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Journal of Extension

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Can Diversity Extend To Ways Of Knowing? Engaging Cross-Cultural Paradigms, Craig A. Hassell Apr 2004

Can Diversity Extend To Ways Of Knowing? Engaging Cross-Cultural Paradigms, Craig A. Hassell

Journal of Extension

This article briefly outlines three examples of cross-cultural academic programs, each bringing to the table either indigenous knowledge or Chinese medicine, knowledge generally considered to lie beyond the "research base" of 1862 land-grant institutions. In the process, the gate-keeping function of our "research-base" is challenged, examined here through a cultural lens. Including diverse ways of knowing as assets within the scope of academic work can enhance engagement outreach, but it asks us to re-examine basic assumptions of our academic culture.

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Self-Directed Work Teams: The Antidote For "Heroic Suicide", Nancy K. Franz Apr 2004

Self-Directed Work Teams: The Antidote For "Heroic Suicide", Nancy K. Franz

Journal of Extension

Environmental pressures, including deeper accountability and uncertain public funding, enhance interest in the use of self-directed work teams. These pressures and rapid change make solo work in organizations "heroic suicide." This article examines the rationale for self-directed work teams, characteristics of effective work teams, and successful work team leadership.

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A "Tracking System" To Assure Quality And User Satisfaction, John D. Harrison, Aditya H. Toney Apr 2004

A "Tracking System" To Assure Quality And User Satisfaction, John D. Harrison, Aditya H. Toney

Journal of Extension

This article describes a "Tracking System" employed to organize an enterprise information system into a comprehensive system to ensure quality and customer satisfaction. Using database searches to locate past users of a service and identify previous users of a similar or related service, the Tracking System allows Extension professionals to efficiently deliver value to customers.

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Evaluation Of Capacity-Building Programs: A Learning Organization Approach, John Gruidl, Ronald Hustedde Oct 2003

Evaluation Of Capacity-Building Programs: A Learning Organization Approach, John Gruidl, Ronald Hustedde

Journal of Extension

Major Extension programming, whether in community development, nutrition, youth development, small business, or other areas, strengthens organizations by enhancing the capacity of members to work together effectively. Yet evaluating these impacts is difficult and rarely done in practice. In this article, we apply ideas from the Learning Organization model to the evaluation of capacity-building programs. We identify questions that Extension educators can ask in evaluating the impact of their programming on an organization. In our view, a Learning Organization approach to evaluation holds promise in providing Extension educators with tools to demonstrate the value of their interventions with organizations.

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A Tool For Developing Questionnaire Content, Kathlene Larson, Vern Ryan Oct 2003

A Tool For Developing Questionnaire Content, Kathlene Larson, Vern Ryan

Journal of Extension

CD-DIAL, a community survey unit at Iowa State University Extension, has developed a process for generating the content of data collection instruments such as surveys and focus groups. This participative process uses three statements and the knowledge of community or organization members to identify significant issues and collect useable data for program development, long range planning, and evaluation. The goal, the setting, a description of the three statements, and examples of typical outcomes are described.

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Leadership Practices Of West Virginia University Extension Agents Working With The 4-H Youth Development Program, William Woodrum, R Dale Safrit Jun 2003

Leadership Practices Of West Virginia University Extension Agents Working With The 4-H Youth Development Program, William Woodrum, R Dale Safrit

Journal of Extension

A descriptive study explored leadership practices of West Virginia University Extension Service (WVUES) agents with an appointment in 4-H and Youth programs. The researchers utilized a census and a mailed questionnaire for the study that incorporated both the Leadership Practices Inventory (LPI) and the Multifactor Leadership Questionnaire MLQ. Overall, respondents' usage of both transactional and transformational leadership practices was average, with nearly equal usage of both leadership approaches. The authors discuss implications for WVUES that will affect its ability to achieve the visionary goals to which it aspires.

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Editor's Page, Laura Hoelscher Apr 2003

Editor's Page, Laura Hoelscher

Journal of Extension

"April 2003 JOE" describes two "topic clusters" that distinguish this month's issue. "Hearing About JOE Submissions & Revisions" talks about factors that affect when authors hear about the status of their new submissions or revisions.

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Transformative Learning In Extension Staff Partnerships: Facilitating Personal, Joint, And Organizational Change, Nancy K. Franz Apr 2003

Transformative Learning In Extension Staff Partnerships: Facilitating Personal, Joint, And Organizational Change, Nancy K. Franz

Journal of Extension

Partnerships can enhance individual and organizational success through more effective problem solving and improved adaptation to change. Learning is often required for successful collaboration that may transform the partners. This article discusses a study that explored learning in Extension staff partnerships that transform the individual, the partnership, and the organization. Three types of learning and eight types of transformative learning are identified. Conditions that promoted transformative learning in successful partnerships included strong partner facilitation, critical reflection, critical events, partner difference bridged by common purpose, and independence with interdependence. Recommendations for nurturing transforming Extension staff partnerships are shared.

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Graduation: From National Initiative To Base Program Feb 2003

Graduation: From National Initiative To Base Program

Journal of Extension

The Cooperative Extension System supports base programs and national initiatives that provide direction for educational programming across the country. This article presents results of a study of the graduation of the CYFAR National Initiative into base programs. The Organizational Change Survey, designed to document the current state of and changes in a state's ability to develop and sustain effective programs for children, youth, and families, was first conducted in late 1997 to mid-1998 and was repeated in late 2000 to mid-2001. Results are presented from 22 states that participated both times. Implications for the implementation and graduation of other national …

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Engaging Minority And Culturally Diverse Audiences, James J. Hoorman Dec 2002

Engaging Minority And Culturally Diverse Audiences, James J. Hoorman

Journal of Extension

Extension's mission is to educate and disseminate research to all people, but minority and culturally diverse audiences are often difficult to engage. The article offers seven ideas to help Extension professionals engage these audiences. Learn to understand their culture. Interact with innovators and key leaders in the community, and understand the hierarchy. Identify and solve local issues. Be patient and persistent, and develop early success stories. Adapt the program to their culture, keep the message simple, and repeat the message. Look for win-win situations and financial incentives to encourage participation. Evaluate, revise, and repeat the program.

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Leading Organizational Change: A Comparison Of County And Campus Views Of Extension Engagement, Nancy K. Franz, Randall S. Peterson, Amber L. Dailey Jun 2002

Leading Organizational Change: A Comparison Of County And Campus Views Of Extension Engagement, Nancy K. Franz, Randall S. Peterson, Amber L. Dailey

Journal of Extension

Feeling pressure from stakeholders, Cornell Cooperative Extension has responded using the Kellogg Commission report on the Future of State and Land-Grant Universities as a blueprint for organizational change. Results of interviews revealed both similarities and differences in county and state staff views of engagement. The most significant difference is that county staff view their jobs as the critical link between community needs and university resources, while campus staff view them as implementers of programs. This finding suggests a need to engage all staff in a mutual dialogue of roles and expectation if change based on Extension engagement is to be …

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Editor's Page, Laura Hoelscher Jun 2002

Editor's Page, Laura Hoelscher

Journal of Extension

"Bringing the Message Home" discusses the kinds of international articles JOE is looking for. "Engagement, History, Community" highlights several issues engaging authors in the June JOE. They have a lot in common.

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The Challenges Associated With Change In 4-H/Youth Development, Renee K. Mckee, B Allen Talbert, Susan J. Barkman Apr 2002

The Challenges Associated With Change In 4-H/Youth Development, Renee K. Mckee, B Allen Talbert, Susan J. Barkman

Journal of Extension

This article discusses a study documenting the beliefs about proactive change among volunteers and Extension staff who develop policy for local Indiana 4-H Programs. Data analysis indicated that volunteers believe in the core values of the 4-H Program; recommend that the 4-H Program should reach more and different youth; and believe that the program's rural image inhibits progress in these areas. Staff interactions with volunteers, lack of parental involvement, policy-making group organization and structure, and youth representation were cited as barriers to a more open, inclusive organization. The article makes recommendations based on the study's findings and suggests topics for …

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Building Successful Campus And Field Faculty Teams, Okechukwu M. Ukaga, Mike R. Reichenbach, Charles R. Blinn, Deborah M. Zak Apr 2002

Building Successful Campus And Field Faculty Teams, Okechukwu M. Ukaga, Mike R. Reichenbach, Charles R. Blinn, Deborah M. Zak

Journal of Extension

This article discusses how to build successful campus and field faculty teams in order to meet the Land-Grant research and outreach mission more effectively. Data was collected through individual interviews, telephone surveys, and focus group discussions. Differences between campus and field faculty with regards to their respective work environments were noted, including supervision, appointment, evaluation, publication, promotion and tenure, scholarly pursuit, and funding. Improved campus and field faculty interaction can be achieved if all faculty take initiative in identifying mutually beneficial work and are diligent in creating a body of work that is recognized in both the field- and campus-based …

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Talk Around The Coffeepot: A Key To Cultural Change Toward Diversity, Ann C. Schauber Dec 2001

Talk Around The Coffeepot: A Key To Cultural Change Toward Diversity, Ann C. Schauber

Journal of Extension

Leading a state Extension organization to become effective in a culturally diverse society takes a deliberate organizational culture change to incorporate diverse perspectives. One way to change Extension's organizational culture is to identify and then change the organizational diversity climate. Climate, integral to culture, changes more readily than culture. Findings from a qualitative study of Oregon State University Extension's climate toward diversity revealed supportive, defensive, and uncertain dimensions. Applying the results of this assessment to the development and implementation of a strategic plan, OSU Extension is now on a charted course to become more relevant in a culturally diverse society.

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Accomplishing Cross Cultural Competence In Youth Development Programs, Bonita Williams Dec 2001

Accomplishing Cross Cultural Competence In Youth Development Programs, Bonita Williams

Journal of Extension

Cultural competence is fast becoming a competence needed by educators to function effectively in an educational setting. Changing demographics calls for this competency. By the year 2050, racial/ethnic groups will make up 48% of the total U.S. population. Self-awareness is one of the three vital ingredients in developing cultural competence. This knowledge assists individuals separate ways of thinking, believing, and behaving. The author developed the Youth Development Cultural Competence Continuum Quiz to assist educators/youth development practitioners in assessing their individual cultural competence.

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Facing Issues Of Diversity: Rebirthing The Extension Service, Ann C. Schauber, Kathy Castania Dec 2001

Facing Issues Of Diversity: Rebirthing The Extension Service, Ann C. Schauber, Kathy Castania

Journal of Extension

Our desire to meet the educational needs of the increasingly culturally diverse population in our communities is driving the need for system change in Extension nation-wide. Just as we are successfully managing technological changes, so also must we manage diversity. Managing diversity requires a new set of skills and an institutional framework for change. We need to provide intercultural competency training for staff and hire professionals who have skills to work with diverse audiences. Support for institutional change exists through the National Subcommittee on Extension Diversity (SED- part of the ECOP structure) and the Change Agent States for Diversity Project.

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Supporting Professional Growth Through Mentoring And Coaching, Linda M. Kutilek, Garee W. Earnest Aug 2001

Supporting Professional Growth Through Mentoring And Coaching, Linda M. Kutilek, Garee W. Earnest

Journal of Extension

This article focuses on approaches for mentoring and coaching employees within Extension. Through presentation of research and discussion of current applications, the authors explore mutual benefits and differences between coaching and mentoring. Several examples are shared of processes that have been implemented within the Ohio State University Extension to support these concepts.

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Editor's Page, Laura Hoelscher Jun 2001

Editor's Page, Laura Hoelscher

Journal of Extension

"Answers to Three Frequently Asked JOE Questions" does just what the name implies. (Hint: The answers all have something to do with the fact that JOE is a Web journal.) And, of course, "June 2003 JOE" mentions just some of the articles in a very good issue.

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Agents Of Change: Thoughts On Youth Development, Karee Teague Jun 2001

Agents Of Change: Thoughts On Youth Development, Karee Teague

Journal of Extension

4-H Agents are change agents who foster changes in youth, communities, and individuals. As a youth development organization, we have an opportunity to clarify what we want to develop in youth. As we enter the new millennium, we are faced with the task of managing change and helping others adapt to change. This article discusses how the need to empower youth is intertwined with our own task of empowering ourselves.

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Effecting Extension Organizational Change Toward Cultural Diversity: A Conceptual Framework, Ann C. Schauber Jun 2001

Effecting Extension Organizational Change Toward Cultural Diversity: A Conceptual Framework, Ann C. Schauber

Journal of Extension

No state Extension organizations have achieved effectiveness in a culturally diverse society. To become effective, Extension needs an organizational culture that incorporates multiple perspectives that reflect varying values and belief systems. Extension organizations have been designed within the dominant European-American cultural paradigm, which reflects one perspective. Because culture changes very slowly, changing the organizational climate, which is integral to an organizational culture, is one method to achieve effectiveness in a diverse world. A conceptual framework for identifying an Extension organization's diversity climate is a useful step for effective organizational change.

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Competencies Needed To Be Successful County Agents And County Supervisors, Anita W. Cooper, Donna L. Graham Feb 2001

Competencies Needed To Be Successful County Agents And County Supervisors, Anita W. Cooper, Donna L. Graham

Journal of Extension

This study describes the competencies that county agents and county supervisors in Arkansas believe are important for future success. Participants identified 57 core competencies, with character traits being the top-rated items. Having a farm background and 4-H experience were not ranked as highly important. The competency area Faculty/Staff Relations was rated as the most important for both agents and supervisors. Management Skills were ranked more important for supervisors, while Public Relations and Work Habits were rated more important for agents. Training should be provided to increase agent and supervisor competencies in those areas identified as very important.

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The Children, Youth, And Families At Risk (Cyfar) Evaluation Collaboration, Lydia I. Marek, Richard Aw Byrne, Mary S. Marczak, Sherry C. Betts Jun 1999

The Children, Youth, And Families At Risk (Cyfar) Evaluation Collaboration, Lydia I. Marek, Richard Aw Byrne, Mary S. Marczak, Sherry C. Betts

Journal of Extension

The Children, Youth, and Families at Risk (CYFAR) Evaluation Collaboration is comprised of a team of Extension professionals and evaluation researchers from universities involved in CYFAR programs to work with CSREES staff to assist in sustaining the work of the CYFAR initiative, to assess program impact and organizational change, to build the evaluation capacity of Extension, and to provide information on how community-based projects can become institutionalized within CES or sustained within their communities. This article summarizes their current and future work towards these goals.

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Motivating Adult Volunteer 4-H Leaders, Ken Culp Iii, Vicki J. Schwartz Feb 1999

Motivating Adult Volunteer 4-H Leaders, Ken Culp Iii, Vicki J. Schwartz

Journal of Extension

The purpose of this study was to determine factors motivating tenured 4-H volunteers to begin and continue volunteer service to 4-H and to identify potential negative motivators influencing them to discontinue their service to 4-H. Data were collected from 279 volunteers at a state-wide recognition banquet via a 4-page, 35-item questionnaire. Motives for beginning and continuing volunteer service to 4-H were similar and focused on an affiliation with either 4-H or 4-H members. Physical inability (or death) and unfulfilled affiliation motives were identified as most likely to cause discontinuation of service.

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Scholarship Unbound For The 21st Century, Cj Weiser, Lyla Houglum Aug 1998

Scholarship Unbound For The 21st Century, Cj Weiser, Lyla Houglum

Journal of Extension

In 1995 Oregon State University defined scholarship as creative intellectual work that is validated by peers and communicated. The university revised its promotion and tenure guidelines to reflect this broad view and to recognize scholarly achievements across all university missions including teaching and outreach. In the same year the university made organizational changes to reflect its commitment to extending education beyond the campus. An important change moved the tenure homes for all Extension faculty members from Extension to academic departments and colleges. Specific implications of these fundamental changes in how and by whom faculty members are evaluated, tenured, and promoted …

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Staffing Strategies For A More Diverse Workforce: Case Examples In Cornell Cooperative Extension, Soneeta Grogan, Barbara Eshelman Feb 1998

Staffing Strategies For A More Diverse Workforce: Case Examples In Cornell Cooperative Extension, Soneeta Grogan, Barbara Eshelman

Journal of Extension

Strategies for recruiting a diverse workforce are illustrated by case examples from the three stages in Cornell Cooperative Extension's staffing process. Organizational change to address diversity and pluralism requires a change in organizational culture. In the process of recruiting staff from diverse backgrounds, Cornell Cooperative Extension is creating new rules to become more inclusive. Implications indicate that retaining staff from diverse backgrounds needs to be as high a priority as recruiting them. Preparing the workplace to support staff from diverse backgrounds requires greater attention. Changing organizational behavior is the first step in creating a workplace that supports diversity and pluralism. …

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Competencies: A New Language For Our Work, Barbara Boltes Stone, Sally Bieber Feb 1997

Competencies: A New Language For Our Work, Barbara Boltes Stone, Sally Bieber

Journal of Extension

One of the most critical strategic issues facing the Cooperative Extension System is how to create an infrastructure that promotes innovation and continuous learning. Linking individual competencies that lead to superior performance to the strategic directions of the organization will help us anticipate the new knowledge, skills and behaviors needed in the future in order to respond to complex problems facing our clientele. This commentary suggests that competency models are powerful decision making tools and CES should consider expanding the use of competencies as we strive to achieve relevance, usefulness and quality in our educational programs.

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Guidelines For Change, Arlen Etling Dec 1996

Guidelines For Change, Arlen Etling

Journal of Extension

This book review of "Taking Charge of Change," by Douglas K. Smith describes principles useful to Extension workers who supervise volunteers or other professionals. The eight principles discussed include: focus on performance, emphasize teamwork, empower team members, personalize needs and actions, embrace improvisation, learn by doing, harmonize initiatives, and lead by living the desired changes.

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Changing For The Future, Angela J. Huebner, Carol Benesh Aug 1996

Changing For The Future, Angela J. Huebner, Carol Benesh

Journal of Extension

This article describes the USDA/Army School-Age and Teen Project. This project provides one example of how USDA/Extension is changing to meet the needs of other government organizations. It also examines benefits of such national partnerships for Cooperative Extension at the national, state, and county levels.

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Incentive Systems And Their Influence On The Capacity For Change, Rebecca Dollman Jun 1996

Incentive Systems And Their Influence On The Capacity For Change, Rebecca Dollman

Journal of Extension

Proponents of Incentive Theory claim that employees contribute to organizations in response to the "incentives" they are provided. Incentives can be classified as material, solidary, status, or purposive. Dependence on particular incentive systems may determine the magnitude of organizational flexibility. This research examines the incentive systems operating in one Extension organization and how these systems affect the organization's capacity for change. The findings include Extension staff members' preferences for incentives based on: age, position, gender, job assignment, and ethnic background. These findings provide insights into feasible strategies for promoting organizational flexibility and for rewarding individuals for innovation.

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