Engineering Fundamentals: An Introduction to Engineering, 4th ed.c

3.6 Common Traits of Good Teams

More and more, employers are looking for individuals who not only have a good grasp of engi-

neering fundamentals but who can also work well with others in a team environment. Suc-

cessful teams have the following components:

1. The project that is assigned to a team must have clear and realistic goals. These goals must
   be understood and accepted by all members of the team.


2. The team should be made up of individuals with complementary expertise, problem solv-
   ing skills, background, and talent.


3. The team must have a good leader.


4. The team leadership and the environment in which discussions take place should promote
   openness, respect, and honesty.


5. Team needs and goals should come before individual needs and goals.

In addition to these characteristics that make up a good team, Dr. R. Meredith Belbin, in his book

Management Teams: Why They Succeed or Fail, identifies additional roles for good team members.

A team with members who represent the following secondary roles tends to be very successful.

The organizeris someone who is experienced and confident. This person is trusted by mem-

bers of the team and serves as a coordinator for the entire project. The organizer does not

have to be the smartest or most creative member of the team; however, he or she needs to

be good at clarifying goals and advancing decision making.

The creatoris someone who is good at coming up with new ideas, sharing them with other

team members, and letting the team develop the ideas further. The creator is also good

at solving difficult problems, but may have problems with following certain protocols.

The gathereris someone who is enthusiastic and good at obtaining things, looking for possi-

bilities, and developing contacts.

The motivatoris someone who is energetic, confident, and outgoing. The motivator is good

at finding ways around obstacles. Because the motivator is logical and doesn’t like vague-

ness, he or she is good at making objective decisions.

The evaluatoris someone who is intelligent and capable of understanding the complete

scope of the project. The evaluator is also good at judging outcomes correctly.

The team workeris someone who tries to get everyone to come together, because he or she

does not like friction or problems among team members.

The solveris someone who is reliable and decisive and can turn concepts into practical solutions.

The finisheris someone who can be counted on to finish his or her assigned task on time.

The finisher is detail orientated and may worry about the team’s progress toward

finishing the assignment.

There are many other factors that influence team performance including:

• the way a company is organized;


• how projects are assigned;


• what resources are available to a team to perform their tasks, and


• the corporate culture: whether openness, honesty, and respect are promoted.

60 Chapter 3 Introduction to Engineering Design

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