspects other than the actual roles and how to use the tools as a respondent.
	<ref name="How"> Belbin.com: How to use Belbin Team Role Reports… To Form a team, [online] Available at: https://www.belbin.com/media/1159/belbin-howtousebelbinreports-toformateam-apr2013.pdf </ref>		<ref name="How"> Belbin.com: How to use Belbin Team Role Reports… To Form a team, [online] Available at: https://www.belbin.com/media/1159/belbin-howtousebelbinreports-toformateam-apr2013.pdf </ref>

	<ref name="Description2">Belbin.com: Team role description, [online] Available at: https://www.belbin.com/about/belbin-team-roles/ [Accessed 3 Mar. 2019].</ref>		<ref name="Description2">Belbin.com: Team role description, [online] Available at: https://www.belbin.com/about/belbin-team-roles/ [Accessed 3 Mar. 2019].</ref>
	<ref name="Individual">Belbin.com: Individual reports, [online] Available at: https://www.belbin.com/about/belbin-reports/individual-reports/ [Accessed 3 Mar. 2019].</ref>		<ref name="Individual">Belbin.com: Individual reports, [online] Available at: https://www.belbin.com/about/belbin-reports/individual-reports/ [Accessed 3 Mar. 2019].</ref>
	<ref name="Team">Belbin.com: Team reports, [online] Available at: https://www.belbin.com/media/1159/belbin-howtousebelbinreports-toformateam-apr2013.pdf [Accessed 3 Mar. 2019].</ref>		<ref name="Team">Belbin.com: Team reports, [online] Available at: https://www.belbin.com/media/1159/belbin-howtousebelbinreports-toformateam-apr2013.pdf [Accessed 3 Mar. 2019].</ref>
			<br />
			Dr. Meredith Belbin have published a range of litterature regarding belbin theory. The books of "Team roles at work" and "Beyond the team" are some of the best to understand Belbin theory and the tools that supports the use of the theory.
	<ref name="Work"> BELBIN, R. (1993). TEAM ROLES AT WORK, ROUTLEDGE. </ref>		<ref name="Work"> BELBIN, R. (1993). TEAM ROLES AT WORK, ROUTLEDGE. </ref>
	<ref name="beyond"> Belbin, R. (2012). Beyond the Team. Hoboken: Taylor and Francis.</ref>		<ref name="beyond"> Belbin, R. (2012). Beyond the Team. Hoboken: Taylor and Francis.</ref>
			<br />
			Many articles have been written on the subject of the validity of Belbin theory. This is just one of many, and has been used for this article as it display a non-biased analysis of Belbin theory and tools.
	<ref name="applicability"> Sommerville, J. and Dalziel, S. (1998). Project teambuilding—the applicability of Belbin's team-role self-perception inventory. International Journal of Project Management, 16(3), pp.165-171. </ref>		<ref name="applicability"> Sommerville, J. and Dalziel, S. (1998). Project teambuilding—the applicability of Belbin's team-role self-perception inventory. International Journal of Project Management, 16(3), pp.165-171. </ref>

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	[[File:Belbin_test.png\|500px\|thumb\|right\|alt text]]		[[File:Belbin_test.png\|500px\|thumb\|right\|alt text]]

	After having established the nine different team-roles, Dr. Belbin and his colleagues came up with an instrument for quantifying individuals’ team-role preferences. This instrument is known as the Belbin Team Role Self‐Perception Inventory (SPI). The instrument works as an extensive questionnaire that produces a quantitative summary of its respondent’s resemblance with each team role. However, the SPI also consist of a filter mechanism, which detects if respondents are trying to appear more desirable for team performance and labels them as ‘dropped’ <ref>E-Belbin resources for presentation: Explanation of Dropped Points (DP) Self-Perception Inventory, https://e-belbin.com/</ref>. This ensures that the output is more accurate when dealing with different kinds of people.		After having established the nine different team-roles, Dr. Belbin and his colleagues came up with an instrument for quantifying individuals’ team-role preferences. This instrument is known as the Belbin Team Role Self‐Perception Inventory (SPI). The instrument works as an extensive questionnaire that produces a quantitative summary of its respondent’s resemblance with each team role. However, the SPI also consist of a filter mechanism, which detects if respondents are trying to appear more desirable for team performance and labels them as ‘dropped’ <ref name="Dropped">E-Belbin resources for presentation: Explanation of Dropped Points (DP) Self-Perception Inventory, https://e-belbin.com/</ref>. This ensures that the output is more accurate when dealing with different kinds of people.
	<br />		<br />
	The current version of the SPI consists of 70 inventories which are a series of short questions where the respondents select and weights the answers.		The current version of the SPI consists of 70 inventories which are a series of short questions where the respondents select and weights the answers.
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	*'''Cooperation''' - People interrelate, improvise, and support each other – the individual feels responsible for the process as such, not only his own task.		*'''Cooperation''' - People interrelate, improvise, and support each other – the individual feels responsible for the process as such, not only his own task.

	Furthermore, it is important for a project manager to remember to revisit the team role discussion once in a while to encourage team performance by asking participants to come up with observations regarding the strengths and weaknesses of the team. Here, the project manager can encourage participants to come up with action points to improve team performance, which will force the team to reflect on the team composition and highlight possible improvements for improved project performance.		Furthermore, it is important for a project manager to remember to revisit the team role discussion once in a while to encourage team performance by asking participants to come up with observations regarding the strengths and weaknesses of the team. Here, the project manager can encourage participants to come up with action points to improve team performance, which will force the team to reflect on the team composition and highlight possible improvements for improved project performance <ref name="beyond" />.

	==Limitations==		==Limitations==
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	==Annotated bibliography==		==Annotated bibliography==
			<ref name="History"/> <ref name="Dropped"/> <ref name="Effective"> E-Belbin resources for presentation: Creating an Effective Team, https://e-belbin.com/ </ref> <ref name="Nutshell"> E-Belbin resources for presentation: Team Roles in a Nutshell, https://e-belbin.com/ </ref> <ref name="Dealing"> E-Belbin resources for presentation: Dealing with Different People, https://e-belbin.com/ </ref> <ref name="Description"> E-Belbin resources for presentation: Team Role Summary Descriptions, https://e-belbin.com/ </ref> <ref name="Circle"> E-Belbin resources for presentation: Team Role Circle, https://e-belbin.com/ </ref>
	<ref name="Effective"> E-Belbin resources for presentation: Creating an Effective Team, https://e-belbin.com/ </ref>
	<ref name="Nutshell"> E-Belbin resources for presentation: Team Roles in a Nutshell, https://e-belbin.com/ </ref>
	<ref name="Dealing"> E-Belbin resources for presentation: Dealing with Different People, https://e-belbin.com/ </ref>
	<ref name="Description"> E-Belbin resources for presentation: Team Role Summary Descriptions, https://e-belbin.com/ </ref>
	<ref name="Circle"> E-Belbin resources for presentation: Team Role Circle, https://e-belbin.com/ </ref>

	<ref name="How"> Belbin.com: How to use Belbin Team Role Reports… To Form a team, [online] Available at: https://www.belbin.com/media/1159/belbin-howtousebelbinreports-toformateam-apr2013.pdf </ref>		<ref name="How"> Belbin.com: How to use Belbin Team Role Reports… To Form a team, [online] Available at: https://www.belbin.com/media/1159/belbin-howtousebelbinreports-toformateam-apr2013.pdf </ref>
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	<ref name="Work"> BELBIN, R. (1993). TEAM ROLES AT WORK, ROUTLEDGE. </ref>		<ref name="Work"> BELBIN, R. (1993). TEAM ROLES AT WORK, ROUTLEDGE. </ref>
	<ref name="teambuilding"> Sommerville, J. and Dalziel, S. (1998). Project teambuilding—the applicability of Belbin's team-role self-perception inventory. International Journal of Project Management, 16(3), pp.165-171. </ref>
	<ref name="beyond"> Belbin, R. (2012). Beyond the Team. Hoboken: Taylor and Francis.</ref>		<ref name="beyond"> Belbin, R. (2012). Beyond the Team. Hoboken: Taylor and Francis.</ref>
	<ref name="applicability"> Sommerville, J. and Dalziel, S. (1998). Project teambuilding—the applicability of Belbin's team-role self-perception inventory. International Journal of Project Management, 16(3), pp.165-171. </ref>		<ref name="applicability"> Sommerville, J. and Dalziel, S. (1998). Project teambuilding—the applicability of Belbin's team-role self-perception inventory. International Journal of Project Management, 16(3), pp.165-171. </ref>

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	==Belbin's team roles as a tool==		==Belbin's team roles as a tool==
	[[File:Belbin_test.png\|500px\|thumb\|right\|The six factors that affects the behaviour/role of a respondent <ref name="Work" /> <ref name="Beyond" />]]		[[File:Belbin_test.png\|500px\|thumb\|right\|Figure 1: The six factors that affects the behaviour/role of a respondent <ref name="Work" /> <ref name="Beyond" />]]

	After having established the nine different team-roles, Dr. Belbin and his colleagues came up with an instrument for quantifying individuals’ team-role preferences. This instrument is known as the Belbin Team Role Self‐Perception Inventory (SPI). The instrument works as an extensive questionnaire that produces a quantitative summary of its respondent’s resemblance with each team role. However, the SPI also consist of a filter mechanism, which detects if respondents are trying to appear more desirable for team performance and labels them as ‘dropped’ <ref name="Dropped">E-Belbin resources for presentation: Explanation of Dropped Points (DP) Self-Perception Inventory, https://e-belbin.com/</ref>. This ensures that the output is more accurate when dealing with different kinds of people.		After having established the nine different team-roles, Dr. Belbin and his colleagues came up with an instrument for quantifying individuals’ team-role preferences. This instrument is known as the Belbin Team Role Self‐Perception Inventory (SPI). The instrument works as an extensive questionnaire that produces a quantitative summary of its respondent’s resemblance with each team role. However, the SPI also consist of a filter mechanism, which detects if respondents are trying to appear more desirable for team performance and labels them as ‘dropped’ <ref name="Dropped">E-Belbin resources for presentation: Explanation of Dropped Points (DP) Self-Perception Inventory, https://e-belbin.com/</ref>. This ensures that the output is more accurate when dealing with different kinds of people.
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	==Team Dynamics==		==Team Dynamics==
	[[File:Belbin_Group_dynamics2.png\|500px\|thumb\|right\| Team role characteristics and opposing roles <ref name="Circle" /> <ref name="Work" /> <ref name="Beyond" />]]		[[File:Belbin_Group_dynamics2.png\|500px\|thumb\|right\|Figure 2: Team role characteristics and opposing roles <ref name="Circle" /> <ref name="Work" /> <ref name="Beyond" />]]
	The team roles can be positioned on a scale from being an extrovert to introvert and being stable to restless:<ref name="Circle" />		The team roles can be positioned on a scale from being an extrovert to introvert and being stable to restless:<ref name="Circle" />
	*'''Stable''' individuals are most often sociable and can mostly be accepted by others who experience them to be balanced individuals. However, they also tend to be experienced as careless, lazy and to rarely do their best unless they are under pressure [REF].		*'''Stable''' individuals are most often sociable and can mostly be accepted by others who experience them to be balanced individuals. However, they also tend to be experienced as careless, lazy and to rarely do their best unless they are under pressure [REF].
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	===Use team roles to the advantage of the project===		===Use team roles to the advantage of the project===
	[[File:Belbin_Teamwork.jpg\|500px\|thumb\|right\| Project progress and appropriate roles for enhanced performance <ref name="Effective"/> <ref name="How"/> <ref name="Work" /> <ref name="beyond" />]]		[[File:Belbin_Teamwork.jpg\|500px\|thumb\|right\| Figure 3: Project progress and appropriate roles for enhanced performance <ref name="Effective"/> <ref name="How"/> <ref name="Work" /> <ref name="beyond" />]]
	In terms of project performance, it is very important that a project manager decides for the purpose of the team. This means that it is necessary to specify what the team is required to do and consider which roles are required to achieve this. Figure 3 shows the team roles that are most appropriate for each of the stages of a project.		In terms of project performance, it is very important that a project manager decides for the purpose of the team. This means that it is necessary to specify what the team is required to do and consider which roles are required to achieve this. Figure 3 shows the team roles that are most appropriate for each of the stages of a project.
	As such, Shapers and Co‐ordinators are both very goal‐oriented and more conscious than others of what goals are worth striving for. In the case of the Shaper, a strong sense of urgency is attached to goal achievement. Therefore, these roles are very important in the initial stages of a project where the scope and needs are defined. However, needs are not easily met without good ideas on how to proceed. Thus, Plants and Resource Investigators are also often needed to explore ideas and come up with solutions. Still, ideas are often fated to die unless they can be turned into plans. Hence, a Monitor is needed as they make ideal planners, particularly when it comes to long‐term planning. Additionally, the expertise of the Specialist is required if the plans are to fit requirements. Now, the plans need to be accepted by the team. Here, the Resource Investigators and Teamworkers are needed to secure social acceptance of the plans before the Implementers and Coordinators move in to execute the plan. While the focus of the Implementer is on tasks, the Co‐ordinator performs a complementary role by ensuring that the best human resources are lined up to undertake the work. This can easily be done by one person that covers traits from both team roles and is often beneficial for smooth execution of the plan. Underway, it is necessary to keep Implementers throughout the project work. However, at some point, follow-up is needed to ensure that tasks are completed. Here the Completer plays a crucial role to push the tasks to an end while still keeping the scope and requirements very much in mind<ref name="Effective"/> <ref name="How"/>.		As such, Shapers and Co‐ordinators are both very goal‐oriented and more conscious than others of what goals are worth striving for. In the case of the Shaper, a strong sense of urgency is attached to goal achievement. Therefore, these roles are very important in the initial stages of a project where the scope and needs are defined. However, needs are not easily met without good ideas on how to proceed. Thus, Plants and Resource Investigators are also often needed to explore ideas and come up with solutions. Still, ideas are often fated to die unless they can be turned into plans. Hence, a Monitor is needed as they make ideal planners, particularly when it comes to long‐term planning. Additionally, the expertise of the Specialist is required if the plans are to fit requirements. Now, the plans need to be accepted by the team. Here, the Resource Investigators and Teamworkers are needed to secure social acceptance of the plans before the Implementers and Coordinators move in to execute the plan. While the focus of the Implementer is on tasks, the Co‐ordinator performs a complementary role by ensuring that the best human resources are lined up to undertake the work. This can easily be done by one person that covers traits from both team roles and is often beneficial for smooth execution of the plan. Underway, it is necessary to keep Implementers throughout the project work. However, at some point, follow-up is needed to ensure that tasks are completed. Here the Completer plays a crucial role to push the tasks to an end while still keeping the scope and requirements very much in mind<ref name="Effective"/> <ref name="How"/>.

← Older revision		Revision as of 20:27, 3 March 2019
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	==Belbin's team roles as a tool==		==Belbin's team roles as a tool==
	[[File:Belbin_test.png\|500px\|thumb\|right\|~~alt text~~]]		[[File:Belbin_test.png\|500px\|thumb\|right\|The six factors that affects the behaviour/role of a respondent <ref name="Work" /> <ref name="Beyond" />]]

	After having established the nine different team-roles, Dr. Belbin and his colleagues came up with an instrument for quantifying individuals’ team-role preferences. This instrument is known as the Belbin Team Role Self‐Perception Inventory (SPI). The instrument works as an extensive questionnaire that produces a quantitative summary of its respondent’s resemblance with each team role. However, the SPI also consist of a filter mechanism, which detects if respondents are trying to appear more desirable for team performance and labels them as ‘dropped’ <ref name="Dropped">E-Belbin resources for presentation: Explanation of Dropped Points (DP) Self-Perception Inventory, https://e-belbin.com/</ref>. This ensures that the output is more accurate when dealing with different kinds of people.		After having established the nine different team-roles, Dr. Belbin and his colleagues came up with an instrument for quantifying individuals’ team-role preferences. This instrument is known as the Belbin Team Role Self‐Perception Inventory (SPI). The instrument works as an extensive questionnaire that produces a quantitative summary of its respondent’s resemblance with each team role. However, the SPI also consist of a filter mechanism, which detects if respondents are trying to appear more desirable for team performance and labels them as ‘dropped’ <ref name="Dropped">E-Belbin resources for presentation: Explanation of Dropped Points (DP) Self-Perception Inventory, https://e-belbin.com/</ref>. This ensures that the output is more accurate when dealing with different kinds of people.
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	==Team Dynamics==		==Team Dynamics==
	[[File:Belbin_Group_dynamics2.png\|500px\|thumb\|right\|~~alt text~~]]		[[File:Belbin_Group_dynamics2.png\|500px\|thumb\|right\| Team role characteristics and opposing roles <ref name="Circle" /> <ref name="Work" /> <ref name="Beyond" />]]
	The team roles can be positioned on a scale from being an extrovert to introvert and being stable to restless:<ref name="Circle" />		The team roles can be positioned on a scale from being an extrovert to introvert and being stable to restless:<ref name="Circle" />
	*'''Stable''' individuals are most often sociable and can mostly be accepted by others who experience them to be balanced individuals. However, they also tend to be experienced as careless, lazy and to rarely do their best unless they are under pressure [REF].		*'''Stable''' individuals are most often sociable and can mostly be accepted by others who experience them to be balanced individuals. However, they also tend to be experienced as careless, lazy and to rarely do their best unless they are under pressure [REF].
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	===Use team roles to the advantage of the project===		===Use team roles to the advantage of the project===
	[[File:Belbin_Teamwork.jpg\|500px\|thumb\|right\|<ref name="Effective"/> <ref name="How"/>]]		[[File:Belbin_Teamwork.jpg\|500px\|thumb\|right\| Project progress and appropriate roles for enhanced performance <ref name="Effective"/> <ref name="How"/> <ref name="Work" /> <ref name="beyond" />]]
	In terms of project performance, it is very important that a project manager decides for the purpose of the team. This means that it is necessary to specify what the team is required to do and consider which roles are required to achieve this. Figure 3 shows the team roles that are most appropriate for each of the stages of a project.		In terms of project performance, it is very important that a project manager decides for the purpose of the team. This means that it is necessary to specify what the team is required to do and consider which roles are required to achieve this. Figure 3 shows the team roles that are most appropriate for each of the stages of a project.
	As such, Shapers and Co‐ordinators are both very goal‐oriented and more conscious than others of what goals are worth striving for. In the case of the Shaper, a strong sense of urgency is attached to goal achievement. Therefore, these roles are very important in the initial stages of a project where the scope and needs are defined. However, needs are not easily met without good ideas on how to proceed. Thus, Plants and Resource Investigators are also often needed to explore ideas and come up with solutions. Still, ideas are often fated to die unless they can be turned into plans. Hence, a Monitor is needed as they make ideal planners, particularly when it comes to long‐term planning. Additionally, the expertise of the Specialist is required if the plans are to fit requirements. Now, the plans need to be accepted by the team. Here, the Resource Investigators and Teamworkers are needed to secure social acceptance of the plans before the Implementers and Coordinators move in to execute the plan. While the focus of the Implementer is on tasks, the Co‐ordinator performs a complementary role by ensuring that the best human resources are lined up to undertake the work. This can easily be done by one person that covers traits from both team roles and is often beneficial for smooth execution of the plan. Underway, it is necessary to keep Implementers throughout the project work. However, at some point, follow-up is needed to ensure that tasks are completed. Here the Completer plays a crucial role to push the tasks to an end while still keeping the scope and requirements very much in mind<ref name="Effective"/> <ref name="How"/>.		As such, Shapers and Co‐ordinators are both very goal‐oriented and more conscious than others of what goals are worth striving for. In the case of the Shaper, a strong sense of urgency is attached to goal achievement. Therefore, these roles are very important in the initial stages of a project where the scope and needs are defined. However, needs are not easily met without good ideas on how to proceed. Thus, Plants and Resource Investigators are also often needed to explore ideas and come up with solutions. Still, ideas are often fated to die unless they can be turned into plans. Hence, a Monitor is needed as they make ideal planners, particularly when it comes to long‐term planning. Additionally, the expertise of the Specialist is required if the plans are to fit requirements. Now, the plans need to be accepted by the team. Here, the Resource Investigators and Teamworkers are needed to secure social acceptance of the plans before the Implementers and Coordinators move in to execute the plan. While the focus of the Implementer is on tasks, the Co‐ordinator performs a complementary role by ensuring that the best human resources are lined up to undertake the work. This can easily be done by one person that covers traits from both team roles and is often beneficial for smooth execution of the plan. Underway, it is necessary to keep Implementers throughout the project work. However, at some point, follow-up is needed to ensure that tasks are completed. Here the Completer plays a crucial role to push the tasks to an end while still keeping the scope and requirements very much in mind<ref name="Effective"/> <ref name="How"/>.