When people work together, that does not necessarily mean that they work together.

Everyone contributes to the team with their personality, their individuality and their habits. This often means that the special features of the individual people in the team are seen as enriching. However, it can also be that peculiarities of people are seen as "annoying", "exhausting" or unnecessary. There are upsets, open or covert arguments or power struggles that hinder team performance and cost the entire team time and energy.

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At this point, it helps to consider the roles that people play in the team, the potentials and the differences. With the help of a structured approach, the Belbin® team role analysis, all team members reflect on their own role in the team and receive feedback from other team members. This gives each participant valuable impulses for their contribution to the team and their strengths. The contribution of all other members of the team is also visible in the same way. This increases understanding for one another, communication improves and the susceptibility to conflict decreases.

The aim of this consideration is to find a team with a balanced mix of roles in which everyone

1. knows his role (s) that suit him and in which he feels comfortable

2. knows what contribution he can make to the team by taking on this role (s).

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As part of a Belbin® team role analysis, a differentiated consideration of nine different team roles takes place. The data required for this is collected with the help of an online tool for self-assessment and external assessment.

The determined team roles show the individual contribution that each participant makes in the team.

As part of the workshop (at least 1/2 day, preferably 1 day), the individual role profiles and the overall profile of the team are evaluated. The transfer to the team is ensured and conclusions for future cooperation are derived.