Stand for Nothing-Fall for Anything

"An organization that stands for nothing, falls for anything," is a thought that comes to mind when I think of the need to update the philosophical base of the Extension System.

Yes, I do agree. Extension needs to not only update its philosophical base, it needs to ensure that the philosophy, once updated and adapted by the system, truly acts as the foundation on which the organization and all of its activities are based.

As a 25-year employee of the Extension System, I have seen many changes occur in the system-some good and some not so good. One of the not-so-good changes has been the loss of a commonly defined and publicly stated philosophy Extension System personnel can identify with and from which all programs and activities emanate. I have heard lots of talk; but I have seen very little action. When one checks the practices of the Cooperative Extension System's administrators and professionals with the principles that supposedly undergird these practices, a vast gap often appears. How many of you have "Extension Strategic Plans" with carefully worded statements of values and philosophy lying on your shelves or in your files? Do these plans and statements guide your actions and those of your system's administration? From my viewpoint, these have too often been empty words reflecting the need to have a document, because it's the popular thing to do, but not to truly guide the behavior of the organization.

Sadly, too many of us within the system fail to see the gap that exists between who we say we are and what we stand for versus what we actually do and our reason given for doing it. Worse still, many of us recognize that the gap exists, but don't care! When this occurs over a long period of time, an organization becomes a victim of spiritual and ethical bankruptcy; its main purpose becomes self-serving survival.

So, plaudits go to the Maryland Cooperative Extension System for the development of a philosophical statement of values, beliefs, and goals against which Extension educators can measure their professional practices.

For those of you who'd like to explore this topic further, I'd refer you to Chapter One in the book Ethical Issues in Adult Education. Brockett says adult education is characterized by extreme diversity in ideology and practice. So is Extension education. Brockett writes:

In a field that is as action-oriented as adult education...it is easy to become so focused on pragmatic issues inherent in the day-to-day operation of a program that some of the broad questions confronting the larger field can easily become overlooked or relegated to secondary importance. Regardless of the specific setting in which one practices, it is vital that the adult educator not lose a grasp of his or her basic mission.1

The Extension System must constantly keep its mission in front of its personnel and ask why certain behaviors or practices are being done rather than focus only on questions of what and how. We can't continue to rely on reactive approaches to decision making such as, "We've always done it this way" or "I'll keep shooting from the hip" in trying to fulfill my role as educator.

As educators in the Cooperative Extension System, we must continually search for balance as we serve multiple audiences. This means setting priorities based on anticipated consequences of our actions and accepting responsibility for those actions. We must know and be clear about who we are and why we do what we do. Update your Extension philosophical base-that's the point!

1. Ralph G. Brockett, Ethical Issues in Adult Education (New York: Teachers College Press, 1988), p. 1.