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.
Negotiation is about relationships, not one-off transactions. Treating negotiations as a collaborative endeavour can help you achieve better outcomes.
Apollo Syndrome (Apollo teams) is a phenomenon discovered by Dr Meredith Belbin where teams composed of highly capable individuals can, paradoxically, underperform when working together.
A paper, published in the Journal of Creativity and Business Innovation, is an excellent resource for understanding how Belbin Team Roles can help teams understand and maximise behavioural diversity.
Belbin is used worldwide. Our research analysed differences between Team Role distributions across different countries.
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?