Chapter 17 V
Chapter 17 V
16 Interaction Among
Members
1
Belbin’s Team Roles
1. Co-ordinator
2. Resource investigator
3. Team worker
4. Shaper
5. Company worker/ implementer
6. Completer/ finisher
7. Plant
8. Monitor/ evaluator
9. Specialist
2
Belbin’s Team Roles
3
Case Study
https://www.belbin.com.au/single-post/2014/04/23/Steve-
Jobs-A-Belbin-Team-Role-Case-Study
4
17.17 Analysis of Individual
Behaviour
5
Analysis of Individual Behaviour
6
Analysis of Individual Behaviour
7
Member roles
Function Example
Group task roles To select, define and solve Initiator-contributor,
common problems opinion seeker, co-
ordinator, evaluator,
recorder
Group building and Activities that build group- Encourager, gatekeeper,
maintenance roles centred attitudes or standard setter, group
maintain group-centred commentator
behaviour
Individual roles -To satisfy personal needs Aggressor, blocker,
-Not related either to group dominator, help-seeker
task or to the group
functioning
8
Sociometry
9
Sociometry
10
Sociogram
11
Sociogram
13
Sociogram
14
Sociogram
15
Self-insight and the Johari Window
16
Self-insight and the Johari Window
Public
17
Self-insight and the Johari Window
18
Balance between team and individual
James
19
Friendship and Relationships at work
20
17.18 Individual compared with
group or team performance
21
Individual compared with group or team
performance
22
Particular Features of individual versus
Team Performance
1. Social loafing
2. Risky-shift phenomenon
3. Groupthink
4. Brainstroming
23
Social loafing
24
The risky-shift phenomenon
There is a tendency for groups to make more risky decisions
than would individual members of the group on their own.
Members do not feel the same sense of responsibility for
group decisions or their outcomes.
A decision which is everyone’s is the responsibility of no one.
Risky-shift phenomenon
People inclined to take risks are more influential in group
discussions than more conservative people.
Risk-taking is regarded as a desirable cultural
characteristics that is more likely to be expressed in a
social situation such as group working.
25
The risky-shift phenomenon
Groups do appear to work well in the evaluation of ideas and
to be more effective than individuals for problem-solving
tasks requiring a range of knowledge and expertise.
Shaw, suggests that evidence supports the view that groups
produce more solutions and better solutions to problems than
do individuals.
26
Groupthink
27
Brainstorming
28
Brainstorming
29
Basic Procedures for Brainstorming
30
Brainstorming
31
17.21 Autonomous working
group
32
Skills to build self-managed teams
Cloke and Goldsmith list ten skills team members can develop in
order to build innovative self-managing teams. All of the skills are
interrelated, mutually reinforcing and dependent upon each of the
others.
1. Skills of self-management - Overcoming obstacles
together, and building a sense of ownership, responsibility,
commitment and efficiency within each team member.
2. Skills of communication - Collaboratively developing
skills in becoming better listeners, communicating honestly
about things that really matter.
33
Skills to build self-managed teams
34
Skills to build self-managed teams
35
The Margerison ‘Team Wheel’
36
The role of team leader
Building successful team requires effective leadership.
The influence and usefulness of team leaders comes from their ablilty
to lead from the front and in training, coaching and councelling their
team members to high standards of performance.
The leaders of the team make the company vision a reality on a day-
to-day basis.
The team leaders are the creators of space in which choice and
freedom can be exercised.
They become role models for how members should behave.
They bring the philosophy of autonomy and personal development
( as mentors and coaches )
37
Continuous improvement and innovation
38