HOW IT WORKS

In a nutshell, the holistic principle relies on a series of tenets or principles being applied consistently, achieving an overall result which is greater than the sum of the component elements or inputs. (We review these holistic principles separately).

Think of someone you admire. If you analyse his/her key individual capabilities, s/he may be a good organiser, have charisma, be able to explain things clearly, have a sense of humour ......... all abilities, some of which you may value.

However, there's usually an extra "secret ingredient", isn't there? Nothing you can analyse as a single skill - it's more of an overall glow or buzz which makes the individual stand out in the crowd. That's the holistic "wow factor" or charisma - the combined overall, extra effect which results from the sum of the individual skills.

The Principle Applied

It's the same with a team of people, working together effectively.

Each team member will bring particular skills and capabilities to the table. These skills will combine together - and the overall output from the coalesced group will benefit. Think of a relay race team, a well-coached football squad or a group of colleagues giving an effectively-planned group presentation - these can all be examples of the holistic principle at work.

One of the key tenets of the holistic way of life is acting as selflessly (or altruistically) as possible. Most of us do this to some extent - showing someone how to bring up a particular function on the computer; giving a stranger directions; helping someone carry a heavy load; passing on a particular skill or piece of knowledge ........ all examples of assistance which we give voluntarily, without directly seeking reward.

Parallel reward will come to us on occasion, of course, when others act in a similar fashion towards us as individuals - where the roles reverse and they become the workplace champion, while we assume the role of individual learner.

The Integrated Triangle Model

So, applying this potential, Chris has developed a method which encourages this empowered learning to happen. Let's look at each of the three components in turn.

DEVELOPMENT SUPPORT

This is likely to involve a change of mind set, with the company (HR/training/ management) consciously working towards providing a sustained and consistent level of support and organisation. Once established, this consistent development support will permit the championing to grow and function as intended.

It will involve elements such as:

• providing resources, training input and organisation
• supporting both development time and champion/learner interactions
• scheduling and brokering these interactions
• creating the motivational atmosphere to encourage growth and expansion

WORKPLACE CHAMPIONING

The model's philosophy proposes that anyone with a skill or knowledge pool which s/he is willing to share with someone else can become a champion. The emphasis is thus on the champion passing on this information in a clear, structured way, using simple resources where required. It's NOT about training champions to become professional presenters. Having the correct mind set and getting the message across clearly and at the correct level are important ; being a wizard with Powerpoint is not.

Developing champions thus involves:

• establishing this mind set
• reviewing and practising the elements of knowledge and skill transfer
• becoming capable of specifying - and working towards achieving - objectives
• seeing the "bigger picture" of applied learning in the workplace
• understanding the importance of on-going reinforcement, post-learning

Workplace champions play a valuable role in overall learning - however no one learning technique is "the total learning solution", so the champion must also be able to position these championing activities within the total spectrum of training and learning initiatives available within the organisation.

INDIVIDUAL

Once these foundations are firmly in place, the atmosphere necessary for individual empowerment can be really developed. This will encourage individuals to become more actively involved in identifying their own learning needs and development plans. As with champions, this can be achieved at a straight-forward, jargon-free level, concentrating on being as specific as possible to the needs of each individual. With help, the individual will obviously benefit from this deeper involvement.

As the individual is clearer about the details of her/his areas of learning needs, s/he can play an active part in identifying the specific skills and knowledge which need resolving, to allow her/him to ensure that the learning content is totally relevant.

Where both individual learner and workplace champion have been involved in deciding exactly what the learning objectives and priorities are, there should be a strong guarantee that the individual's learning needs will be fully met.

Key Elements of the Model

The Integrated Triangle model is taking this naturally-occurring potential of people co-operating more openly - and growing it to become a major resource, through

• reaching agreement and support for the philosophy at senior level
• developing a structure which functions for any particular organisation
• identifying champions who can impart particular skills/knowledge
• coaching/mentoring these champions in the basic skills required
• emphasising the importance of establishing clear learning objectives
• creating a self-motivating atmosphere where individuals seek help
• encouraging HR/training/management to provide necessary support
• building a matrix to link learner and champion together for each need
• developing a system to resolve learning needs rapidly and specifically
• preparing learners for the responsibilities of a self-managed system
• integrating this championing within the full range of learning activities
• establishing a management system to plan and record outcomes

Introducing the Integrated Triangle to any company is not a pre-packaged approach - it involves initial consultancy with each client to establish their particular criteria and priorities, discuss any concerns relating to its application (at all levels) .... and agree overall implementation strategies.

If the foundations aren't agreed and implemented properly, the model can't be expected to work long term, so running standard introductory courses without proper foundation-laying consultancy would be a waste of everyone's time.