Take a look at our articles or search by a particular resource type or area of interest. Can't find what you're looking for? Get in touch.
Take a look at our articles or search by a particular resource type or area of interest. Can't find what you're looking for? Get in touch.
Discover how to coach people through Elisabeth Kubler-Ross' change curve using Belbin.
We take a look at Patrick Lencioni's Five Dysfunctions of a Team and examine how to use Belbin to mitigate a team’s problems and pave the way for success.
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
Oppo Brothers have used Belbin to build their team, aid understanding of which Team Roles to bring in and when, and how to manage them. They have also improved staff engagement significantly.
Pressure. Some people thrive on it; others buckle. But how can we predict someone’s reaction? And if we have an idea of what this reaction will be, how can we help people to develop?
This case study introduces an innovative and informative way to illustrate how Team Role balance affects a team’s focus, and ultimately, its performance.
It takes courage to stand on your own, facing a group who do things differently. But sometimes, in workshops and presentations, our facilitators ask people to do just that.
In this study we discover how remote and hybrid working has affected not just individual effectiveness and productivity, but also team engagement and connection to organisational culture.
A member of the Belbin team took part in the annual local half marathon here in Cambridge and that got us thinking about how different Team Roles might approach running a half marathon.
In this article, we explore seven problems with busyness culture, and how to fix them.
Our primitive fight-or-flight response can be triggered by situations with difficult co-workers. Can we overcome this by fostering psychologically safety to encourage 'constructive conflict' at work?
People are leaving ‘bad managers’ in droves, citing poor relationships with seniors and toxic workplace cultures. Why is this phenomenon so common? What do we really need from managers?