The Wholeness Model
How we live and work matters. People are multidimensional, and their wellbeing is shaped by the relationships between their physical, psychological, emotional, social, cultural, creative and environmental experiences, and by the conditions in which they work.
The Wholeness Model is The People Landscape's developing framework. The ten dimensions are working definitions, not scientifically validated categories. They overlap, and no one needs them in identical proportions.
One landscape, ten connected aspects
Wellbeing cannot be understood through mental health alone, physical health alone, or a collection of disconnected wellness initiatives.
The model helps an organisation see the full landscape of human wellbeing, identify strengths and pressures, set clear objectives, design appropriate responses and evaluate change over time. It connects individual wellbeing with relationships, workplace design, organisational culture and the wider environment.
It is also not a recipe for workshops. Many pressures are best answered by changes to workload, resources, job design, management practice, the physical environment or policy.
The ten dimensions
Each dimension follows the same structure, so the model can be applied consistently across organisations.
A consistent way to measure
Whichever dimension an organisation focuses on, the method is the same: establish a baseline first, identify priorities, agree realistic targets with the people involved, then review progress at suitable intervals.
| Field | What it captures |
|---|
Possible measures
Staff reported energy, workload manageability, belonging, psychological safety, ability to focus, access to restorative breaks, confidence in speaking up, perceived autonomy and opportunities for creativity. We combine numbers with qualitative methods, because not every meaningful aspect of wellbeing can be captured by a score.
Existing data, used with care
Organisations may also look at absence patterns, turnover, workload distribution, participation and retention. Each is affected by many things, such as restructures, seasons, the labour market and workload. A change in these figures should not automatically be read as proof that a wellbeing intervention worked.
Instruments
Where a standard instrument suits, we use established, validated ones that are properly licensed. We do not invent a validated questionnaire, clinical threshold or scoring system for The People Landscape.
Privacy and participation
Participation is voluntary where appropriate. Responses are confidential, reporting is aggregated where groups are small, and individuals' sensitive responses are never exposed.
Worked examples
Three examples of the method in practice. They show how it works and are not predetermined performance standards. Any numerical target is illustrative and must be agreed with each organisation after a baseline is established.
Wellbeing does not happen in isolation
The value of the model lies in how the dimensions influence one another.
Choose a challenge to see which other dimensions it may affect.
These are plausible relationships to investigate, not proven causes. Evidence from each organisation is needed before concluding that one thing causes another.
How organisations use the model
Map
Understand the current landscape through appropriate staff feedback, available evidence and examination of workplace conditions.
Interpret
Identify strengths, pressures, interconnected issues and priority areas.
Respond
Develop targeted interventions and organisational changes with clear objectives, responsibilities and timeframes.
Review
Measure progress, learn from feedback and adapt the approach.
Where it fits
The model can support workplace wellbeing strategies, team development, facilitated sessions, nature based programmes, creative interventions, leadership conversations and broader organisational improvements.
We act as a partner. We help organisations understand what people need and design fitting responses, which may be a change to workload or policy as often as a session or programme.