MAC3703 ASSIGNMENT 2 MEMO 2026
DUE 24 APRIL 2026
a) Critical evaluation of team performance with reference to Belbin's team roles
model
The respective Belbin roles of the team members suggest fundamental incompatibilities
which are hindering team performance (Learning Unit 10: Project Leadership; Kaplan,
2019:396-400).
Team leader as Completer Finisher - This role is characterised by a close eye for
detail and a desire to see things finished. However, this leader depends on receiving
completed designs from the designers to perform their finishing work. When designs
are delayed, the leader becomes stressed and likely puts pressure on the designers.
Designer 1 as Plant - This role is creative, full of imaginative ideas, but typically not
disciplined about producing useable ideas on time. Plants prefer freedom to think
creatively and may resist deadlines and structure.
Designer 2 as Resource Investigator - This role is good at finding clever solutions
through discussions with others or external research. However, Resource Investigators
tend to lose interest quickly and want to move on to new challenges, potentially
leaving work incomplete.
, Draftsperson as second Completer Finisher - Having two Completer Finishers
creates additional pressure, as both are anxious to complete work but dependent on
the designers' output. The Draftsperson cannot complete their CAD work without
finished designs from the designers.
Fundamental incompatibility: The creative, unstructured nature of the Plant and
Resource Investigator roles conflicts directly with the deadline-driven, completion-
focused needs of the Completer Finisher roles. The designers generate ideas but
fail to deliver useable outputs on time, while the leader and draftsperson require
finished work to perform their roles. This creates a stressful environment where the
leader must constantly pressure the designers, leading to conflict (Learning Unit 10:
Project Leadership, p. 29-30).
John's role as Coordinator - Coordinators are good at delegating work and
coordinating activities, but this role may not be sufficiently hands-on to manage the
deep personality conflicts present in this team composition. Based on Belbin roles,
this would not be a team that would run to schedule without a good deal of assertive
hands-on management.
b) Advice on managing the conflict between the two designers and the team
leader (10 marks)
(Learning Unit 10, p. 30-31)
1. Arrange a meeting with all parties
, Schedule a face-to-face meeting with the team leader and both designers separately
initially, then together
Create a safe environment where each party can express their concerns without fear of
blame
Listen actively to understand the root causes of the conflict from each perspective
2. Identify the underlying issues
The designers likely feel micromanaged and that their creative process is being stifled
The team leader likely feels frustrated that work is not delivered on time, affecting his
ability to complete his own tasks
Clarify that the issue is systemic role incompatibility rather than personal
3. Clarify roles and expectations
Revisit each team member's role and responsibilities
Establish clear, agreed-upon deadlines for design delivery that balance creative needs
with project timelines
Document these expectations to prevent future misunderstandings
4. Implement a structured design review process
Establish regular check-in points where designers present work-in-progress
This provides the leader with visibility of progress without constant pressure
Allows for early identification of delays and collaborative problem-solving
DUE 24 APRIL 2026
a) Critical evaluation of team performance with reference to Belbin's team roles
model
The respective Belbin roles of the team members suggest fundamental incompatibilities
which are hindering team performance (Learning Unit 10: Project Leadership; Kaplan,
2019:396-400).
Team leader as Completer Finisher - This role is characterised by a close eye for
detail and a desire to see things finished. However, this leader depends on receiving
completed designs from the designers to perform their finishing work. When designs
are delayed, the leader becomes stressed and likely puts pressure on the designers.
Designer 1 as Plant - This role is creative, full of imaginative ideas, but typically not
disciplined about producing useable ideas on time. Plants prefer freedom to think
creatively and may resist deadlines and structure.
Designer 2 as Resource Investigator - This role is good at finding clever solutions
through discussions with others or external research. However, Resource Investigators
tend to lose interest quickly and want to move on to new challenges, potentially
leaving work incomplete.
, Draftsperson as second Completer Finisher - Having two Completer Finishers
creates additional pressure, as both are anxious to complete work but dependent on
the designers' output. The Draftsperson cannot complete their CAD work without
finished designs from the designers.
Fundamental incompatibility: The creative, unstructured nature of the Plant and
Resource Investigator roles conflicts directly with the deadline-driven, completion-
focused needs of the Completer Finisher roles. The designers generate ideas but
fail to deliver useable outputs on time, while the leader and draftsperson require
finished work to perform their roles. This creates a stressful environment where the
leader must constantly pressure the designers, leading to conflict (Learning Unit 10:
Project Leadership, p. 29-30).
John's role as Coordinator - Coordinators are good at delegating work and
coordinating activities, but this role may not be sufficiently hands-on to manage the
deep personality conflicts present in this team composition. Based on Belbin roles,
this would not be a team that would run to schedule without a good deal of assertive
hands-on management.
b) Advice on managing the conflict between the two designers and the team
leader (10 marks)
(Learning Unit 10, p. 30-31)
1. Arrange a meeting with all parties
, Schedule a face-to-face meeting with the team leader and both designers separately
initially, then together
Create a safe environment where each party can express their concerns without fear of
blame
Listen actively to understand the root causes of the conflict from each perspective
2. Identify the underlying issues
The designers likely feel micromanaged and that their creative process is being stifled
The team leader likely feels frustrated that work is not delivered on time, affecting his
ability to complete his own tasks
Clarify that the issue is systemic role incompatibility rather than personal
3. Clarify roles and expectations
Revisit each team member's role and responsibilities
Establish clear, agreed-upon deadlines for design delivery that balance creative needs
with project timelines
Document these expectations to prevent future misunderstandings
4. Implement a structured design review process
Establish regular check-in points where designers present work-in-progress
This provides the leader with visibility of progress without constant pressure
Allows for early identification of delays and collaborative problem-solving
