TheBelbinTestFor assessing team rolesThis version of the Belbin test has been taken from Teambuilding by Alistair Fraser and SuzanneNeville: The Industrial Society 1993.Self Perception InventoryTo complete each section of this inventory, tick in the far left hand column the one, two or threesentences most applicable to yourself.Then in the column on the right, apportion 10 points between those sentences that apply to you:one of which you feel sums you up well while the other only applies some of the time. In thisinstance you could give your first choice seven points and the remaining points to your secondchoice. In some instances you might decide that there are two sentences which apply to youequally – if this is the case, award five points to each.You must allocate all 10 points in each section.SECTION AWHEN INVOLVED IN A PROJECT WITH OTHER PEOPLE: TickPoints1. I can be relied upon to see that work that needs to be done isorganised.2. I pick up slips and omissions that others fail to notice.3. I react strongly when meetings look like losing track of the mainobjective.4. I produce original suggestions.5. I analyse other people’s ideas objectively, for both merits andfailings.6. I am keen to find out the latest ideas and developments.7. I have an aptitude for organising people.8. I am always ready to support good suggestions that help toresolve a problem. SECTION BIN SEEKING SATISFACTION THROUGH MY WORK: TickPoints1. I like to have a strong influence on decisions.2. I feel in my element where work requires a high degree ofattention and concentration.3. I am concerned to help colleagues with their problems.4. I like to make critical discrimination between alternatives.5. I tend to have a creative approach to problem solving.6. I enjoy reconciling different points of view.7. I am more interested in practicalities than new ideas.8. I particularly enjoy exploring different views and techniques. SECTION CWHEN THE TEAM IS TRYING TO SOLVE A PARTICULARLYCOMPLEX PROBLEM: TickPoints1. I keep a watching eye on areas where difficulty may arise.2. I explore ideas that may have a wider application than in theimmediate task.3. I like to weigh up and evaluate a range of suggestionsthoroughly before choosing.4. I can co-ordinate and use productively other people’s abilitiesand talents.5. I maintain a steady systematic approach, whatever thepressures.6. I often produce a new approach to a long continuing problem.7. I am ready to make my personal views known in a forceful way ifnecessary.8. I am ready to help whenever I can. SECTION DIN CARRYING OUT MY DAY-TO-DAY WORK: TickPoints1. I am keen to see there is nothing vague about my task andobjectives.2. I am not reluctant to emphasise my own point of view inmeetings.3. I can work with all sorts of people provided that they have gotsomething worthwhile to contribute.4. I make a point of following up interesting ideas and/or people.5. I can usually find the argument to refute unsound propositions.6. I tend to see patterns where others would see items asunconnected.7. Being busy gives me real satisfaction.8. I have a quiet interest in getting to know people better. SECTION EIF I AM SUDDENLY GIVEN A DIFFICULT TASK WITH LIMITED TIMEAND UNFAMILIAR PEOPLE: TickPoints1. I often find my imagination frustrated by working in a group.2. I find my personal skill particularly appropriate in achievingagreement.3. My feelings seldom interfere with my judgement.4. I strive to build up an effective structure.5. I can work with people who vary widely in their personal qualitiesand outlook.6. I feel it is sometimes worth incurring some temporaryunpopularity if one is to succeed in getting one’s views across ina group.7. I usually know someone whose specialist knowledge isparticularly apt.8. I seem to develop a natural sense of urgency. SECTION FWHEN SUDDENLY ASKED TO CONSIDER A NEW PROJECT: TickPoints1. I start to look around for possible ideas and openings.2. I am concerned to finish and perfect current work before I start.3. I approach the problem in a carefully analytical way.4. I am able to assert myself to get other people involved ifnecessary.5. I am able to take an independent and innovative look at mostsituations.6. I am happy to take the lead when action is required.7. I can respond positively to my colleagues and their initiatives.8. I find it hard to give in a job where the goals are not clearlydefined. SECTION GIN CONTRIBUTING TO GROUP PROJECTS IN GENERAL: TickPoints1. I think I have a talent for sorting out the concrete steps that needto be taken given a broad brief.2. My considered judgement may take time but is usually near themark.3. A broad range of personal contacts is important to my style ofworking.4. I have an eye for getting the details right.5. I try to make my mark in group meetings.6. I can see how ideas and techniques can be used in newrelationships.7. I see both sides of a problem and take a decision acceptable toall.8. I get on well with others and work hard for the team. Scoring Key for Self Perception InventoryTransfer your points allocation from the seven sections of the Self Perception Inventory to theappropriate boxes below. The pre-printed numbers in the grid refer to the question numbers ofeach section. For example if for Section A you scored seven points for question 6 and threepoints for question 1, you would allocate them in the columns RI and IMP respectively. SHCOPLRIMEIMPTWCFA3 ___7 ___4 ___6 ___5 ___1 ___8 ___2 ___B1 ___6 ___5 ___8 ___4 ___7 ___3 ___2 ___C7 ___4 ___6 ___2 ___3 ___5 ___8 ___1 ___D2 ___3 ___6 ___4 ___5 ___1 ___8 ___7 ___E6 ___5 ___1 ____7 ___3 ___4 ___2 ___8 ___F6 ___4 ___5 ___1 ___3 ___8 ___7 ___2 ___G5 ___7 ___6 ___3 ___2 ___1 ___8 ___4 ___TOTAL Once you have allocated all your points, total each column.The highest two totals represent your primary and secondary preferred team roles.The Belbin team RolesThe personal skill inventory identifies eight team roles which are described below. There is alsoanother team role called the Specialist which is not identified in the questionnaire.SH ShaperCharacteristicsHighly strung, outgoing, dynamic.Shapers are highly motivated people with a lot of nervous energy and a great need forachievement. Often they seem to be aggressive extroverts with strong drive. Shapers like tochallenge, to lead and to push others into action – and to win. If obstacles arise, they will find away round – but can be headstrong and emotional in response to any form of disappointment orfrustration.Shapers can handle and even thrive on confrontation.FunctionShapers generally make good managers because they generate action and thrive on pressure.They are excellent at sparking life into a team and are very useful in groups where politicalcomplications are apt to slow things down. Shapers are inclined to rise above problems of thiskind and forge ahead regardless. They like making necessary changes and do not mind takingunpopular decisions. As the name implies, they try to impose some shape and pattern on groupdiscussion or activities. They are probably the most effective members of a team in guaranteeingpositive action.StrengthsDrive and a readiness to challenge inertia, ineffectiveness, complacency or self-deception.Allowable WeaknessesProne to provocation, irritation and impatience, and a tendency to offend others.PL PlantCharacteristicsIndividualistic, serious-minded, unorthodox.Plants are innovators and inventors and can be highly creative. They provide the seeds andideas from which major developments spring. Usually they prefer to operate by themselves atsome distance from the other members of the team, using their imagination and often working inan unorthodox way. They tend to be introverted and react strongly to criticism and praise. Theirideas may often be radical and may lack practical constraint.They are independent, clever and original and may be weak in communicating with other peopleon a different wave-length.FunctionThe main use of a Plant is to generate new proposals and to solve complex problems. Plants areoften needed in the initial stages of a project or when a project is failing to progress. Plants haveoften made their marks as founders of companies or as originators of new products.Too many Plants in one organisation, however, may be counter-productive as they tend to spendtheir time reinforcing their own ideas and engaging each other in combat.StrengthsGenius, imagination, intellect, knowledge.Allowable WeaknessesUp in the clouds, inclined to disregard practical details or protocol.CO Co-ordinatorCharacteristicsCalm, self-confident, controlled.The distinguishing feature of Co-ordinators is their ability to cause others to work to shared goals.Mature, trusting and confident, they delegate readily. In interpersonal relations they are quick tospot individual talents and to use them to pursue group objectives. While Co-ordinators are notnecessarily the cleverest members of a team, they have a broad and worldly outlook andgenerally command respect.FunctionCo-ordinators are useful people to have in charge of a team with diverse skills and personalcharacteristics. They perform better in dealing with colleagues of near or equal rank than indirecting junior subordinates. Their motto might well be “consultation with control” and theyusually believe in tackling problems calmly. In some organisations, Co-ordinators are inclined toclash with Shapers due to their contrasting management styles.StrengthsWelcome all potential contributors on their merits and without prejudice, but without ever losingsight of the main objective.Allowable WeaknessesNo pretensions as regards intellectual or creative ability.ME Monitor EvaluatorCharacteristicsSober, unemotional, prudent.Monitor Evaluators are serious-minded, prudent individuals with a built-in immunity from beingover-enthusiastic. They are slow deciders who prefer to think things over – usually with a highcritical thinking ability. Good Monitor Evaluators have a capacity for shrewd judgements that takeall factors into account and seldom give bad advice.FunctionMonitor Evaluators are at home when analysing problems and evaluating ideas and suggestions.They are very good at weighing up the pro’s and con’s of options and to outsiders seem dry,boring or even over-critical. Some people are surprised that they become managers.Nevertheless, many Monitor Evaluators occupy key planning and strategic posts and thrive inhigh-level appointments where a relatively small number of decisions carry major consequences.StrengthsJudgement, discretion, hard-headedness.Allowable WeaknessesLack of inspiration or the ability to motivate others.RI Resource InvestigatorCharacteristicsExtroverted, enthusiastic, curious, communicative.Resource Investigators are good communicators both inside and outside the organisation. Theyare natural negotiators, adept at exploring new opportunities and developing contacts. Althoughnot necessarily a great source of original ideas, they are quick to pick up other people’s ideas andbuild on them. They are skilled at finding out what is available and what can be done, and usuallyget a warm welcome because of their outgoing nature.Resource Investigators have relaxed personalities with a strong inquisitive sense and a readinessto see the possibilities of anything new. However, unless they remain stimulated by others, theirenthusiasm rapidly fades.FunctionResource Investigators are quick to open up and exploit opportunities. They have an ability tothink on their feet and to probe others for information. They are the best people to set up externalcontacts, to search for resources outside the group, and to carry out any negotiations that may beinvolved.StrengthsA capacity for finding useful people and promising ideas or opportunities, and a general source ofvitality.Allowable WeaknessesLiable to lose interest once the initial fascination has passed.IMP ImplementerCharacteristicsImplementers are well organised, enjoy routine, and have a practical common-sense and selfdiscipline. They favour hard work and tackle problems in a systematic fashion. On a wider frontthey hold unswerving loyalty to the organisation and are less concerned with the pursuit of selfinterest.However, Implementers may find difficulty in coping with new situations.FunctionImplementers are useful because of their reliability and capacity for application. They succeedbecause they have a sense of what is feasible and relevant. It is said that many executives onlydo the jobs they wish to do and neglect those tasks which they find distasteful. By contrast,Implementers will do what needs to be done. Good Implementers often progress to highmanagement positions by virtue of good organisational skills and efficiency in dealing with allnecessary work.StrengthsOrganising ability, practical common sense, hard working, self-discipline.Allowable WeaknessesLack of flexibility, resistance to unproven ideas.TW Team WorkerCharacteristicsSocially oriented, rather mild and sensitive.Team Workers are the most supportive members of a team. They are mild, sociable andconcerned about others with a great capacity for flexibility and adapting to different situations andpeople. Team Workers are perceptive and diplomatic. They are good listeners and are generallypopular members of a group. They cope less well with pressure or situations involving the needfor confrontation.FunctionThe role of the Team Worker is to prevent interpersonal problems within a team and alloweveryone to contribute effectively. Since they don’t like friction, they will go to great lengths toavoid it. The diplomatic and perceptive skills of a Team Worker become real assets, especiallyunder a managerial regime where conflicts are liable to arise or to be artificially suppressed.Team Worker managers are seen as a threat to no one and therefore can be elected as the mostaccepted and favoured people to serve under. Team Workers have a lubricating effect on teams.Morale is better and people seem to co-operate better when they are around.StrengthsAbility to respond to people and situations and to promote team spirit.Allowable WeaknessesIndecision at moments of crisis and some failure to provide a clear lead to others.SpecialistCharacteristicsProfessional, self-starting, dedicated.Specialists are dedicated individuals who pride themselves on acquiring technical skills andspecialist knowledge. Their priorities are to maintain professional standards and advance theirown subject. While they show great pride in their own work, they usually lack interest in otherpeople’s work, and even in other people themselves. Eventually, the Specialist becomes theexpert by sheer commitment along a narrow front. Few possess the single-mindedness,dedication and aptitude to become a first-class Specialist.FunctionSpecialists play an indispensable part in some teams, for they provide the rare skill upon whichthe organisation’s service or product is based. As managers, they command support becausethey know more about their subject than anyone else and can usually be called upon to makedecisions based on in-depth experience.StrengthsProvide knowledge or technical skills in rare supply.Allowable WeaknessesContribute only on a narrow front.CF Completer-FinisherCharacteristicsPainstaking, orderly, conscientious, anxious.Completers, or Completer-Finishers, have a great capacity for follow-through and attention todetail, and seldom start what they cannot finish. They are motivated by internal anxiety, althoughoutwardly they may appear unruffled. Typically, they are introverts who don’t need much externalstimulus or incentive. Completer-Finishers dislike carelessness and are intolerant of those with acasual disposition. Reluctant to delegate, they prefer to tackle all tasks themselves.FunctionCompleter-Finishers are invaluable where tasks demand close concentration and a high degreeof accuracy. They foster a sense of urgency within a team and are good at meeting schedules.In management, they excel by the high standards to which they aspire, and by their concern forprecision, attention to detail and follow-through.StrengthsA capacity for fulfilling their promises and working to the highest standards.Allowable WeaknessesA tendency to worry about small things and a reluctance to “let go”.
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