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Extension and Industry Working Together
444
J O U R N A L OF DAII~Y S C I E N C E
A subject matter specialist must have the mutual confidence of his fellow specialists in closely related fields. This confidence is best obtained or gained by planning and working together on a team approach. The team approach can be used on many projects and in many fields. The team approach can extend the effectiveness of individual specialists and make their efforts more efficient. The team approach is appreciated by farmers as well as the county agents one is working with. Here at Wisconsin, we have many examples of this--the Corn Pace Maker% Shur-Fire Alfalfa, Sprayer Schools, Dairy Cattle Housing, Quality Milk Production, Animal Health,
EXTENSION
and the Grassland F a r m i n g Program. I n this program, we have both extension and research people frmn six or seven subject matter departments, all working together on a common but complete program. Specialists working on this really become Grassland Project specialists while still maintaining their desired subject matter department identity. The job to be done is usually larger than any one individual or group can carry through to complete accomplishment. Working together, the desired goals can be reached much sooner. On the basis of present programs, related specialists must believe that the team approach is a good approach.
AND INDUSTRY
WORKING
TOGETHER
~[. F. ELL~ORE Extension Dairy Specialist Virginia Polytechnic Institute, Blacksburg Evel~- extension specialist is familiar with the general principles and procedures involved in the program development process. These principles should be applied to problem solving, regardless of the methods used. I f we look objectively at our subject for discussion, we will recognize that the team approach to problem solving is actually a method for implementing program development. The team approach is not new. I t is one of a long series of extension methods developed over the years since Seaman A. K n a p p used the demonstration method as a means of teaching improved practices. The team approach idea is a combination of past experiences in extension teaching and the new concepts that have emerged from research in adult education and group dynamics. This particular approach can enhance our chance for success in fulfilling our role as extension workers. W e are agents of change. Our success can be measured only in terms of the observed chnge in the attitude, knowledge, understanding, and skills of our clientele. We have considered the procedures to follow and the advantages to be gained when the team is an organized group of professional educators. Let us now examine some additional advantages to be gained when we enlarge the team to include members of industry. There are certain procedures of the program development which should be given special attention when the team is expanded. I. Develop a sponsoring organization. This is essential if all segments of the industry concerned with the problem solution are to be actively involved. Action may be initiated through
an existing organization, if its membership is representative of those who have the problem. I f such an organization does not exist, then extension can take the lead in calling together a potential problem-solving team. Care should be exercised when inviting representatives from the various segments of the industry. I t is wise to limit representation to those groups who have an active interest in solving the problem and can make a real contribution to the action program. Invitations should be extended to organizations and not to specific commercial concerns. Individuals who represent these organizations should be appointed by the particulax organization. The situation should be presented to this assembled group. These representatives are the industry leaders. I f they see the problem and decide that action is needed, then formal organization will follow. This new organization will have a single purpose: it will sponsor the program and provide the leadership for its development. I I . Plan the program. I t is quite possible that the sponsoring group will be too large to effectively carry out all of the details that go with sound program development. Subcommittees are the answer. Care should be exercised in the appointment of these subcommittees. The chairman of the sponsoring group will probably need help in selecting the membership of these. I f possible, each member of the sponsoring group should be included on some subcommittee. This will help to keep up interest through involvement. However, superfluous subcommittees should be avoided. Special talents among the members should be used
SYMPOSIUM
on these subcommittees. A member of the extension team should be included on each committee in an advisory capacity. The principle of least numbers should be followed in setting up subgroups. That is, groups should be small enough to function smoothly, yet large enough to provide some diversity of ideas. There are at least three subgroups needed: (1) a long-time program committee, (2) an education committee, and (3) an editorial committee. There may be others, depending upon the problem to be solved. I t is important to keep the entire membership informed of the work of the various subgroups as the plan develops. Meetings of the entire membership should be held frequently enough to obtain their approval and support on each major issue. I I I . Move the education program to the field. I t is during this step that the organizations which provided representatives to the sponsoring group can be involved. Among these people are many highly specialized professional workers. These workers will have a great deal of daily contact with the people who have the problem. They exert a great deal of influence on these people. I n fact, they are teachers. Whether they realize it or not, they are agents of change. There are various ways of involw ing these teachers. The important thing to remember is that all of those who will be teaching must tell the same story. The program and recommended practices must be sound and understood by all concerned. This is where the editorial committee can perform an essential service. All materials prepared for use should be cleared through this committee, to be sure that no conflicting information is released under the name of the sponsoring group. IV. S u m m a r y . I t is easy to see how the
445
effectiveness of our extension efforts can be increased through this method of approach. I f this is a state-wide program, there will be members of the sponsoring organizations in nearly every county. The county agent can coordinate and use this talent in much the same way as the specialist staff can use it at the state level. There are one or two pitfalls in this method that should be avoided. The process moves slowly. This may breed impatience on the part of the dynamic extension worker. The more people that become involved the greater becomes the task of keeping them involved, informed, and interested. Yet, these things must be done if our team approach is to be effective. Be realistic when developing a time schedule. Your sponsoring group may become enthusiastic and set up a schedule that is not realistic in terms of available time and personnel. I t is better to move at a slower rate and give adequate treatment to each activity. Extension workers must be especially careful to give lay leaders the opportunity to express themselves and to develop leadership. It is easy for the extension worker to grab the ball. I f he does, the program will cease to be the peoples' program and much of the advantages of group effort will be lost. The advantages of such an approach are great. I t does not lessen in any way the amount of work required of the extension worker, but the nature of his work will be different and his efforts can be multiplied many times. This might be summarized as we remember what Dr. K n a p p told early agents: "Your value lies not so much in what you do yourself, but in what you can get others to do."
J O U R N A L OF DAII~Y S C I E N C E
A subject matter specialist must have the mutual confidence of his fellow specialists in closely related fields. This confidence is best obtained or gained by planning and working together on a team approach. The team approach can be used on many projects and in many fields. The team approach can extend the effectiveness of individual specialists and make their efforts more efficient. The team approach is appreciated by farmers as well as the county agents one is working with. Here at Wisconsin, we have many examples of this--the Corn Pace Maker% Shur-Fire Alfalfa, Sprayer Schools, Dairy Cattle Housing, Quality Milk Production, Animal Health,
EXTENSION
and the Grassland F a r m i n g Program. I n this program, we have both extension and research people frmn six or seven subject matter departments, all working together on a common but complete program. Specialists working on this really become Grassland Project specialists while still maintaining their desired subject matter department identity. The job to be done is usually larger than any one individual or group can carry through to complete accomplishment. Working together, the desired goals can be reached much sooner. On the basis of present programs, related specialists must believe that the team approach is a good approach.
AND INDUSTRY
WORKING
TOGETHER
~[. F. ELL~ORE Extension Dairy Specialist Virginia Polytechnic Institute, Blacksburg Evel~- extension specialist is familiar with the general principles and procedures involved in the program development process. These principles should be applied to problem solving, regardless of the methods used. I f we look objectively at our subject for discussion, we will recognize that the team approach to problem solving is actually a method for implementing program development. The team approach is not new. I t is one of a long series of extension methods developed over the years since Seaman A. K n a p p used the demonstration method as a means of teaching improved practices. The team approach idea is a combination of past experiences in extension teaching and the new concepts that have emerged from research in adult education and group dynamics. This particular approach can enhance our chance for success in fulfilling our role as extension workers. W e are agents of change. Our success can be measured only in terms of the observed chnge in the attitude, knowledge, understanding, and skills of our clientele. We have considered the procedures to follow and the advantages to be gained when the team is an organized group of professional educators. Let us now examine some additional advantages to be gained when we enlarge the team to include members of industry. There are certain procedures of the program development which should be given special attention when the team is expanded. I. Develop a sponsoring organization. This is essential if all segments of the industry concerned with the problem solution are to be actively involved. Action may be initiated through
an existing organization, if its membership is representative of those who have the problem. I f such an organization does not exist, then extension can take the lead in calling together a potential problem-solving team. Care should be exercised when inviting representatives from the various segments of the industry. I t is wise to limit representation to those groups who have an active interest in solving the problem and can make a real contribution to the action program. Invitations should be extended to organizations and not to specific commercial concerns. Individuals who represent these organizations should be appointed by the particulax organization. The situation should be presented to this assembled group. These representatives are the industry leaders. I f they see the problem and decide that action is needed, then formal organization will follow. This new organization will have a single purpose: it will sponsor the program and provide the leadership for its development. I I . Plan the program. I t is quite possible that the sponsoring group will be too large to effectively carry out all of the details that go with sound program development. Subcommittees are the answer. Care should be exercised in the appointment of these subcommittees. The chairman of the sponsoring group will probably need help in selecting the membership of these. I f possible, each member of the sponsoring group should be included on some subcommittee. This will help to keep up interest through involvement. However, superfluous subcommittees should be avoided. Special talents among the members should be used
SYMPOSIUM
on these subcommittees. A member of the extension team should be included on each committee in an advisory capacity. The principle of least numbers should be followed in setting up subgroups. That is, groups should be small enough to function smoothly, yet large enough to provide some diversity of ideas. There are at least three subgroups needed: (1) a long-time program committee, (2) an education committee, and (3) an editorial committee. There may be others, depending upon the problem to be solved. I t is important to keep the entire membership informed of the work of the various subgroups as the plan develops. Meetings of the entire membership should be held frequently enough to obtain their approval and support on each major issue. I I I . Move the education program to the field. I t is during this step that the organizations which provided representatives to the sponsoring group can be involved. Among these people are many highly specialized professional workers. These workers will have a great deal of daily contact with the people who have the problem. They exert a great deal of influence on these people. I n fact, they are teachers. Whether they realize it or not, they are agents of change. There are various ways of involw ing these teachers. The important thing to remember is that all of those who will be teaching must tell the same story. The program and recommended practices must be sound and understood by all concerned. This is where the editorial committee can perform an essential service. All materials prepared for use should be cleared through this committee, to be sure that no conflicting information is released under the name of the sponsoring group. IV. S u m m a r y . I t is easy to see how the
445
effectiveness of our extension efforts can be increased through this method of approach. I f this is a state-wide program, there will be members of the sponsoring organizations in nearly every county. The county agent can coordinate and use this talent in much the same way as the specialist staff can use it at the state level. There are one or two pitfalls in this method that should be avoided. The process moves slowly. This may breed impatience on the part of the dynamic extension worker. The more people that become involved the greater becomes the task of keeping them involved, informed, and interested. Yet, these things must be done if our team approach is to be effective. Be realistic when developing a time schedule. Your sponsoring group may become enthusiastic and set up a schedule that is not realistic in terms of available time and personnel. I t is better to move at a slower rate and give adequate treatment to each activity. Extension workers must be especially careful to give lay leaders the opportunity to express themselves and to develop leadership. It is easy for the extension worker to grab the ball. I f he does, the program will cease to be the peoples' program and much of the advantages of group effort will be lost. The advantages of such an approach are great. I t does not lessen in any way the amount of work required of the extension worker, but the nature of his work will be different and his efforts can be multiplied many times. This might be summarized as we remember what Dr. K n a p p told early agents: "Your value lies not so much in what you do yourself, but in what you can get others to do."