Several years ago, a young, brash and, as it turns out, astute, intern submitted a paper to our Extension director stressing one of Cooperative Extension’s perennial challenges: it’s murky image.
While he was referring exclusively to Extension’s murky external image, the thought has occurred to me that our organization’s self-image is just as murky and that this internal murkiness contributes in large measure to our nebulous external image.
We can talk about marketing our organization to stakeholders and clients until we are blue in the face — and, granted, there is plenty of merit to such a discussion. But aside from the marketing issue lies the equally pressing challenge of banishing the murkiness within— of instilling our own employees with an adequate understanding of our legacy and mission and, equally important, of helping them understand how these must be fine-tuned and adjusted to meet the myriad of challenges we face today.
The Need for Protracted Navel-Gazing
I’m not ashamed to admit it: Navel-gazing — and, by that, I mean big-time navel-gazing — is long overdue in our ranks.
I’ll even go one step further: I believe that far more of our organizational resources should be focused on helping Extension educators and professionals at all levels undertake a spate of protracted navel-gazing. Without this introspection, we will never be fully equipped to understand our role within the wider context of the emerging knowledge economy.
Back to a word I employed in a previous post: axial. Deep immersion is a crucial step in our efforts to transform ourselves into an axial organization, one in which a clear understanding of our history and mission comprises our organizational axis, which, in turn, should inform everything that we do. And make no mistake about it: This organizational axis must comprise an indispensable element in our efforts to transform ourselves into an organization equipped to survive in this new 21st century knowledge environment.
Training, Training, Training
Here’s what I’ve proposed to my own administration: A series of training sessions dealing with Extension’s mission and legacy. Through this training, we will set out to reverse engineer the whole Extension mission and legacy on behalf of our educators. We would use this series not only to show how this mission and legacy was built on the uniquely American emphasis on practical knowledge but also how generations of our educators have added value to it by transforming it into working knowledge.
A Deeper Lesson
But we would also use this forum to drive home an even deeper, more valuable lesson: How this historic mission and legacy uniquely equip us for this 21st century knowledge environment.
After all, to a significant degree, early 20th century Extension educators were forerunners of the sorts of collaborative knowledge that comprises so much of what we know today as social media — the kind of collaborative knowledge techniques that government, businesses and educational institutions are adopting to succeed in this emerging knowledge environment.
There’s another lesson that must be driven home, especially to younger Extension professionals: that Extension work is a highly developed set of practices, which have been refined and perfected over more than a century. As older Extension educators have observed, many younger professionals carrying teaching and research responsibilities in addition to their Extension appointments sometimes fail to develop even a tenuous grasp of these practices, much less an adequate understanding of how these must be refined to serve us effectively in the present-day knowledge economy.
Yet, there is even more to be gained from this training — an insight best expressed by Dan Pink in his latest book, “Drive: The Surprising Truth about What Motivates Us.” Drawing on the wealth of research undertaken in recent years on personal motivation, the book drives home an important insight: that once our survival needs are me what motivates us is our ability to grow and develop and realize our fullest potential.
A measure of navel gazing not only will help us build an axial organization: Equally important, a concerted effort to inform and enlighten our people about the continued relevance of our mission and legacy will also instill them with a passion for Extension work as well as an added incentive to attain their fullest potential as Extension educators.