Agricultural Extension Groups

• The text outlines the dynamics and roles within agricultural extension groups, emphasizing leadership and group functionality for rural development.

Different Types of Farmer Groups

• Farmers' groups have historically existed, facilitating cooperation in harvesting, storage, grazing, and animal management
• Farmer groups can offer credit, labor, and information which makes them a valuable form of collective action.
• The functions of farmer groups range from production to consumption orientation.
• Effective groups are initiated by community members and are built on social organization concepts.
• FG approach generally has an organizational structure with horizontal and vertical links, respects traditions, and is based on voluntary association.
• Farmer groups should also represent farmers, provide services to members, and have their own funds with competent staff.
• Farmer groups include research, extension, research and extension, service acquisition, and production groups.
• Groups focus on research or extension.
• Input acquisition groups gain importance to changes in economic climate.

Farmer research groups (FRG)

• An FRG is a group of farmers that identify research topics, conduct field tests, and perform evaluations with research and extension institutions.
• Participation, communication, and group composition are the cornerstones of FRGs.
• The advantages of FRGs include stimulating discussion, creating interest in research, aiding diagnostic work and refining data.
• Advantages include facilitating executions, obtaining immediate feedback, broadening population representation, forming collateral for credit, increasing farmer participation, and increasing adoption rate.
• Potential problems of FRGs include domination, withheld opinions, cultural unacceptability, unreliability when quantifying data, and logistical difficulties due to geographic dispersion.

Farmer extension groups (FEG)

• Formation of farmer extension groups is for cost-effective measures when transferring technologies
• Benefits listed for FRGs also apply to FEGs, enhancing farmer-to-farmer extension technologies.
• The training and visit (T&V) extension model has transitioned into one where individual group members choose the help they need, making it more farmer-driven.
• The Farmer Field School model also leverages groups, showing approach to extension is on the rise.

Farmer research and extension groups (FREG)

• These are formed to refine technologies and promote adoption, combined traits of research and extension groups.
• Factors listed as benefits of employing FREG: community identifies technology requirements, makes technology available to all members, the system accesses technology to develop a binding factor, enhances farmer-to-farmer information exchange, and provides for organized farming communities.
• It provides for demand-driven research/extension services, and increases extension staff capacity through training.

Using farmer groups in extension

• Farmer groups in agricultural innovation (FRG and FEG functions) have been in participatory technology development, participatory learning and action research, and technology adaptation/dissemination
• Can have other functions in relation to the innovation system
• They also have functions relating to communication and information, dissemination , and networking.
• Other activates include marketing and social cohesion

Group Dynamics

• Group dynamics are systems of behaviors and psychological processes that occur within or between groups.
• The study of group dynamics is helpful in understanding decision-making, tracking diseases, creating effective therapies, and understanding new ideas.
• Must also seek to understand how groups form, grow and perform tasks (two or more persons w/ common needs, goal, and interact with each other)
• Mutually dependent in solving common problems, each carry a responsibility and see benefit to him/herself
• Exploits strengths and minimizes weaknesses and makes group important vehicles of rural development.

Groups as building blocks for development

• Groups are essential building blocks because they offer the rural poor opportunity to develop skills, mobilize resources to improve production, incomes, and livelihood.
• Offers development agencies an opportunity to efficiently utilize limited resources to reach a large audience
• Has the potential to mobilize resources that will enhance prospects of rural people's participation in development
• Groups are a basis for economic takeoff-off and can act as collateral substitute for members to access credit.
• They increase the sustainability and outreach of the credit program.
• Groups reduce transaction costs and improving credit management and enhance the bargaining power of the rural poor.
• Development agents need to understand why groups form, why individuals join, what causes failure or success, the stages, the culture, and how groups relate to their communities.

Groups as a Mechanism for Individual Enhancement

• They form to satisfy both individual and group needs.
• Reasons people join groups: building resource base, bargaining power, sharing labour, new experiences, learning, accessing resources, recognition, security, influence, solve personal problems, family tradition, unity, and pool marketable products.
• By forming groups, farmers combine knowledge, skills and resources, gain enhanced access, exchange views, and enhance bargaining power.

Characteristics of groups

• A successful group acts as a single unit.
• Common group characteristics: structure, rules, interest, goal, cohesiveness, group size, and leadership.
• The group must have structure, formal or informal.
• There are rules and codes of conduct.
• Common interest or goal is shared by all.
• There is cohesiveness and ability to work together.
• Group size should vary from 20-30.
• Necessary leadership develops with in the group.

Group composition

• Most group activities require a variety of skills and knowledge.
• Heterogeneous groups, in terms of personalities, opinions, abilities, skills, are more likely effective than homogeneous groups
• Larger groups offer greater diversity, while small groups may be less effective due to limited knowledge.
• With reference to farmer groups for research and extension, it is important to represent farmers with subgroups that depend on the local context.
• Strict regulation is not required, enabling changes in membership to occur frequently.
• Criteria are social behavior related (membership fees to exclude those not "serious").

Group size and participation

• Groups of 5–7 members maximize productivity and participation.
• Due to cost constraints, groups average 20-25 people.
• Activities requiring input such as micro credit, input acquisition and marketing have larger group sizes.

Female participation in groups

• Women in rural communities cannot express themselves in a mixed group, hence the need for special subgroups.
• Factors to enhance are adjust meeting times, discuss issues with women separately, don't only involve in 'women's tasks', and include activities to address women's specific issues
• Steps to enhance include adjust meeting times, discuss issues with women separately, don't only involve in 'women's tasks', and include activities to address women's specific issues

Classification of Groups

• Groups can be classified based on hierarchy, function, and organization
• Primary groups are characterized by intimacy, expression of social nature, strong identification, and similar backgrounds.
• Secondary groups feature partial involvement, focusing on what the group does for the individual, and can transition into primary groups.
• Functional groups enable group work, contributing to individual growth and achieving group objectives. They are categorized by their focal point, such as input acquisition, output, marketing, social, resource sharing, research, extension, or multipurpose groups.

Group Formation

• People form groups to solve common problems and satisfy individual requirements/interests.
• Planning the formation of a group involves Extension Agent's gaining the community's confidence, respecting, and interacting with people from various backgrounds.
• Gathering community information and meeting with local leaders helps and builds rapport.
• Meeting with villagers and demonstrating cultural sensitivity gains peoples' confidence.
• Steps involved in establishing a group are conception, mobilization, getting consensus, birth, and setting goals/objectives.
• Additional steps involve operational guidelines, resource mobilization, planning of group activities, and implementation.

Possible problems with group formation

• Problems can occur during group formation and development such as underrating member contributions, stereotyping, competition for leadership, and patrons by agencies.
• The meeting place and time may not be convenient, failure to accommodate the views of the marginalized, lack of cultural beliefs, lack of transparency, and recognition of women's capabilities.
• Group management requires guidance from the Extension Agent to develop a group vision, setting goals, develop procedures, and select leaders that can build and maintain groups.
• It is critical for a group to have a vision which will identify and define paths to follow and relevant questions asked.

Formulation of group goals and objectives

• A groups own goals and objectives strives to achieve, set out clear guidelines leading long term to improve lives of the group's members.
• Objectives should be clear/ understandable to all group members.
• Issues to consider while formulating objectives: member heterogeneity, consideration of opinions, articulation of objectives, and avoid cliques.
• Objectives should conform to criteria that can be measured, and advise members of the group to get a copy.

Formulate group constitution

• Constitution is a document that outlines the rules and principles by which its operations
• Vital considerations: setting up group objectives, membership requirements, leadership qualities, constitution responsibilities, actions against under performance, contributions, saving purpose, and loan rules.
• Group must establish operational procedures
• Must be strictly followed and include penalties for breaching them.

The purpose of these operational procedures

• To instill commitment to the objectives of the group;
• Guide the operations of the group;
• Formalize the existence of the group;
• Ensure that those who are in management positions,follow set guidelines - and to ensure a discipline among group members
• Ensure the continuity of existence;
• Run the activities of the group and to guide the leadership of the group i.e. meant to ensure constitutional compliance; Spell out rights and responsibilities of members.

Group operational procedures

• Operational procedures should be in line with what is in the constitution.
• To ensure transparency, the operational procedures should be set, understood, followed and accepted by all members - ideally each group member should be given a copy
• The group can achieve it's objective by forming a work plan with accountability and sharing burden.

Evaluating group progress

• Agents question following aspects of the programme:(6.1, 6.2, and 6.3)
  • Results
  • Inputs
  • Operations
• Level of each extension activity (6.4)
  • demonstrations
  • talks or meetings with farmers groups
• Check both how well the activity was conducted and if the purpose was achieved.

Conflict

• Arising from any social unit, must be managed beneficial/harmful
• Common causes: gossiping, theft, inability to adhere to group guidelines, clashes, unequal application, respect, dictatorship, distribution of task, infidelity.
• Helpful when brings problems and new perspectives
• Negatively can be stress, reduce, Interferes, and factionalism due to members

Common responses to conflict

• Withdrawal
• Compromising
• Coercing
• Confrontation

Conflict resolution

• External influences and leaders are needed for resolution
• Elimination, suppression, agreements, are integration of wishes
• Encouraging, listening, apologies, sanctions, identifies full agreement and disagreement

Roles and duties within groups

• A role is a action and activity somebody at a particular position is needed to make
• Group Roles -Key person in the group, His/her role in general is to be a motivator , articulate and set the pace for the group in a friendly/participative/firm manner -Oversee activities of group and keep member up-to-date, Presides over group meetings/guide members to reach decisions and goals
• Roles of vice president -Takes duties in absence, invite people to meetings
• Treasure money, custodian, pay money, group funds
• General attend elections, meetings, adopt resolutions

Leadership

• Rural needs a extension to achieve assist leaders in conveyance, participate, interpret, assist

Defining

• Leadership is a influenced behavior of one another with the of achievable goal
• The should is commitment

Types of Leaders

• Traditional leaders are born into their role
• Professional are are extension midwife/teacher to there leadership
• Political, voted to there roles
• Religious respected for there congregations

Leadership Styles

• Autocratic-"Do as I say"(typically illustrate an autocratic leadership style)/General, an autocratic leader believes that he or she is the smartest/person at the table or knows more/than others.
• Authoritative - "Visionary" Leaders help the group by, setting expectations;
• Pacesetting -"Keep up!" leader runs through the end.
• Democratic-leaders listen to members/ are most likely to ask "How do you see it?""/and wherever possible.
• Coaching-"Consider this" leader seeks and unlocks potential/style open heart to people
• Affiliative-"people from first" -Style support needs those of their members
• Laissez-Faire-style leaders let their people/swimm/current.
• Manipulates or life leaders must address that and may face challenges by males Lack or respect Limited authority Face gossip by men/ women

How to select

• Locate where play
• Discussion method-display power
• Workshop- Extension worker
• Participative- observation
• Sociometric technique- helps structure group
• Key informants- what can one indicate
• Self Designate- asking opinions

Qualities of good leaders

• Is always hardworking
• Is innovative
• Uses information and excepts behavior
• Must have a good Interpersonal relation
• Has good time and is and managers
• Does brainstrom