Belbins Team Roles Action Oriented Shapers (SH) Implementer (IMP) Completer-Finisher (CF) People Oriented Coordinator (CO)

Team Worker (TW) Resource Investigator (RI) Thought Oriented Plant (PL) Monitor-Evaluator (ME) Specialist (SP) You can use it to develop yourself or others as a team player
1. FORMING o Team Building Define team Determine individual roles Develop trust and communication Develop norms o Task Define problem and strategy Identify information needed 2. Team Roles - Leader Encourage and maintain open communication. Help the team develop and follow team norms. Help the team focus on the task. Deal constructively with conflict. 3. Team Roles - Recorder Keep a record of team meetings. Maintain a record of team assignments Maintain a record of the team's work. 4. Team Roles PR Person Contact resource people outside of the team. Correspond with the team's mentor. Work to maintain good communication among team members. 5. Team Norms How do we support each other? What do we do when we have problems? What are my responsibilities to the team?

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STORMING During the Storming stage team members: Realize that the task is more difficult than they imagined; Have fluctuations in attitude about chances of success; May be resistant to the task & Have poor collaboration. 2. Storming Diagnosis o Do we have common goals and objectives?

Do we agree on roles and responsibilities? Do our task, communication, and decision systems work? Do we have adequate interpersonal skills? 3. Negotiating Conflict o Separate problem issues from people issues. o Be soft on people, hard on problem. o Look for underlying needs, goals of each party rather than specific solutions. 4. Addressing the Problem o State your views in clear non-judgmental language. o Clarify the core issues. o Listen carefully to each persons point of view. o Check understanding by restating the core issues. 1. NORMING During this stage members accept: Their team; Team rules and procedures; Their roles in the team & The individuality of fellow members. o Team members realize that they are not going to crash-and-burn and start helping each other. 2. Behaviors o Competitive relationships become more cooperative. o There is a willingness to confront issues o and solve problems. o Teams develop the ability to express criticism constructively. o There is a sense of team spirit. 3. Giving Constructive Feedback o Be descriptive. o Don't use labels. o Dont exaggerate. o Dont be judgmental. o Speak for yourself. 4. o Use I messages. o Restrict your feedback to things you know for certain. o Help people hear and accept your compliments when giving positive feedback. Giving Constructive Feedback 5. Receiving Feedback o Listen carefully. o Ask questions for clarity. o Acknowledge the feedback. o Acknowledge the valid points. o Take time to sort out what you heard.

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1. PERFORMING o Team members have: Gained insight into personal and team processes; A better understanding of each others strengths and weaknesses; Gained the ability to prevent or work through group conflict and resolve differences; and, Developed a close attachment to the team. 2. Recipe for Successful Team o Commitment to shared goals and objectives o Clearly define roles and responsibilities Use best skills of each Allows each to develop in all areas 3. Recipe for Successful Team o Effective systems and processes Clear communication Beneficial team behaviors; well-defined decision procedures and ground rules Balanced participation Awareness of the group process

Good personal relationships

Storming what problems they are really supposed to solve, how they will function independently and together, e team members usually determines

guidance of decision-making and professional behavior

increases as the team get his stage by agreeing on

becomes too strong, teams may loose creativity

have become interdependent, competent, autonomous and able to handle the decision-making process without supervision Dissent is expected and allowed as long as it is channeled through means Many teams will go through these cycles many times as they react to changing circumstances A change in leadership may cause the team to revert to storming as the new people challenge the existing norms of the team