97
7
b
10.2
Look at the names of the stages in the box
and match them with their meanings in Exercise 7a.
Listen to check your answers.
adjourning forming norming performing storming
8
Listen again and answer the questions.
1
In which decades were: a) Lewin and b) Tuckman
working?
2
What does the expression
honeymoon period
mean?
3
What three practical examples of group dynamics in
use does the expert give?
9
Evaluating ideas
Work in small groups and discuss
the questions.
1
How useful do you think the ideas of: a) Lewin
and Tuckman, and b) Belbin and his model are for
understanding teams and group dynamics today?
2
Do you think they can fit all team/group situations?
Why?/Why not?
3
Do any of your experiences of teams match with
what you have heard and read about?
4
Do you think teams and groups always need a
(strong) leader to perform well?
VOCABULARY
PHRASAL VERBS
10
a
Match the verbs from the lecture with their meanings.
1
get on (with)
a
start work
2
fall out (with)
b
tolerate
3
get used to (+ -
ing
)
c
become comfortable with
4
get down to
d
separate
5
break up
e
argue
6
put up (with)
f
have a friendly relationship
10
b
Complete these sentences so they are true for you.
1
I get on well with people who …
2
It sometimes takes me ages to get used to …
3
I find it difficult to get down to …
4
I tend to fall out with people who ...
5
A team I was in broke up because …
6
I can’t put up with people who …
SPEAKING
11
a
Work in groups of four. You are going to do a
task together that makes use of the Belbin model, then
work on a project to launch a new community/student
newspaper. Do the following tasks.
1
Look at this list of things you will need to do, then
add two more tasks to the list.
• research the competition
• come up with a brand, title and design concept
• think of a USP (unique selling point)
• decide the structure of the newspaper
• decide on the budget
• find a sponsor
• co-ordinate the project
2
Discuss what roles (or multiple roles) from the Belbin
model you have in your team and what roles you
lack.
3
Discuss who will perform each task you have listed.
11
b
Join another group and compare your action plans.
Role
Strengths
Weaknesses
Plant
Creative, imaginative, free-thinking.
Generates ideas and solves difficult problems.
Ignores incidentals. Too preoccupied
to communicate effectively.
Resource
investigator
Outgoing, enthusiastic, communicative.
Explores opportunities and develops
contacts.
Over-optimistic. Loses interest once
the initial enthusiasm has passed.
Coordinator
Mature, confident, identifies talent.
Clarifies goals. Delegates effectively.
Can be seen as manipulative.
Offloads own share of the work.
Shaper
Challenging, dynamic, thrives on pressure.
Has the drive and courage to overcome
obstacles.
Prone to provocation. Offends
people's feelings.
Monitor-
evaluator
Sober, strategic and discerning. Sees all
options and judges accurately.
Lacks drive and ability to inspire
others.
Teamworker
Co-operative, perceptive and diplomatic.
Listens and averts friction.
Indecisive in crunch situations.
Avoids confrontation.
Implementer
Practical, reliable, efficient. Turns ideas into
actions and organises the work that needs
to be done.
Somewhat inflexible. Slow to
respond to new possibilities.
Completer-
finisher
Painstaking, conscientious, anxious.
Searches out errors. Polishes and perfects.
Inclined to worry unduly. Reluctant
to delegate.
Specialist
Single-minded, self-starting, dedicated.
Provides knowledge and skills in rare supply.
Contributes only on a narrow front.
Dwells on technicalities.
Belbin model
How understanding
team roles can improve
team performance.
Dr Meredith Belbin is
an expert on teams.
During his research,
he identified nine key
roles in management
teams, which are given
in the table. One of his
most important findings
was that effective
teams have members
covering all the roles.
However, he also noted
that people may have
more than one role. A
team does not need
to be made up of nine
people, but should be
at least three or four.
