Summary

  • The divergence–convergence method offers a simple, structured way for teams to move from generating ideas to making decisions.

  • Belbin Team Roles enrich this method by identifying who contributes best at each stage, and why tensions or blocks may arise.

  • Teams often fail when they converge too soon (cutting off creativity) or diverge for too long (failing to decide). Belbin helps them find balance.

  • Recognising behavioural diversity enables smoother collaboration: knowing when to call on creativity, evaluation, or action.

  • Using Belbin alongside this model helps teams work more inclusively, effectively and with greater psychological safety – strengthening both the process and the outcome.

When it comes to problem-solving, encouraging teams to diverge and converge can lead to a more effective process and outcome.

Project teams often struggle with direction, conflict, miscommunication, or misunderstandings.

One way to structure a better process is by using the divergence-convergence method together with Belbin Team Roles.

This combined approach helps teams benefit from behavioural diversity while ensuring that each person’s contribution is used at the right time.

At its core, the method works in three stages:

  • Diverge – Team members work independently to explore ideas, insights, and possible solutions.
  • Assess and Clarify – The team shares and examines those ideas, filters them, and brings in required expertise.
  • Converge – The team chooses a direction and makes a concrete plan of action.

Using this method, people can be brought in (and bow out) at the time that best suits their Team Role strengths.

The diagram below shows when each Team Role contribution is needed within the process.

Diagram showing Belbin Team Roles plotted on the divergence convergence collaboration model

The 'Divergence' phase

Plants and Resource Investigators flourish here. They bring fresh, creative ideas and explore possibilities.

But once a direction is chosen, the Resource Investigator's enthusiasm may drop, and the Plant may be tempted to jump back in with new ideas. So it's best to harness the creativity of these roles at the 'Diverge' phase and then let them move on to a new project.

Monitor Evaluators might stop the 'Diverge' stage in its tracks, by dismissing ideas prematurely.

Implementers are likely to be uncomfortable with the loose, open-ended nature of this phase and their resistance to change could limit the scope of this phase.

Collaborative Problem Solving
Leadership Belbin Team Roles

Assessment and clarification

After divergence, ideas need careful review and vetting.

Monitor Evaluators are key here: objective, analytical, and ideally suited to analysing different options and identifying potential problems.

Specialists provide the particular expertise that could strengthen or challenge proposed ideas. These may be permanent team members or consultants brought in to advise at this stage.

This phase ensures that ideas are viable before the team commits to action.

The 'Convergence' phase

Once a direction is chosen, the Action roles (Implementer, Completer Finisher and Shaper) become critical:

  • Implementers turn ideas into workable plans.
  • Completer Finishers maintain high-quality standards and ensure tasks are done.
  • Shapers keep the momentum, manage risks, and push toward goals.

At this stage, it's important to ensure that Plants don't derail the team's efforts by focusing on new ideas (or ideas that have already been dismissed).

 

Sales Teams 1

Facilitating the collaboration process

Throughout the process, Co-ordinator and Teamworker inputs are needed too.

Coordinators manage who participates, when, ensuring that the right voices are heard and guiding the team toward consensus.

Teamworkers hold the team together: resolving conflict, encouraging participation, and maintaining morale.

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Benefits of the Divergence-Convergence model

The Diverge-Converge model helps teams to work more effectively by breaking down the collaborative process into clear, manageable phases.

It leverages diversity, using different styles and strengths when they add the most value.

It helps the team avoid rushing to early decisions, thus reducing groupthink.

It makes visible how each member contributes in real time, increasing respect for diverse roles.

And it allows the team members to see and appreciate – in real time – the contributions that others are making.

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