Team Effectiveness: Tapping into the art and science of teamwork

The art of working with teams still has its place, but it must be perfected by understanding and working with the actual science of teams to develop lasting team effectiveness. The science of teamwork often surpasses the art, but both have their place.

In the world of high-performing teams, the elusive formula for success is often debated. Is it chemistry? Leadership? Clear goals? According to a McKinsey & Company study, “Team effectiveness is less about the art, and more about the science.” It’s a simple enough statement that challenges traditional thinking—and invites us to reimagine how we approach teamwork.

Enter the evidence-based Team Role Model of the late Dr. Meredith: a proven framework that is solidly grounded in decades of research that not only aligns with McKinsey’s emphasis on science but also does leave space for the nuance and often less tangible human sides of collaboration.

Belbin’s work began with a simple yet powerful question: why do some teams succeed where others fail? Through years of observation and data collection at Cambridge and then Henley Management College Oxford, Dr. Belbin identified nine distinct Team Roles, each representing clusters / patterns of behaviour that contribute to team success. From the creative “Plant” to the detail-focused “Completer Finisher,” these roles offer a lens through which team dynamics can be better understood, meaningfully discussed—and improved.

What makes the Belbin model so valuable is its solid foundation in empirical evidence and research. Original ‘big data’ captured across many years now. It’s not guesswork or gut feeling; it’s grounded in decades of rigorous study. Teams that understand and apply these roles with one another at work are better equipped to leverage individual strengths, balance weaknesses, and create environments where all members can thrive. This is the “science” McKinsey refers to: observable patterns, measurable outcomes, and replicable results.

But what about the “art”? That’s where Belbin’s model shines just as brightly. While the roles provide structure, they don’t confine or pigeon-hole people. Far from it.  Teams are encouraged to adapt the framework to their unique challenges and culture. The interplay between roles, the emotional intelligence required to navigate them, and the leadership needed to harmonise diverse contributions—all of these rely on a human touch.  Belbin is also clear about what it measures and what it does not.  It measures team behaviours, so it looks at ‘what you do’ as opposed to trying to put in a box ‘who you are’. 

In practice, effective teamwork is never just a simple checklist. It’s a nuanced dance between the data from observed human behaviour and the empathy, insight and instinct that underpins real humanity in teams. Belbin offers the structure to diagnose team challenges and the language to talk about them. But how we apply that insight—how we coach, lead, and collaborate—remains an ever-evolving craft.

In a world increasingly driven by data, the Belbin model reminds us that science can enhance, not replace, the art of working well together. The key to effective teams may be less about choosing between art and science—and more about mastering both.

To find out more about how we work with both the art and science of teams please feel free to get in touch:

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E – Admin@SabreHQ.com