Since Dr. Belbin's research findings were made public, many people and organisations have heard about and respect the theory of Team Skills Management. His book (Management Teams - why they succeed or fail) was first published in 1981 and has been re-printed every year since with just one exception. The book has also been translated into many languages and demand for it is still increasing. It is becoming rare to give a presentation on Team Skills without finding at least some members of the audience who are familiar with his Team Role model.

It is recognised that many organisations are looking for methods of practical implementation of Dr. Belbin's Team Role concept. They have found that the education of managers in the theory of Team Skills is not sufficient in itself, to move an organisation forward and achieve significant benefits.

Many will recognise this scenario as being nothing more than the normal reaction to the suggestion of change. Machiavelli's assertion, that he who endeavours to introduce change has for enemies all those who prospered under the old order, and only lukewarm support from those who may do well under the new, has without doubt, significant relevance. Perhaps also, the fact that there are innumerable other theories offered on Management Education, each with apparent merit, but which cannot possibly all be absorbed, does tend to deter all but the most discriminating from attempting serious implementation.

As is often the case with significant new concepts, a change of attitude is required to unlock the full potential. The key is an experiential learning exercise which this seminar provides.