Networking with farmers & farmergroups
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This document discusses networking with farmers and farmer groups. It addresses questions around how to feed the world sustainably while supporting small producers. It promotes knowledge networking through communities of practice to connect people, facilitate collaboration, and create shared knowledge. Communities of practice are described as groups that come together to learn from each other through ideas sharing. The document advocates for an open innovation approach and encourages dialogue over discussion.
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Networking with farmers & farmergroups
- 1. NETWORKING WITH FARMERS & FARMERGROUPS R P Singh Associate Director Extension Directorate of Extension Education
- 2. a few questions How will we feed the world?
- 3. How will we manage the commons?
- 4. How will we allocate the world’s biomass to meet our food, feed, fuel, and fiber needs?
- 5. How do we keep market forces from squeezing out small producers?
- 6. How do we make public food service a driver of sustainability and health?
- 7. Where do individuals go for help in solving problems? Non-electronic Non-electronic documents Intranet documents Contacts in other offices Firm boundary Internet Internal electronic networks External electronic Co-located networks Other colleagues contacts
- 8. Knowledge networking through communities of practice Connecting people so that they collaborate, share ideas, and create knowledge
- 9. What are communities of practice? • Groups of people who come together to share and to learn from one another face-to-face and/or virtually. • They are held together by a common interest in a body of knowledge and are driven by a desire and need to share problems, experiences, insights, templates, tools, and best practices.
- 10. Communities are the grease in the KM wheel KM Embedding Creating knowledge knowledge C Disseminating Organizing knowledge knowledge
- 11. Two extreme communities of practice Face-to-face Virtual
- 12. Encourage an open innovation attitude Closed attitude Open attitude Not all the smart people work for us. We need to The smart people in work with smart people our field work for us. inside and outside the company. If you create the most If you make the best and the best ideas in use of internal and the industry, you will external ideas, you win. will win. Chesborough 2003
- 13. Agricultural Innovation Value Chain AAFC IC CFIA Idea Innovation Commercialized Adopted scientists company farmers producers HC municipalities consumers retailers Consumption Market Food Waste product EC HC CFIA
- 14. Group Dialogue • Dialogue is NOT: • Discussion, deliberation, negotiation • Committee, team, task or working group • Majority wins, minority dominance, groupthink • Dialogue IS: • Free-flowing exchange of ideas among equals ( Sunstein, 2006) • All ideas are solicited and are considered
- 15. Network Relationships Governments Businesses People Department Practitioners Educators Agreements, NGOs Outputs, Inputs
- 17. Types of Informal Agreements • Group: few participants; elicit knowledge; unstructured; aggregating knowledge (CFIA Modeling Framework Group) • Communities: many participants; share knowledge; self-directed; common interest (departmental IM community) • Networks: massive participants; peer production; emergent processes; common ownership
- 18. Is there a place for family farms?
- 19. Family Farming • Versus agro-industrial farming • Family has control over resources • Family takes decisions in relation to the management of the farm
- 21. The contribution of agriculture to livelihoods is evident from the fact that 70 percent of the world’s poor people, including the poorest of the poor, and 75 percent of the world’s malnourished live in rural areas, where most of them are involved in agriculture.
- 22. So what’s wrong? •Food crisis •Environmental crisis •Climate crisis •Financial crisis All of them are interlinked…
- 23. CRISIS •Ecological: deforestation, genetic resources disappear, toxic wastes, climate change,Hunger and Poverty: • Food Production: 175 % increase between 1975 and 2005 16 % more food per person • 15 % world population undernourished Financial crisis interlinked Solution for one; more problems for others?
- 24. Technology and science •Green revolution did NOT improve access to food for poor people; wonder seeds are not pro-poor, don’t take into account the complexity of farming systems •India: poorest 30 % of population (285 million!) no increase in food and nutrient intake during the last 25 years •Environmental problems: erosion, soil intoxification, increase in pests and diseases…
- 25. Can family farming feed the world? •‘You don’t have another choice than promote small-scale agriculture. Those small farmers don’t have another option, there are no jobs in industry or services for them. In the short term you can only strive for more means for small farmers, if not, you will create a massive emigraton from rural areas.‘ • ‘There’s more, small-scale agriculture has 3 big advantages. Firstly there’s more respect for the environment, just because there’s no money for pesticides and chemical fertilizers. That kind of agriculture is more in harmony with the environment and the climate. •Secondly, it is a labour-intensive production, creating a lot of jobs. •And thirdly, it can be a very productive agriculture, on the condition that those farmers have access to the know-how that is needed.
- 26. Definition of a Group A collection of individuals, the members accept a common task, become interdependent in their performance, and interact with one another to promote its
- 27. Various Types of Groups Formal groups Informal Groups Small groups Large groups Primary groups Command Friendship Secondary groups groups groups Coalitions Task groups Interest groups Membership groups Reference groups
- 29. Challeng es • Legislative • Policy • Regulatory • Financial • Infrastructure • Human resources • Cultural factors (Neish, 2007) • Intellectual Property
- 30. Road to • Success Support from senior management • Clear understandable statement of what you want to do and why • Good working relationships with corporate and legal enablers • Willingness to compromise on (Neish, 2007) issues that are not mission critical • Perseverance and
- 31. Capturin g Value Bring it inside the organization Stabilize it; make it work
- 32. Conclusi ons • Social networks have both promise and peril • Consider both strengths and weaknesses • Analyze both opportunities and threats • Is it a tool in search of a problem, or does it solve a recognized problem? • What will it do (or do better) that
- 33. Thanks for your attention… Can I shed more light on the subject?
Editor's Notes
- My research at three different companies, Cap Gemini, Icon Medialab, and Ericsson. What do you think used most?
- See that increasingly through informal networks that info is found and work gets done. Considerable research done on communities of practice, networks of practice. Temporary structures – cps Why do you think this way? Easier than following the traditional chains, don’t know the person, prestige, speak same language, identify with individual, trust. Result is that informal structure better at promoting flexibility, innovation, efficiency Yet unfortunately, mgt in many orgs do not pay attention or provide these networks with resources. Often know little about our own networks outside the closest 5-6 people. And in fact we often treat as invisible enemy, can’t see it, can’t manage it, and one that keeps decisions from being made and work from getting done. But today hope to deepen your understanding of these networks. Company’s intelligence is in its social systems, not in its computer systems – this is data. Tools for developing mutual knowledge
- Communities of Practice: Boundary spanning A channel for knowledge to flow Means to strengthen the social fabric The locus of knowledge creation and use Solve the problem of getting knowledge to those who need it. COPs, more than any other organization, develop strong feelings of social capital Communication and Ke exchange a regular part of COPs Development of special codes and routines (overlapping knowledge) Training new members - mix of experts/novices New ideas easily flow War stories and gossip critical for exchanging knowledge
- End this session with our definition of KM
- Alliances - In addition, they found that successful collaboration between university and industry was often the result of emergent personal relationships. Kreiner & Schulz RD - 40% of potential solutions and opportunities derived from personal external contacts powell et al - interorganizational networks in biotech industry provide knowledge critical to innovation mgt unaware of what going on - 10 vs 57 ongoing efforts at partnering in multinational telecom company.
- It is important to understand that social networking groups are different from traditional groups found in government departments. Describe what they are not. Describe what they are.
- This chart places a department in the context of various types external organizations that it might interact with. Discuss the six types of organizations. Note that governments refer to other departments or governments. Interactions with the parent government is through the departmental mandate and budget. Each of these is situated in a different region of the service delivery spectrum, meaning that each type of interaction will be different. Note that these organizations interact with each other as well as a department. The arrows represent two-way agreements between our department and other organizations, the flow of outputs (services) from us to external organizations, and the flow of inputs (services) from external organizations to us. This is a simplified view.
- A network really looks something like this, with every department connected to every other department. Each connection in a network is called a “node.” Reflect, for a moment on everything that each of the simple connecting lines represents: agreements, content, services, and delivery strategy.
- Informal agreements can be grouped into three categories. Groups consist of 5-10 people; any larger and synergy is lost in the logistics of participation. Eliciting knowledge means finding out what people might know but haven’t or can’t express. Unstructured means going wherever the dialogue leads and taking whatever time is needed to understand things. Aggregating means considering everything that is known by all members of the groupThe best answers will probably be found in the outliers, not in what everyone already knows. Communities comprise 20-30 people with a common interest; an adequate sample but allows personal trust. More about finding existing expertise and experience; avoiding duplication, reinvention. Self-directed means that the community itself sets the rules of participation, not the organization. Passive mechanisms are needed to “harvest” community outputs to benefit an organization Networks normally comprise more than 100 people; most problems can be solved with enough “eyeballs.” Peer production means that all participants and all knowledge are equal. Emergent processes (complexity theory) means that with enough “agents” outcomes emerge that could not have been predicted.
- There are a number of challenges to implementing social networks in government departments. A department’s legal mandate may not be suited to SN The policy framework may not permit SN Regulatory activities may be incompatible with SN Financing external activities may be problematic for SN The departmental infrastructure may not support SN HR capacity may be inadequate to implement SN Creating a sharing culture remains a key barrier to SN Protecting departmental IP may be difficult with SN
- Fortunately, there is a path that leads to social networking success. Describe the five steps.
- The key question is: if a department participates in a social network, how does it “capture value” from commonly held external intellectual property? The answer, in a few words, is to bring it inside the organization. The common property has to be stabilized. A report, policy, or regulation cannot change once it is formalized. Internal value has to be added by ensuring that it works. For example, in policy, all stakeholder concerns must be addressed; in business, an innovation must be producible and marketable. A key implication is that a department must retain enough internal core capacity to be able to add value to commonly-held IP.
- In summary, there are a few important things to consider about social networking. Describe the three analyses Describe the two questions
- I’ll conclude with a few words from THE management guru of the 20 th century. Meanwhile, I’ll be happy to answer any questions that you might have.