Four Stages of the Transformational Learning Process

According to Michael Fullan (2016) in his book, The New Meaning of Educational Change, successful organizations that demonstrate change followed principled concepts of change. The reason for their success if that there is tangible proof of alignment in keeping components of actions. Fullan (2016) stated that successful change incorporates five factors. In this essay, three of the five factors will be discussed and an example of an organization using components of the change be revealed. Often when organization shave to go through the process of change it means either they have gone through change to repair broken areas or they are going through change as a reflective exercise before embarking on a larger scope of practice perhaps to expand into new growth within their organization. In either course, the larger concern is that organizations must embrace change and engage in meaningful constructed ways to promote the best growth with the fewest steps to reach accomplishment. A key decision factor to change is whether an organize will change because they adopt a model and see a better way or whether they want to save their resources. Fullan (2016) suggested that the reason for the change is largely to work is because, the organizations, “Define closing the gap as the overarching goal,” “Assume that lack of capacity is the initial problem and then work on it continuously,” and “Stay the course through continuity of good direction by leveraging leadership,” (Fullan, 2016,

Mezirow (1991) states that a learner’s viewpoint is interrupted when faced with perplexing problems in regards to their Weltanschauung. He defines several steps and phases of transformational learning which gives the learner an adaptation of a new way of thinking (Mezirow, 1991). It’s important to know that transformational learning is based on our own reflection and how we interpret our experiences, ideas, and assumptions gained through prior learning. By looking deeper into ourselves we can reflect on the positive and negative outcomes of our behaviors.

Transformative learning is basically changing the way one thinks, feels, acts, and sees life now, as opposed to the past. It can have a small or huge impact on the way they see different aspects of their life. The four stages of the transformative learning process are: Recognizing a specific problem – this is when one would decide if there is a need for change. They would recognize that there is a problem and specifically what it is. Confronting the problem intensely – They would then avoid apprehension and immediately confront the problem, while remembering to consider all possible solutions.

In today's session, Group members were presented with education regarding the stages of change and the characteristic of each stage of change. Group members were then identified and shared which stage of change that he/she presently was in; and discuss how to progress to the next stage of change.

Transformational Learning consist of four stages which are, “recognizing a significant problem; confronting it intensely; finding a solution; and integrating a new prospective” (R-Model, 2010, p.115). When making any major life transition you will probably use transformational learning. You will first recognize that there is a problem or that there is something in your life that you would like to change. Second, you will need to confront the problem. You will need to do so with great intensity, so that you may find a solution. Once you have gone through the third stage to find your solution, you will then start to integrate that solution into your life. Transformational learning is something that everyone will go through at some point

For most companies, identifying what a learning organization should be and actually becoming one is tricky at best, impossible at worst. One way that manager's and companies can promote the concept of being a learning organization is to assess whether the company is in need of a short-term fix or whether it is more focused on long-term results. Organizational learning is a long-term activity that will build competitive advantage over time and requires sustained management attention, commitment, and effort. Learning organizations maximize their competitive positions during strong economic times and they prudently train their employees and prepare for change even in turbulent times. As a result, learning organizations and learning

One of the most important concepts that I learned about during the Leading Change course is that leaders must take a deliberate approach to change. Leaders use this approach because it involves thorough planning and purpose-driven actions that lead to the desired end state rather than leave the fate of the organization to happenstance. One of the primary models that we learned about during Leading Change is John Kotter’s Eight-Stage Process (2012). This model offers an organizational change template that addresses both the people and the processes of an organization so that leaders can pursue change effectively.

Learning at an organization is more of a self-conducted activity, and is a continuous process that lasts the entire cycle of the organization and the tenure of the employee. Nevertheless, each organization must effectively employ certain training and development activities for new as well as seasoned employees in order to accomplish different objectives:-

Just as students are learning at Post, organizations and the personnel within them need to continue to learn. Organizations need to continue to refine processes and focus on innovation. Organizational learning gives companies the ability to create, remember, and share knowledge within an organization. In order for an organization to be an effective learner they need to make it a focus on everyday work, practice it through all levels of the organization, create a focus on the creation, retention and transfer of knowledge through the organization, and solve problems where they begin, Organizational learning provides an opportunity to effect positive change throughout the organization. A company that is an organizational learner is one that is innovative, continually refining its processes and learns from its mistakes. Personal learning within an organization greatly enhances the organizations core competencies. It can be done through education and training programs. Such programs consist of schooling, training seminars, mentorships and on

Following the ONE Decision seminar, a transformative learning shift resonated with me. Jack Mezirow, professor and leading Transformative Learning thinker describes, “Transformative learning refers to the process by which we transform our taken-for-granted frames of reference (meaning perspectives, habits of mind, mind-sets) to make them more inclusive, discriminating, open, emotionally capable of change, and reflective so that they may generate beliefs and opinions that will prove more true or justified to guide action.” Following this seminar, I began looking at my life, how my beliefs were formed and I questioned what kind of life I wanted to lead. Transformative learning took place for me following my involvement in teaching the ONE Decision seminar and I began gaining greater control over my life as a “socially responsible, clear-thinking decision maker.” I began discovering how the beliefs I held as a child were not necessarily beliefs I wanted to hold as an adult. Beliefs that I needed to please others in order to have worth and to be liked were not in line with my ONE Decision. I saw how my current view of the world was not in support of the type of lifestyle I wanted to lead. Mezirow writes that transformative learning “demands that we be aware of how we come to our knowledge and as aware as we can be about the values that lead us to our perspectives.” Through my assignments, research, writing, and coaching, I became capable of

A vision can’t belong to only the leader, it must be a shared vision. A vision that is shared will interest more people, create higher levels of enthusiasm and can endure the challenges that come with change (Kouzes & Posner, 2012). In order for successful change to occur there needs to be commitment, a sense of urgency or momentum, stakeholder engagement, openness, clear vision, good and clear communication, strong leadership, and a well-executed plan. Kotter’s 8-step change model below recognizes each of these characteristics:

The second step in the change theory is the transition stage. Once people are unfrozen, the problem now shifts to how to keep them going. This is now the actual change process a stage that is characterized by confusion as people try to change from the old to new ways. This stage is further characterized by fear because people tend to be unsure and is the hardest step in the whole process (Schein, 1995). During transition, new behaviors are developed, values and attitudes. It is achieved through development techniques and change in existing organizational structures. People undergoing this stage need to be given ample time to adapt to new ways. Of uttermost importance during this stage is support. Support is offered in terms of coaching and training as well as acceptance that mistakes will be part of the transition process (Smith, 2001).

Throughout our final semester of study at Maryville, our cohort has studied Peter Senge’s, The Fifth Discipline: The Art and Practice of the Learning Organization. Rather than set of management practices, the book describes how organizations, especially those that are sustainably competitive, know how to learn. These “learning organizations” are continuously learning how to work together, where the norm is producing their best. In the book, Senge identifies five essential elements, that when practiced together, create perfect conditions for an effective learning organization. These five practices are Personal Mastery, Mental Models, Shared Vision,

Organizations that strive to excel in aspects of innovation, competitiveness, and performance must have clearly defined core values that are executed by specific learning disciplines (Senge, 2010). Giesecke and McNeil (2004) stated, "A learning organization is an organization skilled at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect new knowledge and insights" (p. 55). In the pursuit of defining specific practices that would produce an ideal learning organization, Senge (2008) proposes five disciplines that include, "...systems thinking, mental models, personal mastery, shared vision, and dialogue" (p. 1). In this application paper I will analyze each of the five disciplines discussed by Senge (2008) and discuss how they can be applied in an organization such as the high school where I am currently teaching to address specific areas in need of improvement.

Peter Senge argues that not only we humans learn, but organizations also. However, learning itself may not be enough for the organization to survive in this ever-challenging era. In his book, The Fifth Discipline, Senge introduced five ‘disciplines’, namely systems thinking, personal mastery, mental models, building shared vision, and team learning, that characterizes an organization as a learning organization.