Keyser, Patrick (author), Schexnayder, Susan (author), Willcox, Adam (author), Bates, Gary (author), Boyer, Christopher N. (author), and Center for Native Grasslands Management
Human Dimensions Research Lab
University of Tennessee
Format:
Online journal article
Publication Date:
2019-12-12
Published:
United States: Extension Journal, Inc.
Location:
Agricultural Communications Documentation Center, Funk Library, University of Illinois Box: 124 Document Number: D11232
10 pages, via online journal, Adoption of native warm-season grasses (NWSGs) in the tall fescue belt is limited despite studies documenting the potential contribution of these forages to profitable beef production. On the basis of two surveys conducted in Tennessee, a survey of beef producers and a survey of agricultural professionals, we evaluated perceptions of NWSG forages and how those perceptions could influence their adoption. Although agricultural professionals were more familiar with NWSGs than producers, both populations had limited knowledge regarding these forages, indicating that additional Extension education is needed. Our results provide useful guidance for developing NWSG forage educational programs for producers and agricultural professionals.
29 pages., via online journal., Managers’ emotions play a significant role in natural resource decision-making processes relative to conflict. Although conflict and emotion are present in many aspects of most resource managers’
careers, the role of the primary decision maker’s emotions in natural
resources decision-making processes is neither well understood, nor well
documented. The ideas presented in this article derive from a literature
review and an independent four-year qualitative study of the USDA
Forest Service. The major finding of the study was that natural resources managers’ emotions do indeed have an influence on their decisionmaking processes and in conflict situations. Furthermore, communication is a component of decision making; conflict is a component of decision
making; and communication is a component of conflict. The authors review the literature in neuroscience and psychology on emotion and conflict. We explain how this information is important to any decision making process, and then relate emotions and decision making to conflict at the USDA FS. We offer insights and suggestions as to how managers
7 pages., Article 26, Via online journal., As global problems have become ever more complex, the production and organization of knowledge in society is increasingly based on the sharing, integration and collaboration of diverse experiences. For instance, global ‘grand challenges’, such as world hunger, poverty, climate change, and sustainability often require an interdisciplinary (ID) approach, in which integrating the insights of different disciplines provides a more comprehensive solution than can be offered by any given discipline. Universities or higher educational institutions face increasing pressures to engage in such interdisciplinary collaboration. This interdisciplinarity, however, raises particular organizational challenges to departments in higher educational institutions. In particular, while departments have been traditionally organized around a disciplinary core, interdisciplinarity has placed increasing pressures on departments, such as agricultural economics, to integrate insights from disciplines that do not advance a department’s disciplinary core. Few ID researchers have addressed the issue of how this internal conflict can be resolved in a departmental setting. Resolving this internal conflict is important to developing a greater interdisciplinarity among the disciplines of departmental units where a greater variety of disciplinary insights can be drawn upon to solve complex social problems. Here, we call for a unique organizational structure that can resolve this internal conflict. In using agricultural economics departments as a case study, we appeal to a concept of a “gatekeeper” whose role is to institute “loosely coupled” connections that can reconcile a department’s internal conflicts. This “gatekeeper” can advance the “normal science” of a department’s core and peripheral disciplines, while at the same time support a ‘common ground’ that appeals to these disciplines’ common interests. A key conclusion is that “gatekeepers” can sustain the integration of disciplinary insights necessary for the advancement of interdisciplinarity in higher educational institutions.
