Effective teams with Belbin - Revision history

Hannah Strunge Nissen: /* Annotated bibliography */

2022-03-20T13:31:25Z

Annotated bibliography

← Older revision		Revision as of 13:31, 20 March 2022
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	'''B. Carter., A. W. Phillips., K. (2017). The double-edged sword of diversity: Toward a dual pathway model. ''Wiley-Blackwell''.''' This paper examines how diversity influences individuals and groups. It is argued that diverse groups will focus less on forming a relationship and use the differences to perform in the task, by using their different opinions and perspectives. The paper states that it is about finding the right balance in the group. Finally, a theoretical model is proposed on how diversity affects group processes and performance.		'''B. Carter., A. W. Phillips., K. (2017). The double-edged sword of diversity: Toward a dual pathway model. ''Wiley-Blackwell''.''' This paper examines how diversity influences individuals and groups. It is argued that diverse groups will focus less on forming a relationship and use the differences to perform in the task, by using their different opinions and perspectives. The paper states that it is about finding the right balance in the group. Finally, a theoretical model is proposed on how diversity affects group processes and performance.

	'''AXELOS. (2017). Managing Successfull Projects with PRINCE2.~~'''~~ ''The Stationery Office''. PRINCE2 provides the basics for managing a project successfully and is proven to be the best practice and governance for project management. PRINCE2 is one of the most used methods for managing projects globally. The management method is based on experience from projects, project- managers and teams, etc. PRINCE2 is designed so it can be applied to any type of project. furthermore, it can help organizations improve across multiple areas.		'''AXELOS. (2017). Managing Successfull Projects with PRINCE2. ''The Stationery Office''.''' PRINCE2 provides the basics for managing a project successfully and is proven to be the best practice and governance for project management. PRINCE2 is one of the most used methods for managing projects globally. The management method is based on experience from projects, project- managers and teams, etc. PRINCE2 is designed so it can be applied to any type of project. furthermore, it can help organizations improve across multiple areas.

	== References ==		== References ==
	<references/>		<references/>

Hannah Strunge Nissen: /* Diversity in groups */

2022-03-19T16:14:45Z

Diversity in groups

← Older revision		Revision as of 16:14, 19 March 2022
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	=== Diversity in groups ===		=== Diversity in groups ===
	With different qualities and skills, the degree of diversity and cooperation in groups will vary a lot through different sets of groups. Belbin believes that with a great amount of diversity a team will perform better, and the management will improve.		With different qualities and skills, the degree of diversity and cooperation in groups will vary a lot through different sets of groups. Belbin believes that with a great amount of diversity a team will perform better, and the management will improve.
	Others have found that diversity can contribute to creativity and innovation, but also increase the possibility of a relationship conflict. Diversity can be explained in different categories. There is the surface level diversity, which can be race, age, and gender and there is the deep level of diversity, which are knowledge, skills, and experience <ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))" >2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model</ref>. Deep level diversity represents the characteristics from which Belbin is measuring his Team roles. Studies have shown that team members with surface-level diversity are more prone to have lower levels of satisfaction, worse communication, and higher levels of conflict. Surface-level diversity can be affecting performance whereas the deep-level differences can contribute positively to the task. Furthermore, it is shown that diversity in groups (compared to groups with similar members) is better at focusing on a task, considering the perspectives of others, and exerting more effort, which can contribute to more creativity and higher performance.<ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))">2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model,</ref>		Others have found that diversity can contribute to creativity and innovation, but also increase the possibility of a relationship conflict. Diversity can be explained in different categories. There is the surface level diversity, which can be race, age, and gender and there is the deep level diversity, which are knowledge, skills, and experience <ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))" >2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model</ref>. Deep level diversity represents the characteristics from which Belbin is measuring his Team roles. Studies have shown that team members with surface-level diversity are more prone to have lower levels of satisfaction, worse communication, and higher levels of conflict. Surface-level diversity can be affecting performance whereas the deep-level differences can contribute positively to the task. Furthermore, it is shown that diversity in groups (compared to groups with similar members) is better at focusing on a task, considering the perspectives of others, and exerting more effort, which can contribute to more creativity and higher performance.<ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))">2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model,</ref>

	== Limitation and validation ==		== Limitation and validation ==

Hannah Strunge Nissen: /* Diversity in groups */

2022-03-19T16:14:10Z

Diversity in groups

← Older revision		Revision as of 16:14, 19 March 2022
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	=== Diversity in groups ===		=== Diversity in groups ===
	With different qualities and skills, the degree of diversity and cooperation in groups will vary a lot through different sets of groups. Belbin believes that with a great amount of diversity a team will perform better, and the management will improve.		With different qualities and skills, the degree of diversity and cooperation in groups will vary a lot through different sets of groups. Belbin believes that with a great amount of diversity a team will perform better, and the management will improve.
	Others have found that diversity can contribute to creativity and innovation, but also increase the possibility of a relationship conflict. Diversity can be explained in different categories. There is the surface level diversity, which can be race, age, and gender and there is the deep level of diversity, which are knowledge, skills, and experience <ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))" >2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model</ref>. Deep level diversity represents the characteristics from which Belbin is measuring his Team roles. Studies have shown that team members with surface-level diversity are more prone to have lower levels of satisfaction, worse communication, and higher levels of conflict. Surface-level diversity can be affecting performance whereas the deep-level differences can contribute positively to the task. However, for this to happen the individual must be able to bring new information to the group that is relevant for the project and still, besides the surface diversity, be able to communicate with the group. Furthermore, it is shown that diversity in groups (compared to groups with similar members) is better at focusing on a task, considering the perspectives of others, and exerting more effort, which can contribute to more creativity and higher performance.<ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))">2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model,</ref>		Others have found that diversity can contribute to creativity and innovation, but also increase the possibility of a relationship conflict. Diversity can be explained in different categories. There is the surface level diversity, which can be race, age, and gender and there is the deep level of diversity, which are knowledge, skills, and experience <ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))" >2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model</ref>. Deep level diversity represents the characteristics from which Belbin is measuring his Team roles. Studies have shown that team members with surface-level diversity are more prone to have lower levels of satisfaction, worse communication, and higher levels of conflict. Surface-level diversity can be affecting performance whereas the deep-level differences can contribute positively to the task. Furthermore, it is shown that diversity in groups (compared to groups with similar members) is better at focusing on a task, considering the perspectives of others, and exerting more effort, which can contribute to more creativity and higher performance.<ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))">2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model,</ref>

	== Limitation and validation ==		== Limitation and validation ==

Hannah Strunge Nissen: /* Validation */

2022-03-19T16:10:52Z

Validation

← Older revision		Revision as of 16:10, 19 March 2022
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	=== Validation ===		=== Validation ===
	Belbin’s team roles have achieved a great amount of success during the last 40 years. His methods are still used and have evidence for producing more effective teams and management. But in the continuation of his success, there has been conflicting evidence from other studies. A. Aritzeta, S. Swailes and B. Senior have made 43 studies to investigate Belbin’s team role theory. Looking at the results from analyzing the different team roles, it was shown that discrimination between some of the roles was low, which also means that the nine team roles cannot be differentiated from each other. These results created a possibility for making new groups and parring the team roles two by two. This could be done to better discriminate between the roles and is therefore proposed in ~~the~~ study<ref name= "Belbin's Team Role Model: Development, Validity and Applications for Team Building" >,</ref>. Most of the studies have shown average or high effects of Belbin’s team role theory and it is therefore concluded that the team role model has acceptable validity, and the model is therefore useful for measuring individual characteristics when interacting with other team members.		Belbin’s team roles have achieved a great amount of success during the last 40 years. His methods are still used and have evidence for producing more effective teams and management. But in the continuation of his success, there has been conflicting evidence from other studies. A. Aritzeta, S. Swailes and B. Senior have made 43 studies to investigate Belbin’s team role theory. Looking at the results from analyzing the different team roles, it was shown that discrimination between some of the roles was low, which also means that the nine team roles cannot be differentiated from each other. These results created a possibility for making new groups and parring the team roles two by two. This could be done to better discriminate between the roles and is therefore proposed in their study<ref name= "Belbin's Team Role Model: Development, Validity and Applications for Team Building" >,</ref>. Most of the studies have shown average or high effects of Belbin’s team role theory and it is therefore concluded that the team role model has acceptable validity, and the model is therefore useful for measuring individual characteristics when interacting with other team members.

	=== Limitations ===		=== Limitations ===

Hannah Strunge Nissen: /* Validation */

2022-03-19T16:10:10Z

Validation

← Older revision		Revision as of 16:10, 19 March 2022
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	=== Validation ===		=== Validation ===
	Belbin’s team roles have achieved a great amount of success during the last 40 years. His methods are still used and have evidence for producing more effective teams and management. But in the continuation of his success, there has been conflicting evidence from other studies. A. Aritzeta, S. Swailes and B. Senior have made 43 studies to investigate Belbin’s team role theory. Looking at the results from analyzing the different team roles, it was shown that discrimination between some of the roles was low, which also means that the nine team roles cannot be differentiated from each other. These results created a possibility for making new groups and parring the team roles two by two. This could be done to better discriminate between the roles and is therefore proposed in the ~~article~~ <ref name= "Belbin's Team Role Model: Development, Validity and Applications for Team Building" >,</ref>. Most of the studies have shown average or high effects of Belbin’s team role theory and it is therefore concluded that the team role model has acceptable validity, and the model is therefore useful for measuring individual characteristics when interacting with other team members.		Belbin’s team roles have achieved a great amount of success during the last 40 years. His methods are still used and have evidence for producing more effective teams and management. But in the continuation of his success, there has been conflicting evidence from other studies. A. Aritzeta, S. Swailes and B. Senior have made 43 studies to investigate Belbin’s team role theory. Looking at the results from analyzing the different team roles, it was shown that discrimination between some of the roles was low, which also means that the nine team roles cannot be differentiated from each other. These results created a possibility for making new groups and parring the team roles two by two. This could be done to better discriminate between the roles and is therefore proposed in the study<ref name= "Belbin's Team Role Model: Development, Validity and Applications for Team Building" >,</ref>. Most of the studies have shown average or high effects of Belbin’s team role theory and it is therefore concluded that the team role model has acceptable validity, and the model is therefore useful for measuring individual characteristics when interacting with other team members.

	=== Limitations ===		=== Limitations ===

Hannah Strunge Nissen: /* Validation */

2022-03-19T16:08:32Z

Validation

← Older revision		Revision as of 16:08, 19 March 2022
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	=== Validation ===		=== Validation ===
	Belbin’s team roles have achieved a great amount of success during the last 40 years. His methods are still used and have evidence for producing more effective teams and management. But in the continuation of his success, there has been conflicting evidence from other studies. A. Aritzeta, S. Swailes and B. Senior ~~has~~ made 43 studies to investigate Belbin’s team role theory. Looking at the results from analyzing the different team roles, it was shown that discrimination between some of the roles was low, which also means that the nine team roles cannot be differentiated from each other. These results created a possibility for making new groups and parring the team roles two by two. This could be done to better discriminate between the roles and is therefore proposed in ~~this~~ article <ref name= "Belbin's Team Role Model: Development, Validity and Applications for Team Building" >,</ref>. Most of the studies have shown average or high effects of Belbin’s team role theory and it is therefore concluded that the team role model has acceptable validity, and the model is therefore useful for measuring individual characteristics when interacting with other team members.		Belbin’s team roles have achieved a great amount of success during the last 40 years. His methods are still used and have evidence for producing more effective teams and management. But in the continuation of his success, there has been conflicting evidence from other studies. A. Aritzeta, S. Swailes and B. Senior have made 43 studies to investigate Belbin’s team role theory. Looking at the results from analyzing the different team roles, it was shown that discrimination between some of the roles was low, which also means that the nine team roles cannot be differentiated from each other. These results created a possibility for making new groups and parring the team roles two by two. This could be done to better discriminate between the roles and is therefore proposed in the article <ref name= "Belbin's Team Role Model: Development, Validity and Applications for Team Building" >,</ref>. Most of the studies have shown average or high effects of Belbin’s team role theory and it is therefore concluded that the team role model has acceptable validity, and the model is therefore useful for measuring individual characteristics when interacting with other team members.

	=== Limitations ===		=== Limitations ===

Hannah Strunge Nissen: /* Diversity in groups */

2022-03-19T16:06:46Z

Diversity in groups

← Older revision		Revision as of 16:06, 19 March 2022
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	=== Diversity in groups ===		=== Diversity in groups ===
	With different qualities and skills, the degree of diversity and cooperation in groups will vary a lot through different sets of groups. Belbin believes that with a great amount of diversity a team will perform better, and the management will improve.		With different qualities and skills, the degree of diversity and cooperation in groups will vary a lot through different sets of groups. Belbin believes that with a great amount of diversity a team will perform better, and the management will improve.
	Others have found that diversity can contribute to creativity and innovation, but also increase the possibility of a relationship conflict. Diversity can be explained in different categories. There is the surface level diversity, which can be race, age, and gender and there is the deep level of diversity, which are knowledge, skills, and experience <ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))" >2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model</ref>. Deep level diversity represents the characteristics from which Belbin is measuring his Team roles. Studies have shown that team members with surface-level diversity are more prone to have lower levels of satisfaction, worse communication, and higher levels of conflict. Surface-level diversity can be affecting performance whereas the deep-level differences can contribute positively to the task. However, for this to happen the individual must be able to bring new information to the group that is relevant for the project and still, besides the surface diversity, be able to communicate with the group. Furthermore, it is shown that diversity in groups (compared to groups with similar members) is better at focusing on a task, considering the perspectives of others, and exerting more effort, which can contribute to more creativity and performance.<ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))">2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model,</ref>		Others have found that diversity can contribute to creativity and innovation, but also increase the possibility of a relationship conflict. Diversity can be explained in different categories. There is the surface level diversity, which can be race, age, and gender and there is the deep level of diversity, which are knowledge, skills, and experience <ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))" >2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model</ref>. Deep level diversity represents the characteristics from which Belbin is measuring his Team roles. Studies have shown that team members with surface-level diversity are more prone to have lower levels of satisfaction, worse communication, and higher levels of conflict. Surface-level diversity can be affecting performance whereas the deep-level differences can contribute positively to the task. However, for this to happen the individual must be able to bring new information to the group that is relevant for the project and still, besides the surface diversity, be able to communicate with the group. Furthermore, it is shown that diversity in groups (compared to groups with similar members) is better at focusing on a task, considering the perspectives of others, and exerting more effort, which can contribute to more creativity and higher performance.<ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))">2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model,</ref>

	== Limitation and validation ==		== Limitation and validation ==

Hannah Strunge Nissen: /* Diversity in groups */

2022-03-19T16:05:03Z

Diversity in groups

← Older revision		Revision as of 16:05, 19 March 2022
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	=== Diversity in groups ===		=== Diversity in groups ===
	With different qualities and skills, the degree of diversity and cooperation in groups will vary a lot through different sets of groups. Belbin believes that with a great amount of diversity a team will perform better, and the management will improve.		With different qualities and skills, the degree of diversity and cooperation in groups will vary a lot through different sets of groups. Belbin believes that with a great amount of diversity a team will perform better, and the management will improve.
	Others have found that diversity can contribute to creativity and innovation, but also increase the possibility of a relationship conflict. Diversity can be explained in different categories. There is the surface level diversity, which can be race, age, and gender and there is the deep level of diversity, which are knowledge, skills, and experience <ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))" >2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model</ref>. Deep level diversity represents the characteristics from which Belbin is measuring his Team roles. Studies have shown that team members with surface-level diversity are more prone to have lower levels of satisfaction, worse communication, and higher levels of conflict. ~~At the same time, surface~~-level diversity can be affecting to performance ~~when their~~ deep-level differences ~~also~~ can ~~be applied~~ to the task. ~~For~~ this to happen the individual must be able to bring new information to the ~~organization~~ that is relevant for the ~~projects~~ and still, besides the surface diversity, be able to communicate with the group. Furthermore, it is shown that diversity in groups (compared to groups with similar members) is better at focusing on a task, considering the perspectives of others, and exerting more effort, which can contribute to more creativity and performance.<ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))">2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model,</ref>		Others have found that diversity can contribute to creativity and innovation, but also increase the possibility of a relationship conflict. Diversity can be explained in different categories. There is the surface level diversity, which can be race, age, and gender and there is the deep level of diversity, which are knowledge, skills, and experience <ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))" >2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model</ref>. Deep level diversity represents the characteristics from which Belbin is measuring his Team roles. Studies have shown that team members with surface-level diversity are more prone to have lower levels of satisfaction, worse communication, and higher levels of conflict. Surface-level diversity can be affecting performance whereas the deep-level differences can contribute positively to the task. However, for this to happen the individual must be able to bring new information to the group that is relevant for the project and still, besides the surface diversity, be able to communicate with the group. Furthermore, it is shown that diversity in groups (compared to groups with similar members) is better at focusing on a task, considering the perspectives of others, and exerting more effort, which can contribute to more creativity and performance.<ref name= "The double‐edged sword of diversity: Toward a dual pathway model - Carter - 2017 - Social and Personality Psychology Compass - Wiley Online Library (cvt.dk))">2017, Carter, Ashli B,The double‐edged sword of diversity: Toward a dual pathway model,</ref>

	== Limitation and validation ==		== Limitation and validation ==

Hannah Strunge Nissen: /* The effective team member */

2022-03-19T15:56:21Z

The effective team member

← Older revision		Revision as of 15:56, 19 March 2022
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	=== The effective team member ===		=== The effective team member ===

	Belbin found out during his studies that those who were contributing most to the team’s performance were the individuals with the plant and implementer characteristics. Good members of a team vary in their natural skills and team roles while adjusting their ability to situations that need skills he/she does not possess and still maintains effectiveness. Good team members can determine when to emerge into a particular team role. Furthermore, the team member needs to know the timing of when their contribution is most appreciated, typically it is the compulsive talker or the introvert that possesses this skill. The characteristics of a good team player do not only depend on the job they do, but also in how they adapt their actions to fit different situations – they intervene because a job needs to be done <ref name= "The distribution of Belbin team roles among UK managers \| Emerald Insight (cvt.dk)">,</ref>. Another important skill as a team member is to be able to switch between different team roles. The skill of switching between roles is a skill that fits more managerial situations. If managers have more than one ~~part~~ to play in teams, it is important to determine what roles that need to be filled out, and by limiting their team roles they will provide more opportunities for other team members to develop their characteristic skills.		Belbin found out during his studies that those who were contributing most to the team’s performance were the individuals with the plant and implementer characteristics. Good members of a team vary in their natural skills and team roles while adjusting their ability to situations that need skills he/she does not possess and still maintains effectiveness. Good team members can determine when to emerge into a particular team role. Furthermore, the team member needs to know the timing of when their contribution is most appreciated, typically it is the compulsive talker or the introvert that possesses this skill. The characteristics of a good team player do not only depend on the job they do, but also in how they adapt their actions to fit different situations – they intervene because a job needs to be done <ref name= "The distribution of Belbin team roles among UK managers \| Emerald Insight (cvt.dk)">,</ref>. Another important skill as a team member is to be able to switch between different team roles. The skill of switching between roles is a skill that fits more managerial situations. If managers have more than one role to play in teams, it is important to determine what roles that need to be filled out, and by limiting their team roles they will provide more opportunities for other team members to develop their characteristic skills.
	While a team member needs to be able to adapt to different roles it is also a great quality to create roles for others and make sure to do some of the jobs that others avoid. A good team member is very likely to be added to a team because he/she is seen as someone who does the job and ensures other team members perform. The skill of composing and organizing teams will often be as important as the specialized skill may be<ref name= "Management Teams – Why They Succeed or Fail (R. M. Belbin)" >,</ref>.		While a team member needs to be able to adapt to different roles it is also a great quality to create roles for others and make sure to do some of the jobs that others avoid. A good team member is very likely to be added to a team because he/she is seen as someone who does the job and ensures other team members perform. The skill of composing and organizing teams will often be as important as the specialized skill may be<ref name= "Management Teams – Why They Succeed or Fail (R. M. Belbin)" >,</ref>.

Hannah Strunge Nissen: /* The effective team member */

2022-03-19T15:54:09Z

The effective team member

← Older revision		Revision as of 15:54, 19 March 2022
Line 62:		Line 62:
	=== The effective team member ===		=== The effective team member ===

	Belbin found out during his studies that those who were contributing most to the team’s performance were the individuals with the plant and implementer characteristics. Good members of a team vary in their natural skills and team roles while adjusting their ability to situations that need skills, he/she does not possess and still maintains effectiveness. Good team members can determine when to emerge into a particular team role. Furthermore, the team member needs to know the timing of when their contribution is most appreciated, typically it is the compulsive talker or the introvert that possesses this skill. The characteristics of a good team player do not only depend on the job they do, but also in how they adapt their actions to fit different situations – they intervene because a job needs to be done <ref name= "The distribution of Belbin team roles among UK managers \| Emerald Insight (cvt.dk)">,</ref>. Another important skill as a team member is to be able to switch between different team roles. The skill of switching between roles is a skill that fits more managerial situations. If managers have more than one part to play in teams, it is important to determine what roles that need to be filled out, and by limiting their team roles they will provide more opportunities for other team members to develop their characteristic skills.		Belbin found out during his studies that those who were contributing most to the team’s performance were the individuals with the plant and implementer characteristics. Good members of a team vary in their natural skills and team roles while adjusting their ability to situations that need skills he/she does not possess and still maintains effectiveness. Good team members can determine when to emerge into a particular team role. Furthermore, the team member needs to know the timing of when their contribution is most appreciated, typically it is the compulsive talker or the introvert that possesses this skill. The characteristics of a good team player do not only depend on the job they do, but also in how they adapt their actions to fit different situations – they intervene because a job needs to be done <ref name= "The distribution of Belbin team roles among UK managers \| Emerald Insight (cvt.dk)">,</ref>. Another important skill as a team member is to be able to switch between different team roles. The skill of switching between roles is a skill that fits more managerial situations. If managers have more than one part to play in teams, it is important to determine what roles that need to be filled out, and by limiting their team roles they will provide more opportunities for other team members to develop their characteristic skills.
	While a team member needs to be able to adapt to different roles it is also a great quality to create roles for others and make sure to do some of the jobs that others avoid. A good team member is very likely to be added to a team because he/she is seen as someone who does the job and ensures other team members perform. The skill of composing and organizing teams will often be as important as the specialized skill may be<ref name= "Management Teams – Why They Succeed or Fail (R. M. Belbin)" >,</ref>.		While a team member needs to be able to adapt to different roles it is also a great quality to create roles for others and make sure to do some of the jobs that others avoid. A good team member is very likely to be added to a team because he/she is seen as someone who does the job and ensures other team members perform. The skill of composing and organizing teams will often be as important as the specialized skill may be<ref name= "Management Teams – Why They Succeed or Fail (R. M. Belbin)" >,</ref>.