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By Barbara Hague (More) • Last updated on October 13.04.2023, XNUMX • First published on 04.03.2016/XNUMX/XNUMX • So far 5312 readers, 2031 social media shares Likes & Reviews (5 / 5) • Read & write comments
Executives need to understand in principle that there is a newly compiled Team There is no predefined role distribution. The comparison of roles and motives results in a valuable model for permanently motivated teams.
In the case of newly established teams, each member initially approaches their role with their own self-image. Different Measures, such as an introductory workshop can define project roles and clear to distribute.
A fundamental distinction is made between the technical roles, as provided for in a project agreement, and what Meredith Belbin (www.belbin.com/about/belbin-team-roles/) describes as “complementary informal team roles”. The author differentiates between nine types, which she in turn classifies according to three categories: action-oriented, communication-oriented and knowledge-oriented.
Like McClelland's motifs (see also blog part 1), Belbin's model also requires individual strengths and weaknesses-Profiles. By combining both models, we see that they correlate surprisingly precisely.
The following overview shows the individual strengths and weakness profiles of the three motifs according to McClelland and determines suitable informal team roles, which the members of the motif types assume with some probability:
Personnel responsible should coordinate the motive, informal team role and actual project roles as far as possible.
In doing so, they minimize the risk of demotivation, over- or under-exertion, loss of friction, lack of competence or conflict, and at the same time maximize the success of the company as a whole.
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Barbara Haag is a management trainer and business coach. She runs the “kopfarbeit” consulting institute she founded and, together with a network of 30 trainers, supports specialists and executives throughout Germany. She worked for several years in personnel development at global companies in the automotive and oil processing industries and has been a trainer, consultant and coach for many years and had teaching assignments at vocational academies and the leadership academy in Baden-Württemberg.Barbara Haag is the originator of scientifically based personal development programs that have been implemented in numerous companies. In addition to the online potential tool aHead she developed, her work on motivational theory was also included in the guidebook “Authentic Career Planning”. More information at www.kopfarbeit.org All texts by Barbara Haag.
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