Team roles

How individual members can contribute to effective team functioning

Edited by Gabriele Bammer.

For team dynamics to work effectively, what is the range of contributions that needs to be covered by different team members? How can diversity in skills relevant to team functioning be effectively recognised and harnessed? Here the focus is not on the actual task the team is trying to accomplish, but rather the dynamics of working together and the different contributions or roles required for effective team functioning.

A number of proprietary products (i.e., products owned by companies that need to be purchased to be used) have been developed to help teams assess the strengths and weaknesses of individual team members in contributing to effective team performance. The focus in this Editor’s Addition is to use one such product, CliftonStrengths®, to highlight one set of understandings about what key team dynamics are. Information available on the CliftonStrengths® website is used in abbreviated form and without the summary terms used to encapsulate each team and personal attribute.

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What roles do you play in inter- and transdisciplinary projects?

By Hanna Salomon, Benjamin Hofmann and Sabine Hoffmann.

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1. Hanna Salomon (biography)
2. Benjamin Hofmann (biography)
3. Sabine Hoffmann (biography)

What roles do researchers typically play in inter- and transdisciplinary projects? How can they be made transparent in order to reflect on them?

Inter- and transdisciplinary projects typically require different roles and the researchers involved may play one or more of them. There is a plethora of literature describing various ideal-typical roles and we used the literature on researchers’ roles in sustainability science to develop a reflection tool on researcher roles in inter- and transdisciplinary projects.

A Role Reflection Tool

The reflection tool consists of a role survey for individual researchers, a spider web graph for immediate role visualization on the individual and project team level, and a set of questions for individual and project team reflections.

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Designing for role clarity: An essential leadership skill

By Gemma Jiang and Joan Lurie.

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1. Gemma Jiang (biography)
2. Joan Lurie (biography)

How can leaders design roles and role relations within their project teams? How can leaders recalibrate and re-align role relations as their project contexts shift? Why is designing for role clarity an essential leadership skill, beyond technical and interpersonal skills?

Just as we sign contracts outlining job descriptions and authority when starting a new position, a similar role contracting process should be initiated at the beginning of each project. This ensures that everyone understands their specific responsibilities and authority within the project context. This practice is particularly crucial when team members have overlapping roles outside the project. For instance, in one project, a faculty member might lead while their department chair takes on a supporting role. How should these two define their project roles to distinguish them from their ongoing department chair–faculty relationship?

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How to organize an “all-hands” meeting

By Gemma Jiang, Diane Boghrat and Jenny Grabmeier

authors_emma-jiang_diane-boghrat_jenny-grabmeier
1. Gemma Jiang (biography)
2. Diane Boghrat (biography)
3. Jenny Grabmeier (biography)

What is an “all-hands” meeting? What’s required to assemble an effective planning team? What should the planning team consider in setting parameters for the meeting?

What is an “all-hands” meeting?

Here we consider all-hands meetings in the context of our experience with a large cross-disciplinary institute, where members are geographically distributed. An annual all-hands meeting is an effective mechanism many such organizations employ to bring all members together in person.

An all-hands meeting differs from a science conference in two main ways. First, its participants are identified members within the boundary of the organization. It is usually not open to a wider audience. Second, its topic areas extend beyond the research projects supported by the organization. Such topics can include strategic planning among leadership, community building among early career researchers, professional and interpersonal capacity building topics, and development of team science competency.

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Understanding diversity primer: 9. Team roles

By Gabriele Bammer

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What is the range of roles that members of a team need to cover in order for the team to be effective? What strengths and weaknesses are associated with each role?

Teamwork is common in research on complex societal and environmental problems. The Belbin team roles identify nine clusters of skills that need to be included within a team for it to be most effective. An individual can bring more than one cluster of skills to the team, with most people having two or three Belbin team roles that they are comfortable with.

Each of the nine roles described below is considered to be equally important and each has strengths and weaknesses. Different roles are likely to be required at different times during a team’s work.

Resource Investigator
These team members use their inquisitive nature to find ideas to bring back to the team.

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