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A Total Training System

Introduction  The need for training for key posts. Economic importance. In-job training versus simulated environment. The TT-Group concept.

Selection of trainee  Advisability of early selection. First-order matching to final job requirements. Assessment of personality characteristics, professional and social abilities. Preliminary tests of behaviour under stress. Vetting of political inclinations. Assessment of professional, social and family contact potential.

Setting up a TT-Group  Selection of initial work area for trainee. Methods of ensuring transfer of trainee to selected work area. Establishing a communications network. Ensuring collaborative relationships with ‘escape’ outlets, e.g. legal, police, M.P., professional standards. Forming a training committee. Appointing a training supervisor. Recording and disseminating data.

Communications  Security considerations. Use of indirect communication techniques, e.g. role-playing, games, analogy, allegory, word association, double-entendre, word coincidence, word omission, event and time coincidence. Use of intermediaries. Types of intermediary - unwitting, voluntary, paid. Recruitment of intermediaries from trainee's colleagues, professional affiliates, relations, neighbours, social and cultural contacts, etc. The role of intermediaries in broadening horizons and skills. Training selected intermediaries in use of indirect communication techniques. The relationship of the intermediary to the trainee, e.g. dominant, subordinate, inverse. Techniques of isolating one intermediary from another. Identification of communication source. Word, time, occasion and speciality identifiers.

TT-Group Operation  Passive observation of trainee's habits, preferences, behaviour. Establishing areas for trainee improvement. Use of communication network to influence trainee. Importance of stress in executive development. Reward and punishment approach to behavioural change. Crisis generation and observation of effect. Determining reaction to enticement, fear, coercion, "chance" meetings. Negating adverse effects of training incidents. Building up trainee's status and prestige.

Failure Procedure  Causes of failure - overstress causing breakdown, trainee awareness, ethical objections, inadequate supervision, changed requirements, breakdown in system integrity. Conversion of TT-Group to control role (TC-Group). Examination of alternatives, e.g. hold pending alternative opportunity, persuade to continue, reverse build-up, change to another TT-Group program, divert to congenial obscurity. Isolation of trainee pending completion of new task, e.g. determining and closing loopholes, arranging diversionary meetings, instructing intermediaries to hold and report back, pre-briefing intermediaries to produce clash, curtailing interviews.



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