13 resulting conclusion that a key factor was perspective transformation. He went on
to describe a 10 phase transformation process which emerged as common to many of the women who successfully re-entered community college. Mezirow proposes
ten phases of Transformative Learning. Mezirow argues that transformations often
follow some variation of the following phases of meaning becoming clarified:
a. A disorienting dilemma
b. A self examination with feelings of guilt or shame
c. A critical assessment of epistemic, socio-cultural, or psychic assumptions
d. Recognition that
one’s discontent and the process of transformation are shared and that others have negotiated a similar change
e. Exploration of options for new roles, relationships, and actions
f. A plan of a course of action
g. Acquisition of knowledge and skills for
implementing one’s plan h.
Provision of trying of new roles i.
Development of competence and self-confidence in new roles and relationships
j. A reintegration into one’s life on the basis of conditions dictated by one’s
perspective
2. Personal Changes Influencing Collegial Change
According to O’Donnell 1972, group activity matters. The modern civilization has increasingly become one of cooperative endeavor. Whether in
business, government, the church, philanthropic institutions, or other forms of enterprise, the effectiveness with which people work together toward the
14 attainment of enterprise goals is largely determined by the ability of those who
hold managerial positions. It is of little avail to have scientific knowledge, engineering skills, technical abilities, or vast material resources unless the quality
of managing organized groups permits effective coordination of resources. Group activity exists because a man has found it necessary to cooperate
with others. Due to his own physical limitations, he must unite with others in order to attain most of his personal goals. Also any individual wishes to maximize
personal goal satisfaction with the least expenditure of time, money, unpleasantness, or other unsought consequences. This desire to accomplish goals
through cooperation, and to do so effectively, applies whether group action involves business, military, religious, charitable, social, or other objectives.
A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members.
Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them Belbin. Belbin Team Roles are used to
identify peoples behavioral strengths and weaknesses in the workplace. A team should be put together for a specific purpose. Each team member should be
chosen to ensure that the correct balance of skill and behavior is achieved. The process of weaning the person or group from dependence on the
change agent should begin early in the relationship. The more the change agent has allowed or encouraged the client to depend on him, the more difficult the
weaning process. The two rules of thumb for minimizing dependency are: First, keep the helping relationship as short as possible. Crisis counseling centers see
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.
