Fragile Ecosystems andTechnology Dissemination R P Singh Associate Director Extension Directorate of Extension Education Pantnagar
Fragile Ecosystems• A fragile environment is one that is both easily disturbed and difficult to restore if disturbed.• Take Iceland for example. When the Norse first settled on Iceland, they encountered dense, old forests. They also encountered a bird called the dodo. Apparently, they didnt like dodos very much, so they hunted the bird to extinction. Soon, the forests started disappearing. Next, the soil, which was very light in Iceland, started to erode into the sea. Without soil, the Norse couldnt grow crops. What they didnt know about the dodo, was that it was the only animal on the island capable of digesting the seeds of trees, thus maintaining the forest. Had they known, they probably would have been much kinder to the dodo. The point is that all it took was the extinction of one species for the whole landscape of Iceland to change. What was once a land of old, green forests is now a largely desolate landscape. That, in essence, is a fragile environment.
Technology vs Recomendations• Technology is-- Easily adoptable- Easily available- Easily marketable- Easily practicable- Economically viable If the findings are not being adopted among the users then it is recommendation.
Training & Teaching• Adult Education• Hate To be taught• Learning by doing• Experiential exercise• Exercise left & right hand• Good Morning vs Better Morning• Good extension worker
Good old lessons in teamwork from an age-old fable The Tortoise And The Hare
Once upon a time a tortoise and ahare had an argument about whowas faster. That’s not true. The fastest runner is me! I’m the fastest runner.
They decided to settlethe argument with a race.They agreed on a route Fine!and started off the race. Ok, let’s have a race.
The hare shot ahead and ran briskly forsome time. Then seeing that he was farahead of the tortoise, he thought hed situnder a tree for some time and relaxbefore continuing the race. Poor guy! Even if I take a nap, he could not catch up with me.
The hare was disappointedat losing the race and hedid some soul-searching.He realized that hed lost Why didthe race only because he I losehad been overconfident, thecareless and lax. If he had race?not taken things forgranted, theres no way thetortoise could have beatenhim.
So he challenged thetortoise to another race.The tortoise agreed. Ok. Can we have another race?
This time, the hare went allout and ran without stoppingfrom start to finish. He won byseveral miles.
The moral of the story?Fast and consistent will always beat the slow andsteady. If you have two people in your organization,one slow, methodical and reliable, and the other fastand still reliable at what he does, the fast and reliablechap will consistently climb the organizational ladderfaster than the slow, methodical chap.Its good to be slow and steady; but its better to befast and reliable.
The tortoise did some thinkingthis time, and realized that theresno way he can beat the hare in arace the way it was currentlyformatted. How can I can win the hare?
He thought for a while,and then challengedthe hare to another Can we have anotherrace, but on a slightly race? This time we’ll godifferent route. through a different route.The hare agreed. Sure!
They started off. In keeping withhis self-made commitment to beconsistently fast, the hare took offand ran at top speed until he cameto a broad river. The finishingline was a couple of kilometers Goalon the other side of the river.
The hare sat there wondering whatto do. In the meantime the tortoisetrundled along, got into the river,swam to the opposite bank,continued walking and finished therace. What should I do?
The moral of the story?First identify your core competency and then change theplaying field to suit your core competency.In an organization, if you are a good speaker, make sure youcreate opportunities to give presentations that enable the seniormanagement to notice you.If your strength is analysis, make sure you do some sort ofresearch, make a report and send it upstairs.Working to your strengths will not only get you noticed, but willalso create opportunities for growth and advancement.
A SYSTEMATIC APPROACHTASK AIMS PURPOSES Why – What for – Who for – Benefit? END RESULTS At the conclusion of this task STANDARDS Measures, indicators of achievement INFORMATION Facts – ideas – skills – resources (known & needed) – options – risks WHAT HAS TO BE DONE Steps, stages, sub-tasks PLAN who does what, now, when, where ACTION Do it! REVIEW Assess results against aims What more to do related to aims Analyse success and difficulty so as to improve