Transformative Learning Theory Theoretical Description

15 people only a few times to avoid regression into a dependent relationship on the therapist. Second, do nothing for the person or group that he can do for himself if he has to. Coping muscles grow stronger through exercise. Making decisions or bearing responsibilities for others tends to weaken them Seifert Clinebell, 1999. A theory of the release of personal potentialities Seifert Clinebell, 1999 also suggests that the major natural resource for growth and change is people-but people turned on by experiences of personal growth, turned up in their discovery of eternal meaning in daily life, including a fresh awakening to the reality of God, and turned out in rediscovery of their fellow passengers on planet earth. Identifying the stages of change tends to hide the continuity of this personal growth process. There is a flow to any living process that is more basic than its phases. Based on Covey 1989, habit is the overlapping of knowledge, skill, and attitude. The seven habits help people to be more effective. The seven habits based on Covey 1989 are: a. Be proactive: merely taking initiatives for vision. b. Begin with the end in mind: starting with the clear understanding of the destination and it is based on the principle that all things are created twice for leadership. c. Put first things first: allowing to achieve self-mastery and self- discipline for management. d. Think win-win: seeking solutions so that everyone can win. 16 e. Seek first to understand, then to be understood: listening and communicating with respect for the other person. f. Synergy: communicating with respect and creativity, learning, gaining insight and producing solutions to problems and issues better than any originally proposed. g. Sharpen the saw: preserving and enhancing the greatest asset owned. The seven habits above are the keys to be effective people. Covey 1989 shared that one thing happens when you agree to teach something is that you change your role. Although C ovey’s seven habits are based on Western culture, they can be implemented in Indonesia to see the changing behaviour of the research participants who are Indonesians.

3. Entrepreneurship

Every expert has hisher own definition of entrepreneurship. However, in almost all of the definitions of entrepreneurship by some experts, there is an agreement that people are talking about a kind of behavior that includes: 1 initiative taking, 2 the organizing and reorganizing of social and economic mechanism to turn resources and situations to practical account, 3 the acceptance of risk and failure. Hisrich 2005 believes that entrepreneurship is the dynamic process of creating incremental wealth. The wealth is created by individuals who assume the major risks in terms of equity, time, andor commitment or provide value for some product or service. The product or service may or may not be new or unique, but value must somehow be infused by the entrepreneur by receiving and locating the 17 necessary skills and resources. Based on Hisrich 2005 as well, the foundation of the definition is that entrepreneurship is the process of creating something new with value by devoting the necessary time and effort, assuming the accompanying financial, psychic, and social risk, and receiving the resulting rewards of monetary and personal satisfaction and independence. In being good entrepreneurs, there are some skills which need to be owned. According to Hisrich 2005, the skills required by entrepreneurs can be classified into three main areas: technical skills, business management skills, and personal entrepreneurial skills. These skills and objectives form the basis of the modular approach to an entrepreneurship curriculum. This is the table of the three types of skills required in entrepreneurship: Table 2.1 Types of Skills Required in Entrepreneurship In entrepreneurship there are three underlying beliefs Kao, 1989. First, entrepreneurship and creativity are seen as intimately related, timeless human qualities. Creativity implies generating new ideas and approaches. Entrepreneur Technical Skills Business Management Skills Personal Entrepreneurial Skills  Writing  Oral communication  Monitoring environment  Technical business management  Technology  Interpersonal  Listening  Ability to organize  Network building  Management style  Coaching  Being a team player  Planning and goal setting  Decision making  Human relations  Marketing  Finance  Accounting  Management  Control  Negotiation  Venture lunch  Managing growth  Inner controldisciplined  Risk taker  Innovative  Change oriented  Persistent  Visionary leader  Ability to manage change