First of two parts
The number of Filipinos wanting to change the systemic corruption, if not syndicated corruption, has been growing in numbers. Of course, the so-called seasoned activists were at the forefront as they fearlessly vocalized their complaints against any kind of corruption, even before the flood control issues came out. But when more people in government got implicated, investigated, and soon prosecuted due to corrupt activities, civil society groups flexed their strength in numbers in people power fashion a few days ago.
Students protested in and out of their schools. When church leaders echoed the call to action against corruption in pursuit of transparency and accountability, more people joined, including business professionals and retired members of the military. This coalition of forces, spearheaded by the Church Leaders Council for National Transformation (CLCNT), has intensified its efforts as it now calls on the Filipino people to join a Friday habit of a noise barrage and candle lighting every Friday starting October 10, 2025 that will reportedly culminate in a peaceful protest on November 30, 2025 (Bonifacio Day).
It goes without saying, change is urgent. Creating a sense of urgency is the first step of eight steps in the change framework prescribed by Dr. John Kotter, who is one of the more prominent leadership and change management gurus. His 8 steps for leading change have been used by leaders in several organizations around the world.
Kotter thinks that 70 percent of change efforts fail because the leaders fail to take a holistic approach, particularly in considering the first three steps of his 8 step-approach. I think the CLCNT, among many other groups clamoring to end corruption in government, has successfully established the sense of urgency (step 1) and built a guiding coalition (step 2). Malcolm Gladwell calls this guiding coalition as the Law of the Few, others call it as a core group.
Following the subsequent steps in Kotter’s formula, the group has arguably formed a strategic vision, which is ‘No to Corruption’ (step 3) and has communicated it relatively effectively (step 4) across all media channels. The remaining steps will be in Part Two, culminating in Culture Change, which is step 8.
Malcolm referred to Kotter’s last step as the Tipping Point where events are tipped towards long lasting change in the culture. I am not aware whether Col. Harold Cabunoc (Harold) and his team have read any of the books of Kotter or Gladwell. But Harold managed to initiate changes in the decades-long tradition in a military school. I hope these changes will stick and last. A product of Philippine Military Academy (PMA) Class of 1994, with combat service with the scout rangers and an infantry battalion in Mindanao, he is currently the Commandant of the Philippine Army Officer Candidate School (OCS).
Similar to PMA, the OCS has developed some training methods that some call inhumane while others call them necessary to build leaders in the Army. Among the many practices, perhaps short of hazing, the ‘dumbguardship’ mentality where juniors are treated like robots is so entrenched both in the PMA and OCS. Junior officers are taught to blindly disobey orders even if not proper, to accept any punishment even if unwarranted, and just to shut up instead of speaking up. After all, obedience is an essential ingredient of a good leader. Thus, the OCS orients these officer candidates, despite being college degree holders or licensed professionals, to see themselves as dumbguards first!
However, Cabunoc explicitly declared to his core team and to his recent batches of officer candidates, ‘malpractices that you have experienced outside shall not be brought here inside the Officer Candidate School.’
In my conversation with Harold, he proudly shared that the training methodology he and his team introduced in 2023 has moved away from the outdated, impractical, irrational practices of being a dumbguard. He knew at the onset that culture change does not happen overnight. Perhaps following the formula of Kotter, Harold has slowly removed the dumbguardship mindset in the OCS, by first establishing the sense of urgency among his core group composed of PMA and OCS graduates.
Based on the statistics he showed me when I was invited to talk before the OCS classes of 63-2025 and 64-2025, it appears the OCS is well on its way to meaningful transformation, slowly but surely!
In the spiritual realm, one of the doctrines that is very challenging for every believer is how to transform from the old to the new. Man became inherently sinful yet he was challenged to get rid of the old and put on a new self. ‘You were taught, with regard to your former way of life, to put off your old self, which is being corrupted by its deceitful desires; to be made new in the attitude of your minds; and to put on the new self, created to be like God in true righteousness and holiness.’ (Ephesians 4:22-24).
The new self is reflected in the way we interact with others. Our actions and words serve as proofs that we are gone with the old because Jesus has paid the price for our sinful nature. And it certainly helps if believers are in a small group in getting rid of the old self!
Putting on the new self does not happen overnight, as in any meaningful change-whether in our corrupt government or in the OCS dumbguardship. Change, in eyes of Kotter, Gladwell, and Cabunoc, is a process that occurs over time. It will be a continuing struggle.
My daughter Regina and I pray that our leaders in government will invoke the aid of the Holy Spirit within them so they can look to become more like God in all they do. All of us should be reminded that we need to rely on God to help us, as mandated in the Preamble of the 1987 Constitution where it said, ‘We, the Filipino people, imploring the aid of Almighty God.’
Whatever leaders do would have far-reaching effects. Col. Harold Cabunoc has successfully made a compelling case to end the desires of pride, ego, and self-recognition in the traditional Army leader (old) and to introduce the concept of serving before leading (new), at least in the OCS, where he wields influence as Commandant. After all, the big sign at the OCS says, ‘Service is the only reason why I am here.’ The future of the Army looks bright, since I think Harold has embraced and realized that good leaders are servants first. Dumbguards No More?!
Siegfred has a diversified set of education and experiences which has made him a game changer and a servant leader in organizations such as the Philippine Army, Integrated Bar of the Philippines, Malcolm Law Offices, a US based software development company called Infogix Inc., University of the East, Bureau of Immigration, Philippine Airlines and SM Prime Holdings. His professional degrees came from the United States Military Academy at West Point in New York, Ateneo Law School, and University of Southern California, Los Angeles, USA. He has delivered leadership and management talks in government agencies. Siegfred is a former soldier and a lawyer by profession, a teacher by passion, and a writer with a mission.