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Alternatives to Belbin

See pages 190-2 in the book.

Belbin's teamworking roles model continues to be one of the most popular models currently available; however, other models also exist.

Learning Style Questionnaire

One of the most popular is provided by Peter Honey (1988). Honey is a consultant, theorist and public speaker who is well known for devising, alongside Alan Mumford, the popular Learning Style Questionnaire (see Chapter 10 for more details). He is a learning specialist who comes from a behavioural and psychological perspective. Like Belbin, he believes that teams need a balance of roles, but he suggests only five, which he represents as a jigsaw.

  • Leader - the person who makes sure the objectives are clear and that everyone is involved and committed
  • Challenger - the one who questions ineffectiveness and takes the lead in pressing for improvements/results
  • Doer - the person who urges the team to get on with the task in hand
  • Thinker - the individual who produces carefully considered ideas and weighs up and improves ideas from others
  • Supporter - plays the part of easing tensions and maintaining harmonious working relationships.

Team Management Systems model

This is another popular model, developed by Dr Charles Margerison and Dr Dick McCann. It has become established over the last 25 years (see Margerison, 2002). This model promises to help create 'high-energy teams' and 'help maximise personal potential, build great teams, and create energy for success' (TMSDI, 2012) to maximise human performance. It does this by creating 16-33 page individual profiles which are 4,500 words long. It is suggested that these form the basis for discussion: 'multi-layered data enabling powerful, transformational discussion about the potential and value of the individual, how to link people with tasks and with each other - and how to build, manage and lead teams. Most of all, they help to uncover the energies that influence success and build long term company value' (TMSDI, 2012).

The model is presented as a wheel with 8 key roles identified:

  • Explorer Promoter
  • Assessor Developer
  • Thruster Organizer
  • Concluder Producer
  • Controller Inspector
  • Upholder Maintainer
  • Reporter Adviser
  • Creator Innovator

References

Honey, P. (1988) Improve your people skills. London: Chartered Institute for Personnel Development.

Margerison, C. (2002) Team Leadership: A Guide to Success with Team Management Systems. London: Cengage.

TMSDI (2012) An Integrated Approach. TMSDI. Available at: www.tmsdi.com/profiles/an-integrated-approach/