Buccola, J.T. (author), Orden, D. (author), and University of Minnesota, Dept. of Agricultural and Applied Economics.; University of Minnesota, Dept. of Agricultural and Applied Economics.
Format:
Journal article
Publication Date:
1980
Published:
USA
Location:
Agricultural Communications Documentation Center, Funk Library, University of Illinois Box: 52 Document Number: C00632
search through journal, Many farmers view with skepticism the dominant agricultural research and extension education model, in which knowledge on farming practices is developed by researchers and delivered through extension programs. The participatory research and education model is designed to support a shared vision of research and education as a learning process among partners working in community. The participatory model is offered as a way to achieve better communication and enhanced cooperation among farmers, researchers and extension educators. (original)
This paper describes the rationale for a change from conventional extension towards participatory innovation development and extension. The "Conservation Tillage Project" and the "Food Security Project" developed such an approach and have embarked on institutionalisation of this approach into the agricultural extension service in Masvingo Province in Zimbabwe. Dialogue with farmers, farmer experimentation and the strengthening ofself-organisational capacities of rural communities are the major elements to improve development and spreading of innovations, thus the efficiency of extension. The new approach requires a role change of agricultural extension workers from teacher to facilitator as well as appropriate methods and tools. Elements of "Training for Transformation" and Participatory Rural Appraisal(PRA) were tested and developed and were found to be effective tools. The strategy to institutionalise participatory extension is based on joining efforts and networking with other organisations, a campaign to familiarise institutional staff and a training and follow-up programme for staff in the framework of organisational development. The experiences show that the attitudinal change required to implement participatory approaches is highly depended on personalities. To have an impact on the change of attitudes a continuous medium-term training process with a close follow-up is required. The paper concludes that institutionalisation of participatory approaches into hierarchically structured organisations is a highly complex intervention. In order to besuccessful, major changes in planning, implementation and monitoring and evaluation procedures are required. Changes of that nature require a process of at least 5 to 10 years and high commitment on the side of institutional staff on all levels and donors as well.
