5. Plant
Creative & Unorthodox
‘Ideas Hamsters’
Innovative solutions
Clever f
Cl free thinkers
hi k
Disorganised
Can t
Can’t focus on one thing
Can struggle communicating ideas
6. Resource Investigator
Pursues contacts / opportunities
Explores outside the team
p
Has a “pulse” on the world
Can i
C give team enthusiasm
h i
Resource investigator can “steal ideas”
Can lose momentum and forget the detail
7. Co-ordinator
Co ordinator
Often the ‘chairman’
Confident and mature
Good at delegation
Good
G d at clarification, makes the team gel
l ifi i k h l
Can be manipulative
Delegates all work and may do nothing but this
8. Shaper
Focused leadership
Motivated to success
High desire to win
Committed to shaping the teams work
C i d h i h k
Can be aggressive to others in the team
Too many shapers can cause team conflict
Can “steal the glory”
9. Monitor Evaluator
Detached from bias
Good at ‘judging’ the team
j g g
Takes many things into account
Moves slowly and precisely
M l l d i l
Comes to the ‘right decision’
g
Can be cynical and kill enthusiasm
Can’t inspire others well
10. Completer Finisher
Tidies up loose ends
Sense for accuracyy
Perfectionist
Goes the extra distance
G h di
Can worry over small details
Can be frustrating to work with
Don’t trust others with tasks
11. Specialist
Greatest depth of knowledge
Brings discipline specific skills
g p p
Enjoys communicating their passion
Passionate about their knowledge
P i b h i k l d
Only makes a contribution to a narrow set
of issues
Uninterested in other ‘team business’
12. Implementer
Turns ideas into concrete action
Efficient, well disciplined
, p
Loyal to their team-mates
Can be close minded
Can’t deviate from their own plans
Can be inflexible
13. Team Worker
“The
“Th grease that keeps
h k
the wheels turning”
Good at listening to others in the group
Can be very diplomatic and good at
smoothing things over in team conflicts
They
Th won’t take sides!
’ k d !
They aren’t noticed until they aren’t there!
14. Stages of Team Maturity
Forming Storming Norming Performing
Coleman & Bush 1994
Forming – establishing roles of team members
Storming – leadership / approach / feasibility questioned
Norming – team identity established, mutual support
Performing – solutions / decisions / activities / outputs
15. References
Belbin, R. M. (1981). Management Teams: Why
They Succeed or Fail. Oxford: Butterworth
Heinemann
Coleman, M. and T Bush (1994). Managing
M T. (1994)
With Teams. In Bush, T. and West-Burnham, J.
(eds.)
(eds ) The Principles of Educational
Management. Harlow, Essex: Longman.