Ever wondered why some teams just seem to work and others hit the rocks? When things don’t work, it is obvious to all and it often has a profound effect on the people involved, as well as the project or objective to be achieved.

In the 1970s, Dr Meredith Belbin and his research team at Henley Management College set about observing teams, with a view to finding out where and how these differences come about. They wanted to control the dynamics of teams to discover if – and how – problems could be pre-empted and avoided.

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