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含山县政府网为什么说职场之上，行为习惯如此重要？-贝尔宾

为什么说职场之上，行为习惯如此重要？-贝尔宾

Belbin measures propensities towards certain kinds of behaviour and styles of interaction with others, rather than personality traits. There are a number off actors underlying behaviour: personality, motivation, values, abilities and environment, to name a few.
相比起个性特征，贝尔宾更侧重于衡量行为习惯和与他人的互动风格。有一些基本行为的因素：个性，动机，价值观，能力和环境等等。
So why measure behaviour in particular?
那么为什么要特别衡量行为呢？

1.It can change 可改变
Personality is fixed and unlikely to change, so it makes sense to focus our efforts at the point where changes can be made: our behaviour.
个性是固定的并且不太可能改变，所以有必要把努力集中在可以做出改变的方面：我们的行为。
Since behaviour is within our focus of control, affirmative feedback on behaviour offers a positive lead for personal development, showing where and how we can adapt to meet the needs of aparticular situation or job role.
由于行为在我们的控制范围内，对行为的肯定反馈为个人发展提供了积极的引导，显示了我们如何适应和满足特定情况或工作角色的需求金奥聪。

2.It can be observed. 可观察
Personality is what’s on the inside; behaviour is what comes out, and it affects – and is affected by – those around us. Measuring behaviour allows us to focus on thewords and actions which shape our interactions with others.
人格是内在的而行为是外在的，它会影响我们周围的人并受到影响。衡量行为使我们能够专注于塑造我们与他人互动的言语和行为孔伯华医馆 。
Arguably, we aren’t experts on someone else’s personality – we don’t know what’s going on “behindthe scenes” – but we can comment on what we can see before us.
可以说，我们不是了解别人个性的专家 - 我们不知道“幕后”发生了什么，但是我们可以评论我们眼前发生的事情。
By giving and receiving feedback on behaviours within a team, we move to ademocratic, evidential process. We can corroborate – or disagree with – one another桃花夫人 , and provide evidence of the behaviours in question from our own experience. This can depersonalise difficult conversations and take the heat out of conflicts which might otherwise descend intoad hominem attacks.It can also provide a significant learning opportunity – your observers might uncover strengths you didn’t know you possessed.
通过给予和接收团队行为反馈，我们转向民主并且有依据的过程。我们可以支持或者反对彼此，并从我们自己的经验中提供有关行为的依据。这可能会使困难的对话变得人格化，并从那些可能会沦为人身攻击的冲突中解脱出来。它还可以提供重要的学习机会呈贡大方居 ，您的观察员可能会发现您不了解自己拥有的优势。

3.It’s situational. 不同情况下不同
Ourbehavioural tendencies influence the kinds of work we might be best suited to,and who we work best with. Some people behave very differently at work than they do at home狼犬历险记 , despite the underlying personality being one and the same.
我们的行为倾向会影响我们最适合的工作种类以及工作伙伴。有些人在工作上的表现与他们在家里的表现截然不同，尽管实际个性是一样的。
Measuring behaviour in a particular context allows discussion to focus on the workplace, whereas more wide-ranging measurements might muddy the waters.
特定情况下衡量行为会更集中在工作领域都匀一中 ，因为大范围的测量会混淆结果。

4.It’s practical.
很实用
Belbin isn’t a label to apply or a box to put someone in, it’s a language designed to help people better understand each other.
贝尔宾不是一个应用标签或限制人的盒子尖椒变蛋 ，这是一种旨在帮助人们更好地了解对方的语言。
Once people understand the Team Roles and the basic concept behind them, this language can be used as a shorthand to describe how different kinds of work might be approached or what sort of contributions are required at a particular meeting.
一旦人们了解团队角色及其背后的基本概念，就可以用这种语言来描述如何处理不同类型的工作，或者在特定的会议上需要什么样的贡献。

5.It makes individuals and teams tick.
使团队和个人更高效
Understanding strengths and weaknesses makes people more engaged, happier and more productiveat work, promoting a positive working environment and reducing turnover costs.
了解优点和缺点，使人们在工作中更加积极，更快乐，更有成效，促进积极的工作环境，降低成本。
In 2013, Gallup reported that only 13% of employees were engaged at work. In2016,冉东阳 their findings showed that teams in the top quartile for engagementoutperformed those in the bottom quartile by 21%.In another 2016 study, Harvard Business School outlined the importance of relational affirmation” in this process: identifying and communicating individual strengths, and using a common language and frame of reference.
2013年，盖洛普（Gallup）报告说，只有13％的员工热爱自己的工作。[1] 在2016年，他们的研究结果显示，顶尖四分之一人群的表现优于末尾四分之一人群的表现21%[2] 在另一个2016年的研究中，哈佛商学院概述了“关系肯定”在这个过程中的重要性：识别和沟通个人优势，并使用通用语言和参考框架

6.It can be predicted. 可预测
Sincewe can observe behaviour, we can predict it too. People may not always behaveas we expect in every little way – as human beings, we always possess the capacity to surprise one another – but broadly speaking, we settle into ways ofworking, communicating and relating to others that can be expected to remainthe same over a period of time.
既然我们可以观察到行为，我们也可以预测它。人们并不总是像我们所期望的一样，有时候我们会让别人感到意外。广义而言，在一段时间内，我们与他人的关系，以及工作，沟通的方式并不会改变。
This means we can use behavioural styles for recruitment and teambuilding蒋曦儿 , to suggest whether someone might be a good fitfor a particular job role or to join an existing team.
这意味着我们可以使用行为风格进行招聘和团队建设，以提示此人是否适合特定工作角色或加入现有团队。含山县政府网

7.It’s more important than intelligence in predicting success.
比预言成功的智慧更重要
“The best way to build a great team is not to select individuals for their smarts or accomplishments but to learn how they communicate and to shape and guide the team so that it follows successful communication patterns.”
建立一支优秀团队的最佳方式不是因为聪明或成就而选择个人，而是要了解他们之间的沟通方式，塑造和指导团队。
As part of his original research at Henley Management College during the 1970s, Dr. Belbin set up so-called “Apollo teams”火炬木小组 , composed of those individuals who had achieved the highest scores on a battery of intelligence tests. Almost without exception, these teams were the worst performers, owing to competitiveness and negativity within the teams. This initial finding spurred Dr. Belbin on to discover which qualities did predicate success – and Team Role theory was the result.
作为七十年代在亨利管理学院原始研究的一部分，Belbin博士成立了所谓的“阿波罗队”，由那些在一系列智力测试中取得最高成绩的人组成。几乎没有例外，由于球队的竞争力和消极性，表现很差。这个初步发现刺激了贝尔宾博士，发现成功的必要因素，而团队角色理论则是结果。

8.It can be extrapolated.
可推断
Personalitycomes down to the individual – it’s their outlook on the world. By its verynature, behaviour is more fluid and interconnected with others, so it lendsitse naturally to collation. We can aggregate key Team Role information todesign and build teams混沌大道诀 , or map the behavioural preferences of two individualsto examine how well a partnership might work.
个性归结于个人，这是每个人的世界观郭汝槐 。由于其本质，行为是不固定的并且与他人有关联，所以它更容易整合。我们可以聚集关键的团队角色信息来设计和构建团队，或者观察两个合作伙伴的行为，来看看他们是否适合合作。
PS：原创英国贝尔宾Belbin，感谢译者C.J Ng。
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