Belbin and Beyond

1. Belbin and Beyond Approaches to team building, plus ‘Windows of self’

2. Teams As a leader in a modern world it important to know how to design, build and support highly effective teams. Why?

3. Teams – According to Montebello & Buzzotta……. “Organisations that are willing to rethink old ways and develop teams can profit by increasing quality and productivity.” Productivity 77% Quality 72% Waste was reduced 55% Job satisfaction 65% Customer satisfaction 55%. (improvements in respondents’ companies) (Montebello, A and Buzzotta, V. (1993) Work Teams That Work, Training and Development Journal.

4. Teamwork relationships (Oliva, L M. 1992. Partners not Competitors, London. Idea Group Publishing.) Management-centred leadership Range of freedom manager has to exercise authority Range of freedom team members have to exercise their authority Team-centred leadership Manager makes independent decision and announces it Manager develops and presents a variety of approaches for the team to decide on Team develops different approaches to solve problem; works with management to implement Team makes decision within its scope of authority Team is responsible for decision, defines the problem and solution Manager decides team direction and “sells” plan to team

5. Stages of Team Development Adjourning Group disperses / completion of task Performing Begin to share common commitment and purpose Team is “buzzing” Norming Voice differences, jockeying for position Storming Forming Tuckman, B. & Jensen, N. (1977) Get together, introductions involved - “ritual sniffing”

6. Woodcock’s Analysis of Team Development • The Undeveloped Team • Feelings are avoided • Objectives are uncertain • The leader takes most of the decisions • The Experimenting Team • Issues are faced more openly • Listening takes place • The group may become temporarily introspective. • The Consolidating Team • Personal interaction is established on a co-operative basis • the task is clarified • objectives are agreed • tentative procedures are implemented. • The Mature Team • Feelings are open • the group recognises its responsibility to the rest of the organisation. • a wide range of options are considered • working methods are methodical • leadership style is contributory • individuals are flexible Woodcock, M. (1979), Team Development Manual, Gower

7. MBTI (Myers Briggs Type Indicators -1979) Berne’s Theoryof Transactional Analysis Belbin Team Types - Self Perception Inventory Teams – some types of analysis

8. Teams - MBTI Myers-Briggs Type Indicator - instrument for measuring a person’s preferences (1) extraversion/introversion (2) sensate/intuitive (3) thinking/feeling (4) judging/perceiving resulting in 16 personality types

9. Teams - PAC (Berne) Transactional Analysis • a way of understanding behaviour • studies decision and communications • ego (PAC - Parent/Adult/Child) • experiences “tape” • words, voice and gestures.

10. Belbin’s Team Roles “What is needed is not well balanced individuals, but individuals who balance well with each other.” Belbin 2003

11. Complete Belbin’s Self- Perception Inventory

12. Team Roles (Belbin) “A tendency to behave, contribute and interrelate with others in a particular way.” Roles • Action-oriented roles • Shaper, Implementer, and Completer-Finisher • People-oriented roles • Co-ordinator, Team-worker and Resource Investigator • Cerebral roles • Plant, Monitor-Evaluator and Specialist (Dr Meredith Belbin, Henley Management College)

14. Team-Role Descriptions: the Parts People Play in Effective Team Operations

15. Team-Role Descriptions: the Parts People Play in Effective Team Operations Source-Belbin, R.M. Team Roles at Work, Butterworth-Heinemann, Oxford, 1993

16. Belbin – Dominant Traits Action Orientated Shaper Completer/Finisher Implementer PeopleOrientated Co-ordinator Resource Investigator Team Worker Cerebral Role Plant Monitor Evaluator Specialist

17. According to Belbin … Each team member contributes towards achieving the team’s objectives by performing: - • A functional role(determined by their professional and/or technical knowledge) • A team role(determined by their characteristic pattern of team interaction). The team needs an optimal balance in both functional & team roles That balance is dependent on the goals & tasks that the team faces. The effectiveness of the team will be promoted by the extent to which members correctly recognise and adjust themselves to the relative strengths of the team, both in expertise and ability to engage in specific team roles.

18. Belbin’s Ideal Team • One Co-ordinator or one Shaper • One Innovator • One Monitor-Evaluator • One or more • Implementer • Team worker • Resource Investigator • One Finisher-Completer

19. Johari Window (‘Windows of Self’) • The Johari Window is a communication model that can be used to improve understanding between individuals. • Developed by Joseph Luft and Harry Ingham (the word “Johari” comes from Joseph Luft and Harry Ingham). Two key ideas behind the tool: • Individuals can build trust between themselves by disclosing information about themselves. • They can learn about themselves and come to terms with personal issues with the help of feedback from others.

20. The four quadrants are: Using the Johari model, each person is represented by their own four quadrant, or four-pane, window. Each of these contains and represents personal information - feelings, motivation - about the person, and shows whether the information is known or not known by themselves or other people. • Quadrant 1: Open Area • What is known by the person about him/herself and is also known by others • Quadrant 2: Blind Area, or "Blind Spot" • What is unknown by the person about him/herself but which others know. This can be simple information, or can involve deep issues (for example, feelings of inadequacy, incompetence, unworthiness, rejection) which are difficult for individuals to face directly, and yet can be seen by others. • Quadrant 3: Hidden or Avoided Area • What the person knows about him/herself that others do not • Quadrant 4: Unknown Area • What is unknown by the person about him/herself and is also unknown by others

21. Known By Self Unknown By Self Ask 1 2 Known By Others Feedback Solicitation Open/Free Area Blind Area Tell Self-disclosure/Exposure Shared Discovery Others' Observation Unknown By Others Hidden Area Unknown Area Self-discovery 3 4

22. Is that an elephant you’re hiding? Key Points: • In most cases, the aim in groups should be to develop the Open Area for every person. • Working in this area with others usually allows for enhanced individual and team effectiveness and productivity. The Open Area is the ‘space’ where good communications and cooperation occur, free from confusion, conflict and misunderstanding. • Self-disclosure is the process by which people expand the Open Area vertically. Feedback is the process by which people expand this area horizontally. • By encouraging healthy self-disclosure and sensitive feedback, you can build a stronger and more effective team.