Jul 21, 2008

On 10th July, Dr Meredith Belbin addressed representatives and clients of Belbin in more than 20 countries on the subject of size and organisation. He spoke of two common problems facing large organisations: that of “cloning” successful individuals in recruitment practices, and using a “top-down”, hierarchical approach to management which ignores problems of oversizing.

Dr Belbin commented on the success of small “high skill level” states, such as Denmark, Finland, Hong Kong and more recently, Estonia, which have enjoyed more prosperity relative to their size than their larger European counterparts.

Not only do larger bodies tend towards rigid hierarchy, Dr Belbin argues, but they are also historically susceptible to tyranny, with one irreplaceable individual assuming and guarding power, making key decisions and replicating their “monoculture”, inhibiting diversity.

Finally, Dr Belbin spoke of the concept least readily grasped by management –that the optimum size for a team is 4 people and no more. When “teams” become significantly larger, the capacity for contribution is greatly reduced, with outcomes attributable to the thinking of one “leader” rather than to the team.

Dr Belbin argued for a fundamental change in the way that organisations are structured – a change which can only be brought about by management.

Further information

Jo Keeler at jo@belbin.com
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