In 2012, Google set out to investigate what makes some teams successful, while others fail. Sound familiar? Here’s what they discovered and how it relates to the research of Meredith Belbin.
We spend time exploring what makes teams work, but how often do we stop and think about why and when to deploy teams in the first place?
At Belbin, we focus on strengths: the unique cocktail of behavioural contributions each person can bring to a team: But this also means shining a light on the associated weaknesses.
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?
There’s a crucial difference between breaking the rules recklessly and in defiance of authority, and listening to independent thinkers who can help ensure the long-term success of the organisation.
Hybrid working models present additional challenges for managers. Here are our top tips for managing virtual teams using Belbin Team Roles.
7 practical steps you can take to build psychological safety into your team’s everyday interactions.
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.
Boards perform best when they operate as cohesive teams rather than just groups of talented individuals. Belbin can optimise board dynamics to enhance organisational profitability.
Mirjam Godskesen from the Department of Management Engineering, has written a paper based on her experiences on using Belbin and Lego® to help improve her students' team working skills.