See Nena. Nena is a beautiful little kid. She meets Nonoy. And they begin to play. They hop around, chase each other, and play the bahay-bahayan. Nena cooks as she acts as the mom. Nonoy builds their little playhouse as he is the father.



They enjoy this game. Nena brings her dolls, or as she calls them: their kids. Nonoy brings his tools for work. Over and over, everyday, they go out and grab some cardboards and junks to construct their imaginary mansion. And at dusk, they pack their things and go back to their real home.

However, some Nenas and Nonoys seemed to have been trapped in their imaginary world. They have brought the game into the crisp reality. The kids are not dolls anymore.

A 1990 Time reported that a teenager gives birth every 67 seconds. And more often than not, the teenage dads are seen as the villain. They are thought to have uncontrollable hormones and are over-powered by the desire of flesh. Everyone sympathizes with the young girl as she is often seen as the victim. And the young man is left alone, feeling guilty.



This blog focuses on getting a bigger picture of teenage pregnancy. That it isn't just about the sufferings or the hardships of the pregnant girls, but it is also about those young men who impregnated them. Furthermore, this blog is dedicated on helping the adolescent fathers through a program proposal to benefit them in their academic, growth and economic struggles. We seem them not as the villain or culprit, but they too, are victims.

"I am beyond adjectives."

- Ramz Peter Bobillo Alocada



Personality Test Result:
Rational Portrait of the Mastermind (INTJ)

All Rationals are good at planning operations, but Masterminds are head and shoulders above all the rest in contingency planning. Complex operations involve many steps or stages, one following another in a necessary progression, and Masterminds are naturally able to grasp how each one leads to the next, and to prepare alternatives for difficulties that are likely to arise any step of the way. Trying to anticipate every contingency, Masterminds never set off on their current project without a Plan A firmly in mind, but they are always prepared to switch to Plan B or C or D if need be.

Masterminds are rare, comprising no more than, say, one percent of the population, and they are rarely encountered outside their office, factory, school, or laboratory. Although they are highly capable leaders, Masterminds are not at all eager to take command, preferring to stay in the background until others demonstrate their inability to lead. Once they take charge, however, they are thoroughgoing pragmatists. Masterminds are certain that efficiency is indispensable in a well-run organization, and if they encounter inefficiency-any waste of human and material resources-they are quick to realign operations and reassign personnel. Masterminds do not feel bound by established rules and procedures, and traditional authority does not impress them, nor do slogans or catchwords. Only ideas that make sense to them are adopted; those that don't, aren't, no matter who thought of them. Remember, their aim is always maximum efficiency.

In their careers, Masterminds usually rise to positions of responsibility, for they work long and hard and are dedicated in their pursuit of goals, sparing neither their own time and effort nor that of their colleagues and employees. Problem-solving is highly stimulating to Masterminds, who love responding to tangled systems that require careful sorting out. Ordinarily, they verbalize the positive and avoid comments of a negative nature; they are more interested in moving an organization forward than dwelling on mistakes of the past.

Masterminds tend to be much more definite and self-confident than other Rationals, having usually developed a very strong will. Decisions come easily to them; in fact, they can hardly rest until they have things settled and decided. But before they decide anything, they must do the research. Masterminds are highly theoretical, but they insist on looking at all available data before they embrace an idea, and they are suspicious of any statement that is based on shoddy research, or that is not checked against reality.



Mission Statement:



I am me. I am different from the rest of the world. I am beyond adjectives, and I refuse to be defined or worse, classified.

I am me. And I plan to be me, until I am called to change some of my ways. But I am not driven to change for others, because that would be lying to myself. I shall change because I see and I feel that I should. I shall change because I see and I feel that the change would do me good.

I am me. No amount of personality tests will ever change that. I can be a mastermind, a teacher, a musician, or whatever I want to be. I believe in my capacity, but I know my weaknesses. I shall invest my time on mastering my skills, and the same time, I shall face my fears and won't run away from it. I shall stand up and transform my weaknesses into something that I could be proud of.

I am me. For some reason I don't know, and I don't want to know anymore, I am built and crafted to be who I am. I am me plus my weaknesses, fears and my shortcomings. I am me. And there's no other entity that roams around the world like I do.



Andrea Diana Deo Leyba

Personality Test Result:
Rational Portrait of the Mastermind (INTJ)

All Rationals are good at planning operations, but Masterminds are head and shoulders above all the rest in contingency planning. Complex operations involve many steps or stages, one following another in a necessary progression, and Masterminds are naturally able to grasp how each one leads to the next, and to prepare alternatives for difficulties that are likely to arise any step of the way. Trying to anticipate every contingency, Masterminds never set off on their current project without a Plan A firmly in mind, but they are always prepared to switch to Plan B or C or D if need be.

Masterminds are rare, comprising no more than, say, one percent of the population, and they are rarely encountered outside their office, factory, school, or laboratory. Although they are highly capable leaders, Masterminds are not at all eager to take command, preferring to stay in the background until others demonstrate their inability to lead. Once they take charge, however, they are thoroughgoing pragmatists. Masterminds are certain that efficiency is indispensable in a well-run organization, and if they encounter inefficiency-any waste of human and material resources-they are quick to realign operations and reassign personnel. Masterminds do not feel bound by established rules and procedures, and traditional authority does not impress them, nor do slogans or catchwords. Only ideas that make sense to them are adopted; those that don't, aren't, no matter who thought of them. Remember, their aim is always maximum efficiency.

In their careers, Masterminds usually rise to positions of responsibility, for they work long and hard and are dedicated in their pursuit of goals, sparing neither their own time and effort nor that of their colleagues and employees. Problem-solving is highly stimulating to Masterminds, who love responding to tangled systems that require careful sorting out. Ordinarily, they verbalize the positive and avoid comments of a negative nature; they are more interested in moving an organization forward than dwelling on mistakes of the past.

Masterminds tend to be much more definite and self-confident than other Rationals, having usually developed a very strong will. Decisions come easily to them; in fact, they can hardly rest until they have things settled and decided. But before they decide anything, they must do the research. Masterminds are highly theoretical, but they insist on looking at all available data before they embrace an idea, and they are suspicious of any statement that is based on shoddy research, or that is not checked against reality.

Mission Statement:

"Achieve Maslow's hierchary of happiness!"



Marielle P. Gonzalez

Personality Test Result:
Guardian™ Portrait of the Inspector (ISTJ)

The one word that best describes Inspectors is superdependable. Whether at home or at work, Inspectors are extraordinarily persevering and dutiful, particularly when it comes to keeping an eye on the people and products they are responsible for. In their quiet way, Inspectors see to it that rules are followed, laws are respected, and standards are upheld.

Inspectors (as much as ten percent of the general population) are the true guardians of institutions. They are patient with their work and with the procedures within an institution, although not always with the unauthorized behavior of some people in that institution. Responsible to the core, Inspectors like it when people know their duties, follow the guidelines, and operate within the rules. For their part, Inspectors will see to it that goods are examined and schedules are kept, that resources will be up to standards and delivered when and where they are supposed to be. And they would prefer that everyone be this dependable. Inspectors can be hard-nosed about the need for following the rules in the workplace, and do not hesitate to report irregularities to the proper authorities. Because of this they are often misjudged as being hard-hearted, or as having ice in their veins, for people fail to see their good intentions and their vulnerability to criticism. Also, because Inspectors usually make their inspections without much flourish or fanfare, the dedication they bring to their work can go unnoticed and unappreciated.

While not as talkative as Supervisor Guardians [ESTJs], Inspectors are still highly sociable, and are likely to be involved in community service organizations, such as Sunday School, Little League, or Boy and Girl Scouting, that transmit traditional values to the young. Like all Guardians, Inspectors hold dear their family social ceremonies-weddings, birthdays, and anniversaries - although they tend to be shy if the occasion becomes too large or too public. Generally speaking, Inspectors are not comfortable with anything that gets too fancy. Their words tend to be plain and down-to-earth, not showy or high-flown; their clothes are often simple and conservative rather than of the latest fashion; and their home and work environments are usually neat, orderly, and traditional, rather than trendy or ostentatious. As for personal property, they usually choose standard items over models loaded with features, and they often try to find classics and antiques - Inspectors prefer the old-fashioned to the newfangled every time.

Mission Statement:

"Go out, Have Fun and Be Myself"

According to the data from the National Center for Health Statistics in the United States of America, it suggests that about 17.4 per 1,000 males ages 15-19 years became teen fathers in 2002. While longitudinal studies suggest this number might be even higher. While the incidence of teen fatherhood is lower than that of teen motherhood, these young men are a potential resource for their child, as well as individuals with their own unmet needs.


Teen fathers face a developmental dilemma. They need to transition into parenthood while simultaneously going through adolescence and becoming an adult. Their fatherhood is impacted by both their ethnicity and cultural norms.



Teenage fatherhood grows out of both personal and social contexts which influence young men’s decisions regarding being sexually active, whether to use contraception, and pregnancy outcomes. Despite common stereotypes, there is increasing evidence that teen fathers want to be (and are) involved with their children in some ways. Teen parent programs which help young fathers with the legal aspects of fatherhood, help them become self-sufficient, teach effective parenting skills, and promote healthy lifestyles have shown to be effective.

Teenage mothers are not the only ones who are facing the reality of early parenthood. Teenage fathers are also responsible for their own child. Through our program, we will try to to help these teenage fathers who are facing this unfortunate circumstances.

From:

http://teenagefatherhood.com/teenage-father/teen-fathers-an-introduction/



RESEARCH ABOUT THE TOPIC:

According to Telegraph.co.uk, the advice given by Teenage Pregnancy Unit in UK was to teach children on the "enjoyment of fatherhood" and "parenting aims and aspirations." The cases of teenage pregnancy in UK kept rising. In February 2009, the front page of a newspaper shocked everybody. It was a picture of the 'youngest father in UK.' The Department of Health in UK advices the teenagers on necessary knowledge and skills that a parent should have.



A researcher said that fathers who are under 16 'should be a matter of police.' For her, parents of the teenagers involved should be charged because they should not let these children sleep at the same bed, at the same house. Teenage fathers who are over 16 should get their own job to help their children. The Government in UK is trying their best to reduce teenage pregnancy.

Source:
http://www.telegraph.co.uk/family/4644539/Teenage-fatherhood-and-underage-sex-glamorised-in-Government-guidance.html

Successful programs help young fathers develop the behaviors and assume the responsibilities common to committed parents by providing them with emotional support and useful services. Reflecting the current position of the Democtratic government, program goals indicate a shift in the orientation of many agencies: from solely attempting to secure child support payments to helping youth acquire fatherhood skills and increase their earning ability. Programs now seek to demonstrate that there are benefits to accepting the responsibilities of fatherhood as well as obligations.



Effective counselors acknowledge the limitations of adolescent attitudes and economic realities. Possibly, they must transcend their own negative view of young fathers, based on stereotypes: they are "super studs" with only fleeting relationships with the mother, financially irresponsible, and uninterested in fatherhood.

I. COMMUNITY OUTREACH

Our program assumes that fathers want to be involved. To find prospective participants, we urge mothers to supply names, encourage the youth's parents to recruit them fathers, and go to neighborhood places where youth congregate (e.g., basketball courts). Fathers already involved with their children are recruited at birthing centers, clinics, and preschools.

We will talk about the benefits of the program, give fathers practical help at the outset, and arrange attractive, structured father-child activities. Promises of our services also help fathers to enroll: legal advice about paternity issues, empowering information about the birth process and meeting infant needs, sex education counseling and personal medical care, and mediation that leads to successful co-parenting. Offering new fathers a safe and supportive place to talk about their children and other concerns, and suggesting that program participation may give them added credibility with their children' mothers, are other recruitment strategies.

Establishing trust in the program helps fathers overcome their possible fear of authority and legal responsibilities, and negative and fatalistic beliefs. Thus, we are honest and clear about all the ways a child benefits from having an involved father and also about how hard, but uniquely satisfying, fathering is. It is beneficial for this outreach to share, or be familiar with our members' cultural background. One effective strategy is for the first (if not all) contact to be made by another teen father who can speak from experience. Older men who have overcome the difficulties of early parenthood also recruit effectively.



I. SERVICES

EDUCATION. It is crucial to help fathers get as much education as possible. Thus, we will need to act as advocates if school personnel encourage them to leave. If fathers want to drop out of school, we can foster persistence by building fathers' confidence that they can succeed, helping them get a job that will not interfere with schoolwork, and securing tutoring. Fathers who have already dropped out are very much referred to in our program. High school graduates are encouraged to enroll in higher education as a way of increasing their long-term career and economic prospects and helping them model educational achievement for their children.

PARENTING EDUCATION. As they explain why a father's involvement is crucial to a child's development, we will also teach how fathers can help their children develop cognitively, socioemotionally, and physically. Equally important, we help fathers develop strategies for controlling their anger when their children misbehave and for constructively disciplining the children. Many audiovisual aids are available to demonstrate good fatherhood practices.



CAREER DEVELOPMENT. We help fathers find short-term employment to meet their child support obligations; make long-range career plans; and enroll in training programs for basic skill traning. It may be necessary to provide a crash course in job-seeking and job-training skills. Fathers of color may need help in overcoming negative attitudes which, while based on historical experience, impede their chances for employment success now.

COUNSELING. This program would help youth clarify their feelings about impending fatherhood and assuming adult responsibilities early. To help fathers feel less isolated, we provide a place for sharing feelings, asking questions, and identifying commonalities within the group. We also help them develop a mature definition of masculinity so they can enjoy a healthy relationship with a woman and defer fathering additional children.

III. SCHOOL STRATEGIES FOR FATHERS

Not many schools have comprehensive programs for teenage young fathers. And so, we encourage mothers to identify and involve fathers in their children's lives and to recruit them for father programs such as ours. They may invite fathers to some programs for mothers too.

We enable fathers to continue their general education, offer them parenting courses, and facilitate their efforts to find part-time work and make career plans.

Our program is focused on different aspects of developing or supporting the Teenage Fathers. In a way or another, we have applied the different theories discussed to respond to the needs of the Teenage Fathers.

With our community outreach, we used Carl Roger’s theory. He said that among the many things that we instinctively value is positive regard, which involves: love, affection, attention, nurturance, self-esteem, self-worth, and a positive self-image. We achieve this positive self-regard by experiencing the positive regard others show us. Without this self-regard, we feel small and helpless, and again we fail to become all that we can be.



So with our community outreach, we will instill in them that although times might be hard at some point, the world is not just about pain, misery, and sufferings. There are those, who are willing to help them, boost them up and so that they can achieve a positive self-regard.

As we have stated earlier, it is crucial to help fathers get as much education as possible. This lack of education derails them from achieving self-efficacy. And so, we will apply Albert Bandura’s theory.

As he said, most of our actions are initially organized in thought. People's beliefs in their capabilities shape the types of anticipatory scenarios they construct and rehearse. And in the end, these scenarios crawl from their perceptions to reality.

With educating them, we can inspire them to believe in the things that they can do. By learning more, not just about Science, but also about balancing themselves, we will drive them to at least have a flicker of hope about their skills and talents.



Of course, education is not at all a guarantee that they will have a sense of direction after. So, we will counsel them, applying Bandura’s motivational process. We will motivate them through regulating their expectations and instill in them that a given positive course of behavior will produce positive outcomes.

We will also nurture them through career developments, presenting the need to go out of their box and fulfill their needs as presented by Abraham Maslow. This will not just respond to their Physiological needs, but will also help them in achieving safety, fulfilling their belonging and esteem needs, and hopefully, self-actualization.

We faithfully hope that with our program, we can inspire not only those Teenage Fathers who will join us, but also those are still afraid to go out, and accept that they need help.