The Margerison-McCann team management wheel was developed by Dr. Charles Margerison and Dr. Dick McCann. Margerison – an author and psychologist – partnered with scientist and organizational behaviorist McCann to determine why some teams were effective while others with a similar skillset were not.

Component	Description
Definition	The Margerison-McCann Team Management Wheel, developed by Charles Margerison and Dick McCann, is a model used to understand and improve team dynamics and effectiveness. It identifies various roles that individuals may adopt within a team and categorizes them into specific team roles, helping teams balance their strengths and weaknesses for better collaboration and performance.
Key Team Roles	The Team Management Wheel typically defines eight key team roles: – Creator/Innovator: Generates innovative ideas and solutions. – Explorer/Promoter: Communicates ideas, persuades others, and explores opportunities. – Assessor/Developer: Provides critical evaluation and develops plans. – Thruster/Organizer: Implements plans and ensures efficient execution. – Concluder/Producer: Focuses on completing tasks and delivering results. – Controller/Inspector: Ensures adherence to standards and quality control. – Upholder/Maintainer: Upholds team values, culture, and group cohesion. – Reporter/Adviser: Gathers and disseminates information.
Team Dynamics	Teams can use the Team Management Wheel to assess their current composition and roles, helping them identify any imbalances or gaps in their team dynamics. By recognizing each member’s natural preferences and contributions, teams can work together more effectively, leveraging the strengths of each role to achieve their goals.
Applications	The Margerison-McCann Team Management Wheel is applied in various organizational contexts, including project management, team building, leadership development, and conflict resolution. It helps teams: – Understand their members’ strengths and potential blind spots. – Assign roles and responsibilities more effectively. – Improve communication and collaboration. – Foster a more balanced and harmonious team environment.
Benefits	– Enhanced Team Performance: By optimizing team roles, teams can perform more efficiently and effectively. – Improved Problem-Solving: A diverse set of roles ensures comprehensive problem-solving and creativity. – Conflict Resolution: Understanding different roles can help resolve conflicts arising from role-related differences. – Better Resource Utilization: Team members are assigned roles that align with their strengths and preferences, maximizing their contributions.
Drawbacks	– Role Stereotyping: Overreliance on predefined roles may lead to stereotyping and limit individual flexibility. – Complexity: Managing multiple roles within a team can be complex, and it may require training and facilitation. – Resistance to Change: Team members may resist changes to their roles if they are strongly attached to their current responsibilities.
Role Flexibility	It’s important to note that individuals may not fit neatly into one role and may exhibit traits from multiple roles. The model acknowledges the flexibility and adaptability of individuals within teams.
Examples	– A project manager uses the Team Management Wheel to assess their project team’s composition and balance of roles. They then make role adjustments to ensure a smoother project execution. – A leadership development program incorporates the model to help emerging leaders understand their leadership styles and identify areas for growth. – A team experiencing communication challenges undergoes a workshop based on the Team Management Wheel to improve their collaboration and resolve conflicts effectively.

Understanding the Margerison-McCann team management wheel

The Margerison-McCann team management wheel is an individual and team development tool focused on defined roles and personal evaluation.

The framework for which they are named is the result of countless interviews with managers and team members around the world. It is comprised of two components:

• The Types of Work wheel – which defines the nature of work in a team, and
• The four work preference measures – scales that represent key aspects of how individuals within teams prefer to operate in a workplace environment.

By adding the work-centric wheel to the people-centric scales, Margerison and McCann’s team management wheel clarifies what types of work people prefer to do (and the roles they prefer to play) whilst part of a team.

The Types of Work wheel

Nine factors were identified as key to successful teamwork in all types of industries. These segments, which are illustrated as segments of the wheel, include:

1. Advising – collating and dispensing information based on best practices to make superior decisions and deliver results.
2. Innovating – this means challenging the status quo.
3. Promoting – teams must persuade upper management of the merit of a project to secure the necessary resources to perform their work. Promotion also encompasses the marketing of products to customers and clients.
4. Developing – where ideas are molded and shaped to meet the needs of the user with respect to organizational constraints.
5. Organizing – with a core focus on action and goal-setting that is on time and within budget.
6. Producing – this involves delivering a product, service, or other output at consistently high standards.
7. Inspecting – to ensure these high standards are achieved, regular audits are necessary. This factor also incorporates various security, safety, and legal aspects.
8. Maintaining – where team performance is routinely reviewed to ensure effectiveness, and
9. Linking – a process where team members work collaboratively to become an effective and efficient team. Linking may involve people, tasks, or leadership.

The four work preference measures

Since it is not always obvious, four work preference measures provide clarity for employees on how they prefer to work.

Margerison and McCann adapted these measures from the work of Swiss psychologist Carl Jung.

Let’s look at the measures below, remembering that every individual exists along a scale between two opposing extremes.

Questionnaires can be handed out where employees score themselves based on how they like to work.

1 – How you relate to others

• Extrovert – talks out ideas, enjoys meeting other people, can be impulsive.
• Introvert – tends to think before speaking, dislikes interruptions, does not have a need to socialize with colleagues frequently.

2 – How you gather and use information

• Practical – likes to work with tested ideas, is detail and fact-oriented, and prefers clearly defined problems.
• Creative – becomes bored with routine work, is future-oriented, and tests new ideas.

3 – How you make decisions

• Analytical – develops objective decision-making criteria, is often construed as clinical or logical, and prefers analysis and clarity.
• Beliefs – develops subjective decision-making criteria, is resistant to change that contradicts beliefs, and may become over-committed to a particular point of view.

4 – How you organize yourself and others

• Structured – loves order and will stick to a plan, is time conscious, and has a tendency to rush decisions before consulting available information.
• Flexible – may procrastinate in search of information, is open-minded, can tolerate ambiguity, and can change their mind if new insights present themselves.

The team management wheel

To create the team management wheel, the results from the employee questionnaire are matched with the nine key factors to successful teamwork.

Margerison and McCann named each match to describe a specific preferred role:

1. Creator-Innovators – those who enjoy innovation also describe themselves as creative and enjoy the ideation process.
2. Explorer-Promoters – similarly, those who gravitate toward promoting the merits of a project tended to be always on the lookout for new opportunities.
3. Assessor-Developers – employees who enjoy developing plans and processes to suit the end user have a preference for testing the viability of new ideas.
4. Thruster-Organiser – natural leaders who like to organize individuals and resources and throw themselves into scheduling. They also readily define objectives.
5. Concluder-Producer – these are employees who work systematically from a plan to conclude projects.
6. Controller-Inspectors – detailed-oriented employees who like to audit processes and procedures by exerting control.
7. Upholder-Maintainers – employees who possess strong beliefs or principles and consider it vital to uphold or adhere to them at all times.
8. Reporter-Advisors – lastly, those individuals who enjoy sending or receiving information naturally fall into a reporting role in teams.

Case Studies

Case Study 1: Tesla – Electric Vehicle Innovation

Creator Role: Tesla’s founder and CEO, Elon Musk, embodies the Creator role within the Margerison-McCann Team Management Wheel. Musk is known for his visionary leadership and innovative mindset, driving Tesla’s pioneering efforts in electric vehicle (EV) technology and sustainable energy solutions. He conceptualizes groundbreaking ideas, sets ambitious goals, and pushes the boundaries of conventional thinking to propel Tesla’s innovation agenda forward.

Explorer Role: Tesla’s research and development (R&D) team plays the Explorer role by exploring emerging technologies, conducting market research, and identifying opportunities for innovation in the EV industry. The R&D team collaborates with engineers, scientists, and designers to prototype new EV models, develop advanced battery technologies, and improve energy efficiency in Tesla vehicles.

Assessor Role: Tesla’s quality assurance and testing teams fulfill the Assessor role by evaluating the performance, safety, and reliability of Tesla vehicles through rigorous testing and analysis. They conduct comprehensive assessments of vehicle components, software systems, and manufacturing processes to ensure compliance with quality standards and regulatory requirements.

Developer Role: Tesla’s engineering and manufacturing teams embody the Developer role by translating innovative ideas into tangible products and solutions. They design, engineer, and produce Tesla vehicles using cutting-edge manufacturing techniques and advanced robotics. The Developer role also extends to continuous improvement efforts aimed at optimizing production processes and enhancing product quality.

Organizer Role: Tesla’s operations and supply chain — as explored in how AI is restructuring the traditional value chain — management teams play the Organizer role by coordinating production schedules, managing inventory levels, and optimizing logistics operations to meet customer demand and delivery timelines. They streamline workflows, establish efficient supply chain networks, and mitigate supply chain risks to support Tesla’s global operations and expansion efforts.

Controller Role: Tesla’s finance and accounting teams fulfill the Controller role by managing financial resources, monitoring budgets, and ensuring compliance with financial regulations. They analyze financial data, prepare financial reports, and provide insights to support strategic decision-making and resource allocation across Tesla’s business units and projects.

Supporter Role: Tesla’s human resources (HR) and employee relations teams embody the Supporter role by fostering a culture of collaboration, inclusion, and employee well-being within the organization. They provide support services, mentorship programs, and professional development opportunities to empower Tesla employees and cultivate a positive work environment conducive to innovation and growth.

Case Study 2: Google – Digital Innovation and Technology

Creator Role: Google’s co-founders, Larry Page and Sergey Brin, exemplify the Creator role within the Margerison-McCann Team Management Wheel. They conceived the idea of a revolutionary search engine that organizes the world’s information and makes it universally accessible and useful. Page and Brin’s visionary leadership and entrepreneurial spirit have fueled Google’s innovation journey and propelled the company to the forefront of the technology industry.

Explorer Role: Google’s research and development (R&D) teams embody the Explorer role by exploring emerging technologies, conducting scientific research, and pushing the boundaries of innovation in areas such as artificial intelligence (AI), machine learning, and quantum computing. They collaborate with academic institutions, industry partners, and open-source communities to advance the frontiers of technology and drive Google’s product innovation agenda forward.

Assessor Role: Google’s quality assurance and testing teams fulfill the Assessor role by evaluating the performance, usability, and reliability of Google products and services through comprehensive testing and user feedback analysis. They conduct usability studies, beta testing programs, and quality audits to ensure that Google products meet the highest standards of quality and user experience.

Developer Role: Google’s engineering and product development teams embody the Developer role by designing, coding, and iterating on Google’s suite of products and services, including search, advertising, cloud computing, and mobile applications. They leverage agile methodologies, collaborative tools, and open-source technologies to build scalable, robust, and innovative solutions that address complex user needs and market demands.

Organizer Role: Google’s project management and operations teams play the Organizer role by planning, coordinating, and executing strategic initiatives and product launches across Google’s diverse business units and global markets. They establish project timelines, allocate resources, and manage cross-functional teams to ensure timely delivery and successful outcomes for Google’s key projects and initiatives.

Controller Role: Google’s finance and accounting teams fulfill the Controller role by managing financial resources, monitoring budgets, and ensuring compliance with financial regulations and reporting standards. They analyze financial data, forecast revenue projections, and provide financial insights to support Google’s strategic decision-making and investment priorities.

Supporter Role: Google’s human resources (HR) and employee engagement teams embody the Supporter role by fostering a culture of collaboration, diversity, and inclusion within the organization. They provide support services, talent development programs, and employee wellness initiatives to create a positive work environment where employees can thrive, innovate, and grow personally and professionally.

Case Study 3: Airbnb – Disruptive Hospitality Platform

Creating: Airbnb, a leading online marketplace for short-term lodging and vacation rentals, demonstrates creativity and innovation in the “Creating” function. The company’s product development teams continuously innovate and iterate on its platform, introducing new features, services, and experiences to meet the evolving needs of hosts and guests worldwide.

Organizing: In the “Organizing” function, Airbnb effectively coordinates its operations and resources to support its global community of hosts and guests. The company’s operations teams manage logistics, customer support, and regulatory compliance to ensure seamless experiences for users and maintain trust and safety on the platform.

Producing: While Airbnb does not produce physical goods, it excels in the “Producing” function by facilitating the exchange of services and experiences between hosts and guests. The company’s digital platform enables hosts to list their properties and guests to book accommodations, facilitating millions of transactions and creating value for both parties.

Inspecting: In the “Inspecting” function, Airbnb emphasizes trust and transparency through its user review system and verification processes. Hosts and guests can review each other’s profiles, ratings, and reviews to make informed decisions and build trust within the Airbnb community.

Maintaining: Airbnb prioritizes the “Maintaining” function by providing ongoing support and assistance to hosts and guests before, during, and after their stays. The company’s customer support teams address inquiries, resolve issues, and ensure positive experiences, reinforcing trust and loyalty among users.

Key takeaways:

• The Margerison-McCann team management wheel is an individual and team development tool with a core focus on defined roles and personal feedback.
• Margerison and McCann identified nine factors that were key to successful teamwork in all types of industries. These include Advising, Innovating, Promoting, Developing, Organising, Producing, Inspecting, Maintaining, and Linking.
• Four work preference measures also provide clarity for employees on how they prefer to work with each adapted from the work of Swiss psychologist Carl Jung. They relate to employee relations, decision-making, organization, and information gathering.

Key Highlights

• Origin and Purpose: The Margerison-McCann team management wheel was developed by Dr. Charles Margerison and Dr. Dick McCann. It was created to address the question of why some teams with similar skill sets were effective while others were not. The tool focuses on individual and team development through defined roles and personal evaluation.
• Components:
  • Types of Work Wheel: This component defines the nature of work within a team and is the result of extensive interviews with managers and team members worldwide.
  • Work Preference Measures: Four scales derived from the work of Swiss psychologist Carl Jung help individuals understand their preferred work styles. These measures relate to how individuals relate to others, gather and use information, make decisions, and organize themselves and others.
• Nine Key Factors for Successful Teamwork:
  • Advising
  • Innovating
  • Promoting
  • Developing
  • Organizing
  • Producing
  • Inspecting
  • Maintaining
  • Linking
• Four Work Preference Measures:
  • Relating to Others: Extrovert vs. Introvert.
  • Gathering and Using Information: Practical vs. Creative.
  • Making Decisions: Analytical vs. Beliefs.
  • Organizing: Structured vs. Flexible.
• Creating the Team Management Wheel:
  • By matching the results of the work preference measures with the nine key factors, specific preferred roles are identified:
    • Creator-Innovators
    • Explorer-Promoters
    • Assessor-Developers
    • Thruster-Organiser
    • Concluder-Producer
    • Controller-Inspectors
    • Upholder-Maintainers
    • Reporter-Advisors
• Key Objectives and Benefits:
  • The Margerison-McCann team management wheel aims to provide a structured approach for understanding individual work preferences and how they contribute to team roles.
  • It helps in clarifying team member roles, enhancing teamwork, and promoting effective communication by aligning individual strengths with team needs.
• Application:
  • The tool aids in understanding individual preferences and roles, helping individuals and teams play to their strengths.
  • It provides insights into how individuals relate to others, gather information, make decisions, and organize tasks.

Comparison’s Table	Margerison-McCann Team Management Wheel	Belbin Team Roles	Tuckman’s Stages of Group Development
Type	Framework for understanding and managing team dynamics.	Framework for identifying and utilizing team roles.	Model describing the stages of team development.
Purpose	To enhance team effectiveness and performance.	To identify individual roles within a team.	To explain the stages teams go through to become high-performing.
Key Components	– Eight team roles representing different functions and contributions. – Focuses on task-oriented and people-oriented roles.	– Nine team roles categorizing individual behaviors.	– Forming: Orientation and introduction to the team. – Storming: Conflict and disagreement among team members. – Norming: Resolution of conflicts and establishment of norms. – Performing: Productive collaboration and achievement of goals. – Adjourning: Dissolution of the team upon completion of tasks.
Application	Used to assess team composition, dynamics, and effectiveness.	Utilized to assign roles, build balanced teams, and enhance collaboration.	Applied to understand and navigate the development stages of teams.
Focus	Focuses on understanding and leveraging different team roles for optimal performance.	Focuses on identifying and utilizing individual strengths within a team context.	Focuses on recognizing and addressing challenges encountered during team development.
Benefits	– Provides a comprehensive framework for assessing team dynamics and roles. – Facilitates team development and performance improvement. – Helps in building well-rounded teams by leveraging diverse roles.	– Offers insights into individual strengths and contributions within a team. – Facilitates role assignment and team composition for improved collaboration.	– Enhances understanding of team development stages and dynamics. – Guides leaders in addressing challenges and fostering team growth. – Supports effective team leadership and management strategies.

How AI Is Changing This

AI is fundamentally transforming how teams utilize the Margerison-McCann Team Management Wheel by enabling dynamic role optimization and real-time performance analytics. Traditional applications of the wheel relied on static assessments to assign team members to roles like Creator-Innovator or Controller-Inspector based on initial preferences. Now, AI algorithms can continuously analyze team interactions, project outcomes, and individual performance patterns to suggest optimal role redistributions mid-project. For example, Microsoft’s Workplace Analytics uses AI to track collaboration patterns and communication styles, identifying when a team member initially assigned as a Reporter-Adviser might be more effective as an Explorer-Promoter based on their actual contribution patterns and stakeholder engagement metrics. This data-driven approach allows teams to fluidly adapt their role structures rather than remaining locked into initial wheel assignments, ultimately improving project outcomes by matching evolving team dynamics with the most suitable role configurations throughout the project lifecycle.

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What is the types of work wheel?

Nine factors were identified as key to successful teamwork in all types of industries. These segments, which are illustrated as segments of the wheel, include:

What is the four work preference measures?

Since it is not always obvious, four work preference measures provide clarity for employees on how they prefer to work.