ABSTRACT
This chapter contains R. M, Belbin's team roles; the principles on which it is based; underlying assumptions; guidance on application, and relevant issues; and related models. The roles are chairman, shaper, plant, monitor-evaluator, resource-investigator, company worker, team worker, and finisher. Roles played by team members are critical to the effectiveness of team performance. All roles are required to introduce and manage rapid change, most effectively. Team roles are not necessarily associated with an individual's formal status. Regardless of their roles, team members may bring personal agendas to the team which may limit effective performance towards common group goals. The importance and interaction of the roles increases during times of crisis and emergency, improving team cohesion. As groups mature and their activities change, the importance of different roles varies. Self-awareness and selecting one's own best role enhances performance within that role. The model may be used when assessing the possible bases for conflict in a team.
