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We are in the process of building our resource library. If you can't find what you're looking for, please visit our blog.
The key point of difference between Belbin and other tools is that Belbin includes the opinion of colleagues rather than just those of the individual being assessed.
When you’re first getting to grips with Belbin, nine Team Roles can seem a lot to remember. Here we break them down into thinking, social and action roles.
What’s the tipping-point? When does a team become a group? How does the psychology change, and what influence does this have on individual behaviours?
We hear a lot about what teams need for high performance. Purpose, accountability, balance… But how does conventional wisdom stack up against the evidence?
Anthony O'Hara is an Organisational Development Business Partner at FUJIFILM Diosynth Biotechnologies (FDB). His role requires him to be the organisation’s critical friend...
GroupM used Belbin to win new business by unlocking the team’s behavioural diversity and improving collaboration.
A senior executive attending a Belbin workshop rediscovered her ambition and devised a personal development strategy to realise it.
A team of general practitioners used Belbin's strengths-based approach to understand themselves and each other, and to support succession planning.
A top international NGO used Belbin to enhance self-understanding and explore behavioural diversity in teams.
Multinational pharmaceutical, Novo Nordisk, uses Belbin to connect their leadership program seamlessly to real team and business issues.
Xerox used Belbin to manage conflict, optimise communication and deliver a groundbreaking product in a virtual, international project team.
Tuckman studied teams from formation to completion and identified crucial stages in a team’s life cycle. Belbin’s observations of teams uncovered nine Belbin Team Roles. So how do the two fit together