Why Observers matter

Why Observers matter

To learn and understand ourselves better, we need to broaden our perspective – to look at ourselves through a new lens.

It may sound obvious, but we need to move beyond what we already know.

It’s important that we’re open to receiving new information; that we look for this information in the right places, and that we interpret it correctly, so we can act on it.

Only then can we set about changing the way we work and communicate with others.

Observing behaviour is at the heart of what we do.

When Dr Meredith Belbin’s research team set out to investigate why some teams succeed and others fail, they did it by observing teams in action. 

The team members in their study had already completed a number of personality and critical thinking tests, but those results didn’t tell the researchers everything they needed to know.

Using a method called Bales Analysis, the researchers made and coded observations on how the teams communicated and acted during a simulated business game. They took measurements every thirty seconds throughout weeks and months.

The result? The original big data.

From their analysis, the nine Team Roles were discovered – nine key clusters of behaviour that were effective in facilitating team progress.

Having discovered that behaviour was key, it became equally apparent that the behaviours needed to be measured by others – by observers – to ground the findings in reality. In other words, the researchers couldn’t rely solely on the individuals themselves to provide the full picture.

Why we use Observer Assessments

Gary Shewan, Learning & Development Business Partner at Legal & General Retail and recipient of the Princess Royal Training Award, explains why they use Belbin Team Roles at Legal & General.

"The Observer Assessments are essential, I think for the programme that we use it on the most, a big part of it is raising self awareness.

We've used lots of tools over the years and we had to go back to using Belbin because with the behavioural element, the observations, it just heightens peoples self-awareness." 

So, how is Belbin different?

Belbin measures behaviour, not personality – what we do, not who we are.

And because behaviour can be observed by other people, we ask others in the team (colleagues, managers etc.) for feedback on those behaviours, via a short questionnaire called an Observer Assessment.

This is completed after the individual’s Self-Perception Inventory (or SPI), which is the self-reported part.

Considered and Constructive

Our sophisticated algorithms ensure that Observer feedback is considered and constructive. Then we compare individual and Observer views, and advise on any significant similarities or differences between the two.

In short, adding Observer feedback to a Belbin Report gives teams, managers and coaches a wealth of information to unpack. It helps people to understand how others experience their behaviours, and offers practical advice and strategies to hone strengths and build on latent talents.