Slides by Barrie Watson - Belbin Associates Welcome to Barrie’s workshop on Managing Difficult...

Slides by Barrie Watson - Belbin Associates

Welcome to Barrie’s Welcome to Barrie’s workshop on workshop on

Managing Difficult Managing Difficult Team Role ChemistryTeam Role Chemistry


Step 1 – Explain the difference between comfort and effectiveness

We are more comfortablewith people with whom we

are compatible RI

+

RI

SH

+

ME

We are more effective with people with whom we

are incompatible


Step 2 - Use e-interplace to identify difficult chemistry


Step 3 – Use the Team Role Alignment exercise to..

Raise awareness of how to manage difficult Team Role chemistry Embed the principles of building productive working relationships Lay the foundations for using the techniques in the workplace


© Barrie Watson 2006

Encourage them toexplain their thoughts and

be tolerant of theirunorthodox approach

Allow them to talk andenthuse and make useof their natural desire

to communicate

Approach them to ensureyour contributions are taken

forward and use them tobring the best out of others

Restrictive frameworks andbeing critical of suggestionsthat are not seen as relevant

Asking for too much detailor expecting them to do

in-depth research

Undermining them bydoing private deals, using

hidden agendas or pursuing personal conflicts

Team Role Helpful things to do Things to avoid

Plant

Resource Investigator

Co-ordinator

Name/s

Aligning with different Team Roles



Shaper Use a factual andgoal-oriented approach

and be tolerant of their senseof urgency

Use them to counter hastyand reckless decision making

and allow them to expresstheir concerns

Make use of their supportivequalities and help ensure

personal feelings andsensitivities are not overlooked

Making personal attacks andappeals and being ambiguous

or getting off the subject

Being over-optimistic andpressuring them to make quickdecisions by using collective

enthusiasm

Taking them for granted and assuming they agree to

everything and force themto make big solo decisions


Monitor Evaluator

Teamworker




Implementer

Completer Finisher

Give them responsibility fororganising things and explain

new approaches in aprocess orientated way

Make it clear what thepriorities are and stick to

deadlines and allow them timeto do things thoroughly

Value their contribution as asource of detailed information

and involve them inundertaking research

Using them as a sounding boardfor floating wild ideas

and neglecting to providesufficient information

Overloading them or settingunrealistic deadlines andbelittling their tendency toworry about getting it right

Isolating them and over involving them in wide ranging

unstructured discussions


Specialist




Encourage them toexplain their thoughts and

be tolerant of theirunorthodox approach

Allow them to talk andenthuse and make useof their natural desire

to communicate

Approach them to ensureyour contributions are taken

forward and use them tobring the best out of others

Restrictive frameworks andbeing critical of suggestionsthat are not seen as relevant

Asking for too much detailor expecting them to do

in-depth research

Undermining them bydoing private deals, using

hidden agendas or pursuing personal conflicts


Plant

Resource Investigator

Co-ordinator

Meredith

Step 4 – Applying the techniques in the workplace

Barrie

Charles


Barrie Watson Belbin Associates, Cambridge, UK

e-mail: [email protected]

Thank YouThank You

For attending my workshopFor attending my workshop

I hope you found it I hope you found it

worthwhileworthwhile

© These slides and the Team Role Alignment exercise were designed byBarrie Watson for use by people attending the Belbin Symposium 2010

They may not be copied sold or used by anyone else.©The Work Role model is the copyright of Belbin Associates

Slides by Barrie Watson - Belbin Associates Welcome to Barrie’s workshop on Managing Difficult...

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