AGEX 3714: Facilitation for Development

Practice flashcards for AGEX 3714: Facilitation for Development, covering the core concepts of facilitation, agricultural innovation systems, psychological theories of learning, and multi-stakeholder engagement.

Notional learning hours

The amount of learning time taken by the average student to achieve specified learning outcomes; for this module, it is calculated as $16$ credits multiplied by $10$, totaling $160$ hours.

Facilitation for development

A process of helping individuals or groups understand themselves and their roles in development; it is an 'art' of unleashing ability to learn, reflect, and use potential to achieve goals.

Agricultural Innovation Systems (AIS)

A complex system of diverse actors, such as farmers, with differing interests and power relations who must be empowered to work together as a functioning whole.

Doctor model

A facilitation approach where the facilitator prescribes exactly what people should do, contrasted with the therapy model.

Therapy model

A facilitation approach where the facilitator helps people reflect on their lives to find their own solutions.

Active listening

Concentrating on what someone is saying to understand and remember the information to help develop a problem-solving plan.

Reflective listening

Repeating what has been told to ensure the listener has heard and understood the speaker correctly, preventing misunderstandings.

Cognitive attributes

Attributes dealing with how a facilitator thinks about system perspectives and processes, including systems thinking, critical thinking, and lateral thinking.

Systems thinking

The art of analyzing relationships between parts, the system, and the environment to improve decision-making using analysis, structure, and leverage points.

Analysis (in systems thinking)

The process of breaking down a complex problem or issue into smaller parts to gain a better understanding.

Structure (in systems thinking)

The way different parts are connected to form a whole, which determines how the system behaves and influences power relations.

Leverage point

A place in a system's structure where a solution element can be applied to cause change.

Low leverage point

A point where a small amount of change force causes a small change in system behaviour.

High leverage point

A point where a small amount of change force causes a large change in system behaviour.

Critical thinking

Approaching a problem from a neutral point of view to form an opinion based on facts rather than emotions.

Root cause analysis

A method to strike at the root of a problem by finding and resolving underlying causes rather than just symptoms, often visualized as a problem tree (root, stem, effect).

Lateral thinking

Thinking 'outside the box' by looking at a problem or situation in a new and creative way using inspiration and imagination.

Emotional intelligence

According to Goleman (1998), this is composed of common sense, empathy, self-awareness, and self-regulation.

Empathy

The ability to understand what another person is experiencing from their perspective, often described as 'walking in someone else’s shoes.'

Self-awareness

The state of being aware of one's own thoughts, emotions, motivations, strengths, and weaknesses.

Self-regulation

The ability to control and adjust one's own thoughts, emotions, and behaviour to suit specific situations.

Social intelligence

The ability to form positive professional relationships so that others want to work with you; in AIS, it involves valuing farmers' non-formal knowledge.

Ice breaker

A short group activity used at the start of a meeting to build trust and encourage positive interaction among participants.

Prompting

A facilitation technique where members are invited to share suggestions on a written topic or are gently guided back to the topic if focus is lost.

Brainstorming

A process where group members provide various ideas on which topics to discuss and decide together how to take action for change.

Open-ended questions

Questions that encourage detailed responses rather than simple 'yes' or 'no' answers.

Leading questions

Questions used by a facilitator to keep individuals or groups focused on the specific topic under discussion.

Probing questions

Questions designed to encourage a person to provide more specific information on a particular topic.

Possibility questions

Questions that empower individuals or groups to think about solutions to their problems in a positive way.

Process observation

The act of watching how the development process happens over time to identify areas needing concentration to stimulate change.

Documentation

Recording observations in the form of meeting minutes or personal records to track the progress of development.

Visualisation

Forming a mental image of a desired outcome and the actions needed to achieve it to keep participants motivated.

McClelland’s Human Motivation Theory

A theory visualized as an iceberg where easily seen knowledge and skills are the tip, while values, qualities, and driving factors are hidden beneath.

Social Learning Theory (SLT)

Developed by Albert Bandura, it emphasizes that behaviour is shaped by reciprocal interactions between individuals and their environment.

Observational learning

A component of SLT where individuals learn by imitating others based on four factors: attention, retention, reproduction, and motivation.

Self-efficacy

An individual's belief in their own ability to perform a specific behaviour to achieve desired outcomes.

Shared vision

A common goal developed by an entire group so that every member feels personally invested in the development process.

Organisational change

The process by which an organization modifies the plans used to run it or the way it is managed to survive and adapt.

Organisational learning

The way an organization generates, stores, and distributes information about lessons learned as they improve.

Mentorship or coaching

The act of giving advice on how to solve problems without doing the work for the individual or organization.

Leadership development

The process of training an individual to provide direction, vision, and inspiration while maintaining consistency, focus, and flexibility.

Stakeholder

An individual or organization who will make use of, develop, or have an impact on an intended intervention.

Primary stakeholders

Those directly affected by an intervention, either positively or negatively.

Stakeholder analysis

A process of mapping stakeholders based on influence and interest to develop a plan for successful engagement.

SMART objectives

Objectives that are Specific, Measurable, Attainable/Achievable, Relevant, and Timely.

Accountability (AA1000 Standard)

A framework based on Transparency (accounting to stakeholders), Responsiveness (responding to concerns), and Compliance (complying with legal requirements).

Latents

In a stakeholder analysis map, this group has high influence but low interest and is often the most important group to influence for change.

Promoters

Stakeholders with both high influence and high interest who can be used to influence others.

Defenders

Stakeholders with high interest but low influence who are committed to change but may need assistance to strengthen their influence.

Apathetics

Stakeholders with low influence and low interest who may be influenced if more people are needed for a cause.

Innovation Platform (IP)

A learning space where stakeholders from different backgrounds meet to discuss and find solutions for common problems or challenges.

Farmer-first concept

An approach that actively includes farmers in creating, testing, and assessing technologies suited for small-scale production.

AKIS (Agricultural Knowledge and Information System)

A system designed to strengthen the flow of information, traditionally focusing on researchers and larger farmers.

IAR4D (Integrated Agricultural Research for Development)

A decentralized governance approach involving diverse actors along a commodity chain to make research relevant and responsive.

Advocacy

The process of drawing the attention of policy makers to issues and enhancing the power of a group to cause change.

Critical link

An important connection between actors within a system that provides the most benefit to the system as a whole.

Knowledge brokering

The role of an impartial actor who brings different stakeholders together, builds on local initiatives, and ensures an interactive decision-making process.

Value chain

A series of actors working together, from input suppliers and farmers to processors and retailers, to produce and sell a product to consumers.

Pluralistic service provision

Multiple extension service providers, including NGOs and private firms, working together to support rural farmers with tailor-made services.

Learning alliance

A network of diverse actors from public and private sectors who commit to improving knowledge on a specific issue to support development.

Action learning

Solving a problem by actively trying different solutions, evaluating results, and adjusting methods to get the best outcome.

Reflective practice

The continuous process of looking at actions in a critical way to find how they can be improved.

Networking

Making contact with different actors to exchange information, build professional relationships, and expand the support base for farmers.