In the context of agricultural leadership development programs, effective leadership development is not only limited to external skills and knowledge acquisition, but also on the reflective and personal insights that come from core self-evaluation. This process of self-assessment, where individuals critically reflect on their strengths, weaknesses, and overall self-concept, forms the foundation of robust leadership. Agricultural leadership development programs that incorporate core self-evaluation into their program curriculum equip leaders with the self-awareness necessary to navigate complex challenges and inspire others. However, little is known about high level participant trends, particularly in the context of core self-evaluation. Using a demographic lens, I was able to work with a great research team to analyze core self-evaluation data from over 1,100 agricultural leadership development program alumni. The results we observed were interesting and we hope provide some preliminary data looking at this important concept. Of course, the results are limited to those individuals who participated, so should not be extrapolated to other groups; however, having empirical data should help to leadership development program leaders to think about if, or how, they might want to use these results in their programs. Key Findings: Core Self-Evaluations and Age:  A positive correlation was found between age and core self-evaluation scores, suggesting that self-awareness tends to increase with experience and maturity. Core Self-Evaluations and Organizational Level:  The study observed higher core self-evaluation scores among individuals at higher organizational levels, indicating that those in more senior roles may have greater self-confidence and self-awareness (logically, there may also be a relationship between organizational level and age; nevertheless, the trendline appears is noteworthy). Non-Findings: In parallel to the statistically significant findings we observed, we did not find any statistically significant differences when comparing between demographic groupings based on gender, educational attainment, nor geographic region. Challenges and Opportunities: Tailoring Educational Interventions:  Leadership educators should consider the varying levels of self-awareness among participants when designing programs, allocating more time for introspection where needed and appropriate. Leveraging Core Self-Evaluation:  Incorporating core self-evaluation into leadership training can provide valuable insights for both learners and educators, enhancing the overall effectiveness of the program. Core self-evaluation is an important component of effective leadership development. By developing self-awareness through structured reflection, agricultural leadership programs can better prepare individuals to lead from a robust self-aware foundation. We hope the insights from this study provide a starting point for future exploration and application, helping leadership educators design more tailored and impactful programs and training that meets the needs of diverse learners. I've included the full article if you would like to read more. Please be sure to share your insights using the comments section. Lamm, K. W., Nguyen, N. P., Edgar, D. W., Borron, A., & Lamm, A. J. (2019). Know thy self: An examination between individual core self-evaluations and demographic characteristics among agricultural leadership development program participants. Journal of Leadership Education ,  18 (4), 15-23. https://doi.org/10.12806/V18/I4/R2

This week in my undergraduate Communication and Leadership in Groups and Teams class we were discussing stress. As part of the conversation I asked, "what are somethings which cause you stress?" In addition to the expected answers including deadlines, relationships, and sports (it is football season in the SEC) one student mentioned ambiguity. This was a unique answer and made me pause and think about how often not knowing can be stressful, and particular how lack of clarity can have negative effects individually and on teams. My blog post this week shares the results of a research study I conducted with several amazing colleagues looking at project team satisfaction - specifically, what improves satisfaction among team members. We analyzed variables including clarity, frustration, fit, and justice, and their impact on overall team satisfaction. Although based in the classroom our results might be applicable in broader contexts and may help to improve project team satisfaction more broadly in the agriculture and food system. Key Findings Our study confirmed that several factors greatly influence member satisfaction when working in teams, particularly: Clear Communication : When team members understand their tasks and roles, satisfaction with the team experience improves significantly. Clear instructions help teams work together more smoothly and avoid confusion. Managing Frustration : Frustration within a team can seriously reduce satisfaction. The more frustrated members feel, the less likely they are to enjoy or learn from the experience. Managing this frustration through clear expectations and good communication can make a big difference in team success. These findings show that leaders have a major impact on how well teams function. When leaders communicate clearly and check in regularly with teams, members are more likely to have a positive and productive experience. Below are the details of our findings: Practical Takeaways for Leaders For leaders, particularly those responsible for teams, focusing on two key strategies can significantly improve team satisfaction: Provide Clear Instructions : Make sure members fully understand their roles and responsibilities by giving clear, detailed instructions. Asking members to repeat back instructions can help ensure clarity. Monitor Team Frustration : Pay attention to signs of frustration within teams and step in when needed to provide support or clarification. Conclusion While teamwork can be challenging, the benefits of working in teams far outweigh the difficulties, especially when clear communication and frustration management are prioritized. By focusing on these strategies, leaders can help ensure members are more satisfied and better able to perform. I've included the full manuscript below if you would like to read more. Please be sure to include your insights using the comments below. Lamm, K. W., Powell, A., Randall, N. L., Nguyen, N. P., & Lamm, A. J. (2020). Undergraduate project team satisfaction: Analysis of a theoretically derived structural model. Journal of Agricultural Education, 61 (2) , 307-323. https://doi.org/10.5032/jae.2020.02307

As agricultural production and the food system becomes increasingly complex and integrated establishing professional standards for Extension services (also known as rural advisory services in different parts of the world) remains an important topic. For example, the New Extensionist Learning Kit developed by the Global Forum for Rural Advisory Services represents the complexity associated with delivering Extension services and helping growers adopt the latest innovations and technologies. To meet these demands, Extension networks need to focus on professionalization—ensuring consistency, rigor, and credibility in the services they offer. However, there have not been any empirical instruments available to measure perceptions of professionalization capacity in Extension networks. Working with a team of amazing collaborators we developed and validated a scale to address this need. Key Findings Our research set out to validate a tool to measures the professionalization capacity of Extension networks. Through testing, we confirmed the tool’s reliability and identified two primary factors that impact professionalization: Awareness of Professionalization Potential : For Extension services to be recognized as a profession, they must communicate their value—showing the public and stakeholders how essential, exclusive, and complex their work really is. Building this awareness is the first step toward professional recognition. Operational Integration : Beyond awareness, Extension networks need to demonstrate professional autonomy and show that their services are vital. Clear, consistent messaging that highlights the value of Extension services is critical for establishing their professional status. Practical Implications for Extension Networks If Extension services are going to be recognized as a profession, they need to focus on two primary areas: Cultivating a Strong Professional Identity : Extension networks need to move beyond simply offering services; they need to craft and communicate a distinct identity that reflects their expertise and value. Developing a narrative around this identity will help build trust and position Extension services as partners in agricultural production. Strategic Alignment : It’s not enough to simply operate as a service provider; Extension networks must demonstrate their ability to function independently while strategically aligning with the needs of stakeholders. This means defining clear goals, outlining the resources needed to achieve them, and showing how these efforts contribute directly to the success of their partners. Again, clear, consistent communication about these efforts helps stakeholders see the long-term value of working with an Extension professional. Professionalization is not just a buzzword—it’s an important step for Extension services to remain relevant and impactful. By focusing on building awareness and integrating operations, Extension networks can position themselves as trusted partners in agriculture, helping producers adopt new innovations and improve production practices. Please share your insights in the Comments. I've included the full manuscript below if you would like to learn more. Lamm, K. W., Lamm, A. J., Davis, K., Sanders, C. E., Powell, A., & Park, J. (2023). Extension networks and dissemination of horticultural advancements: Development and validation of a professionalization instrument. Horticulturae, 9 (2), 1-12 .   https://doi.org/10.3390/horticulturae9020245

Diffusion of Innovations theory has been one of the primary drivers behind contemporary agricultural development, helping farmers adopt new technologies and improve productivity. However, as agriculture evolves, the traditional model of promoting new technologies and approaches runs the risk of becoming less effective. Farmers are not just passive recipients of information—they possess valuable indigenous knowledge and unique insights into their local environment. To foster innovation, particularly at the local level, in agriculture, we need to rethink how Extension services operate, shifting away from top-down information dissemination to more collaborative facilitators of knowledge-sharing and farmer-led decision-making. Based on her time with the Ministry of Agriculture in Malawi Dr. Masambuka-Kanchewa observed many of the challenges first hand. Based on our work with the African Forum for Agricultural Advisory Services and The World Bank Alexa and I were also able to observe some of these challenges. Below is a summary of some of our observations about the future of Extension services and the Diffusion of Innovation. Key Findings Dependency on Extension Professionals : Farmers may rely too heavily on Extension professionals for advice, even in situations where geographically local knowledge is more appropriate to make their own decisions, leading to a "dependency syndrome" that stifles innovation. Underutilization of Indigenous Knowledge : Rich indigenous knowledge and local resources are often left untapped because farmers hesitate to share insights without external validation. Role of Extension Professionals : Extension professionals are primarily seen as technology promoters, but there is a need for them to act as facilitators of dialogue, helping farmers understand both the pros and cons of new innovations. Need for Knowledge Integration : There is a need to integrate indigenous, local, knowledge with new technologies to encourage more independent, innovative decision-making by farmers. Practical Recommendations Integrating Indigenous Knowledge : Farmers' indigenous and local knowledge should be integrated into the Extension process. Creating peer-to-peer networks where farmers can share their experiences and knowledge can enhance innovation. Policy Shifts : Governments need to rethink their agricultural policies. Instead of focusing solely on technology adoption, policies should promote knowledge-sharing among farmers, scientists, and policymakers. Initiatives like those in Kenya, which focus on biodiversity and knowledge exchange, could serve as models. Investing in ICT : Information and Communication Technologies (ICTs) have the potential to enhance farmer participation and knowledge sharing. By creating platforms where farmers can exchange ideas and give feedback, if facilitates a two-way flow of information, allowing for more responsive and informed decision-making. Professionalization of Extension : Individuals involved in Extension services should extend beyond just providing technical advice. Extensionists should develop the skills to act as connectors, bringing farmers together to share knowledge and facilitating conversations in a more nuanced, locally appropriate, manner. Agriculture and the food system continues to evolve, and so too must the roles of those who support it. By adapting the Diffusion of Innovations theory to include more farmer-led knowledge sharing, governments and Extension professionals can foster a more innovative, self-reliant, and robust agricultural system. These adaptations are crucial for ensuring the sustainability and resilience of agricultural practices worldwide. Please share you insights in the comments below. I've also included the full manuscript if you would like to read more. Masambuka, F.,   Lamm, K. W., & Lamm, A. J. (2020). Beyond diffusion of improved technologies to promoting innovation creation and information sharing for increased agricultural productivity: a case study for Malawi and Kenya. Journal of International Agricultural and Extension Education, 27 (1), 79-92. https://doi.org/10.5191/jiaee.2020.27106

As universities face growing challenges, higher education leadership plays an important role in shaping the future of institutions and their students. Leadership development programs like LEAD21 help prepare the next generation of university leaders who will, in turn, positively impact student success. By focusing on concepts such as transformational leadership, LEAD21 helps participants develop the skills needed to inspire and guide their teams, encourage innovation, and create inclusive environments. Well-prepared leaders can create stronger educational experiences, directly benefiting students and ensuring they are ready to meet the demands of an ever changing world. Based on evaluation work I conducted with several amazing collaborators I'm excited to share the results of a study we conducted a few years ago examining how participation in leadership development programs can have a measurable impact on leadership. Key Findings Overall Leadership Growth : Participants in the LEAD21 program reported a 7% average increase in transformational leadership skills, indicating significant personal development in leadership capacity. Intellectual Stimulation : One of the most improved areas, with participants showing growth in their ability to challenge norms and encourage innovation. Individualized Support : Participants demonstrated stronger capabilities in offering personalized guidance and mentorship, an important trait for emerging leaders. Transformational Leadership Capacity : Across all dimensions of transformational leadership, the program helped participants enhance their ability to inspire and motivate others, showing the impact of the program on leadership development. Practical Recommendations Prioritizing Leadership Development : Universities should continue to focus on leadership development programs that build both technical and transformational skills to prepare future leaders for the complexities of the workforce, particularly in the agricultural and food systems. Fostering Vision and Empathy : Programs like LEAD21 help leaders develop critical skills such as strategic thinking, empathy, and the ability to inspire others—skills that are essential for leading in dynamic, global environments. Addressing Institutional Challenges : As universities face challenges like reduced funding, leadership development programs can equip future leaders with the tools to navigate these issues effectively. Investing in Long-Term Leadership : Continued investment in leadership development programs is important to ensure universities produce leaders who are ready to meet the demands of an ever changing world. Developing strong leadership within universities is important for creating a positive and lasting impact on students. By encouraging transformational leadership skills, future academic leaders will be better equipped to navigate critical issues, inspire their teams, and create an environment where students can succeed. Please be sure to share your insights using the comments area. I've included the full manuscript below if you would like to read more. Lamm, K. W., Sapp, L. R., & Lamm, A. J. (2016). Leadership programming: exploring a path to faculty engagement in transformational leadership . Journal of Agricultural Education , 57 (1), 106-120. https://doi.org/10.5032/jae.2016.01106

This past week I received an alert from my phone letting me know I was starting to run low on storage. This made me think about the rate with which data are generated across so many different platforms every day around the world - over 2.5 quintillion bytes (a one with 18 zeros) - and this number only continues to grow. In agriculture, data about soil conditions, climate patterns, crop yields, and more contribute to this number. This is in addition to the social science and local expertise which also exists, many times in informal channels. Separating valuable insights from excess noise is a challenge, especially within Extension networks that support farmers, communities, and the food system. Despite the vast body of research on knowledge management in general, limited studies address how to implement it effectively within Extension. Working with a team of amazing collaborators this research identifies core capacities for successful knowledge management in Extension networks, helping to provide a foundation for how to begin implementing effective knowledge management strategies. Key Findings Enabling Learning Exchanges : Extension networks should create opportunities for members to learn from each other through regular in-person meetings and collaborative activities. This face-to-face interaction is crucial for knowledge transfer, especially in areas with limited access to digital resources. Fostering Networking : Building a robust network where members can share information and resources is essential for effective knowledge management. Networking strengthens connections within the Extension network, creating a foundation for long-term collaboration and resource sharing. Providing Accessible Resources : Making tools, activities, and best practices available in a format that stakeholders can easily understand and use ensures that knowledge is accessible to all stakeholders. Accessibility increases the likelihood that valuable information will be put into action. Nurturing a Culture of Knowledge Sharing : A supportive culture is key to successful knowledge management. Extension networks must encourage all levels of the organization to actively share and contribute their insights, building a collective pool of knowledge that benefits the entire network. Documenting Best Practices : Centralizing the documentation of knowledge—such as success stories, effective practices, and learning resources—helps Extension professionals retain valuable information. This practice also ensures that lessons learned can be shared with others, even as staff and stakeholders change over time. Practical Implications Build Systems for Interaction-Driven Knowledge Sharing : Extension networks should prioritize systems that support in-person exchanges, recognizing that in certain contexts, face-to-face interactions may be more practical than digital solutions. Promote a Knowledge-Sharing Culture : Before launching knowledge management activities, Extension networks should assess and cultivate a culture of active sharing to ensure members are willing to contribute to the knowledge base. Invest in Flexible Knowledge Platforms : Establishing a centralized platform for knowledge management, adaptable to each network’s unique context, will help organize and disseminate information effectively. However, the specific technologies are less important than their accessibility and usability by stakeholders. Effective knowledge management in Extension networks is essential not just for collecting data, but for organizing, sharing, and making that information accessible and actionable for Extension stakeholders. As the food system experiences an influx of new data daily, Extension networks should think about knowledge management systems as a way to transform raw information into practical insights that can drive decision-making, innovation, and sustainable practices. Please be sure to share your insights using the comments below. I've also included the full article if you would like to learn more. Lamm, K. W., Lamm, A. J., Davis, K., & Swaroop, B. J. (2017). Identifying knowledge management capacity needs of rural advisory service networks. Journal of International Agricultural and Extension Education ,  24 (2), 93-106. https://doi.org/10.5191/jiaee.2017.24207

Agriculture and forestry are central to Georgia’s economy, contributing over $80 billion annually to the economy and employing more than 300,000 people across the state. Georgia is one of the top producers of commodities like broilers, cotton, and peanuts, and its forestry industry covers over 24 million acres. As these industries face increasing challenges—ranging from economic pressures to workforce shortages—it is essential to identify and prioritize the most critical issues. By pinpointing these key areas, stakeholders can focus resources and efforts to make the greatest impact, supporting the sustainability and growth of Georgia’s agriculture, forestry, and natural resources industries. Working with a great team of collaborators and a panel of experts from the state, we were able to identify six overarching themes to help guide strategic planning and resource allocation. Key Findings Economic Considerations : Unpredictable commodity prices and high input costs affect the profitability of operations, underscoring the need for future professionals skilled in areas economics and management, not just agricultural production. Operations and Infrastructure : Issues like water quantity and quality, access to irrigation, and rural broadband limitations impact productivity. Technological solutions require a systems-based approach that considers local infrastructure constraints. Policy : Shifts in rural-to-urban voting and representation in trade policies affect the industries. Industry leaders must engage in policy-making to advocate for agricultural interests. Public Perceptions : Knowledge gaps lead to misunderstandings about agriculture, forestry, and natural resources. Educating the public can improve perceptions and support for these sectors. Regulations : Complex regulatory requirements can hinder productivity. Providing guidance on compliance can help producers better navigate regulatory challenges. Workforce : An aging workforce and a shortage of skilled labor, such as CDL drivers, highlight the need for targeted workforce development to sustain industry operations. Practical Implications Adopt a Systems-Based Approach : Address interconnected issues like infrastructure and technology with comprehensive strategies that consider both macro and micro factors. Increase Public Awareness : Create educational campaigns to bridge knowledge gaps and improve public understanding of the industries. Develop Targeted Workforce Programs : Invest in training programs that focus on skills critical to the industries, addressing workforce shortages and preparing the next generation of professionals. Georgia’s agriculture, forestry, and natural resources industries are vital to the state’s economy and communities, but they face complex challenges. With this research we identified six key themes that are critical for sustaining growth and productivity. By addressing these issues strategically, stakeholders can strengthen these industries, ensuring they remain competitive and resilient. Please be sure to share your insights using the comments below. I've also included the full research article if you would like to learn more. Lamm, K. W., Pike, L., Griffeth, L., Park, J., & Idun, A. (2023).  Critical issues facing the agriculture, forestry, and natural resources industries in the state of Georgia: A delphi analysis.  Agriculture, 13 (6), 1-12. https://doi.org/10.3390/agriculture13061194

Adult agricultural leadership development programs play an important role in preparing emerging and established leaders for the future of agriculture and the food system. Just like every individual has a unique fingerprint, each has a distinct personality that influences how they learn and lead. Agricultural leadership development programs, such as the International Association of Programs for Agricultural Leaders ( IAPAL ) provide programs to develop the leadership capacities for participants, "alumni are change makers, burnished with a professional leadership development acumen, and a personal exigency to make positive change." Working with 28 IAPAL affiliated programs I collaborated with an amazing team to analyze the unique personality characteristics of over 1,100 program alumni with the goal of identifying personality trends which might be helpful to create impactful programs. Key Findings Age : Significant differences were observed across seven personality aspects, including Industriousness and Orderliness. Older participants tended to report higher Industriousness but lower Orderliness, highlighting the potential for tailored discussions around work habits and leadership perspectives. Age: Industriousness Age: Orderliness Organizational Level : Higher organizational levels correlated with greater Openness and Assertiveness. These traits may reflect the adaptability and confidence needed for leadership roles. Educational Attainment : Higher education levels were associated with increased Openness (Intellect) and Agreeableness (Politeness), suggesting that educational experiences shape relational and intellectual capacities. Region : Geographic region had minimal influence on personality traits, suggesting that leadership educators may prioritize other demographic characteristics when tailoring programs. Practical Implications Tailor Learning Environments : Use personality differences to design programs that foster collaboration and learning among diverse participants. Foster Transformational Leadership : Incorporate discussions about personality traits like Compassion and Enthusiasm to enhance human-focused leadership skills. Encourage Intergenerational Dialogue : Create opportunities that leverage differences in work habits and perspectives across age groups to enrich learning experiences. Recognizing the role of personality in leadership development offers an opportunity to create more effective and engaging agricultural and food system leadership programs. By tailoring learning environments to reflect the unique characteristics of participants, leadership educators can enhance collaboration, deepen discussions, and improve outcomes. As agriculture continues to evolve, leadership programs that intentionally address personality traits will help prepare participants to lead with empathy, adaptability, and a clear vision. I've included the full paper below if you would like to learn more. Please be sure to share your insights using the comments. Lamm, K. W., Holder, M., Randall, N. L., Edgar, D. W., & Lamm, A. J. (2021). Agricultural leadership development program participant personality and demographic characteristics: an empirical analysis. SAGE Open, 1-20. https://doi.org/10.1177/21582440211061577

Extension services play an important role in connecting agricultural innovation and research with real-world applications, acting as a bridge between the lab and the field. Just like most other organizations, the success of these services relies heavily on effective organizational functioning. Without the right structures, the ability of Extension to deliver meaningful and consistent support diminishes. As agricultural issues become more complex and interrelated, the importance of identifying and strengthening organizational capacities cannot be overstated. In this post I'm excited to share the findings from a study I conducted with several amazing collaborators specifically identifying the core capacities essential for effective functioning in international Extension networks. By understanding these capacities, Extension networks can improve their operations, harmonize efforts across regions, and better serve the diverse needs of stakeholders. Key Findings Transparency : Clear articulation of policies, mission, and values builds trust and credibility with stakeholders, enhancing organizational effectiveness. Knowledge Sharing and Collaboration : Encouraging peer communication and inter-agency collaboration supports the exchange of information and fosters innovation. Value-Added Services : Providing well-organized, consistent services that meet unmet needs increases the impact and relevance of Extension networks. Relationship Development : Building long-term relationships with stakeholders, policymakers, and private sector actors ensures alignment and sustained support. Defined Roles and Expectations : Establishing clear guidelines for officers and members enhances accountability and organizational clarity. Practical Recommendations Enhance Transparency : Implement measures to improve the accessibility and clarity of organizational information for all stakeholders. Foster Knowledge Management : Invest in practices that promote collaboration, such as cross-functional teams and partnerships across diverse organizations. Strengthen Relationships : Focus on building and maintaining strategic partnerships with key extension actors to enhance reach and effectiveness. Clarify Roles and Responsibilities : Develop training programs to clearly define roles and expectations for both leaders and members within Extension networks. Although these are not all the capacities we identified in the study, they are a robust foundation to build upon. Focusing on these capacities, Extension networks can strengthen their organizational structures, better serve their stakeholders, and enhance their contributions to agricultural development. Please be sure to share your insights using the comments below. I've also included the full manuscript if you would like to read more. Lamm, K. W., Lamm, A. J., Davis, K., Powell, A., & Swaroop, B. J. (2021). Effective organizational functioning capacity needs of rural advisory service networks: A delphi examination. Journal of International Agricultural and Extension Education, 28 (3), 104-119. https://doi.org/10.5191/jiaee.2021.283104

A few weeks ago, I explored the role of knowledge management in extension services , highlighting how turning raw data into actionable insights can strengthen agricultural and food systems. This post is a continuation of that research, focusing on the next step: how to operationalize knowledge management within extension networks to ensure information is not just collected but effectively shared and applied. Building on the foundation of the previous post, this research examines how well-managed knowledge systems empower extension services to deliver timely, relevant, and impactful solutions to their stakeholders. Based on a study I conducted with several amazing colleagues this research identifies key capacities for improving knowledge accessibility and outlines practical strategies to ensure effective extension services. Key Findings Five Core Dimensions of Knowledge Management : Our study identified five factors essential for effective knowledge management: 1 - awareness and process execution, 2 - network support, 3 - member participation, 4 - accessibility, and 5 - performance. These dimensions highlight the interconnected aspects of effective knowledge dissemination. Network Support is Critical : Robust support systems, including organizational policies and infrastructure, significantly enhance a network’s ability to manage and share knowledge effectively. Member Participation Drives Success : Networks with higher levels of active member involvement reported greater success in building a cohesive and impactful knowledge base. Accessibility Challenges : Ensuring knowledge is not just available but also easily accessible remains a key hurdle for extension networks, particularly in rural or underserved areas. Performance Impacts Perception : The practical outcomes of knowledge management—such as improved decision-making and stakeholder satisfaction—strongly influence how networks perceive their own capacity. Practical Implications Develop Comprehensive Support Systems : Extension networks should invest in organizational policies and technologies that facilitate effective knowledge sharing across diverse stakeholders. Foster a Culture of Engagement : Encouraging active participation among network members strengthens collective knowledge and increases network efficacy. Prioritize Accessibility : Develop tools and platforms that ensure knowledge is readily available and actionable for all stakeholders, regardless of geographic or technical barriers. Regularly Evaluate Performance : Use the knowledge management scale to identify strengths and areas for improvement, ensuring networks can adapt to evolving needs and challenges. By focusing on these strategies, extension services can focus on using knowledge management to drive change and provide exceptional services in agriculture and the food system. Effective knowledge management is more than just a process—it’s a commitment to making information accessible, actionable, and impactful. Please be sure to share your comments below. I've also included the full manuscript if you would like to read more. Lamm, K. W., Lamm, A. J., Davis, K., Sanders, C. E., & Powell, A. (2021). Perceptions of knowledge management capacity within extension services: An exploratory factor analysis approach. Journal of Agricultural Education and Extension, 29 (1), 53-74. https://doi.org/10.1080/1389224X.2021.1984956

Farming is deeply tied to nature, community, and resilience, yet it is also one of the most challenging and stressful careers. Several recent studies and articles focus on the stresses associated with farming, agriculture, and those who live and work in rural areas ( https://news.uga.edu/women-stress-rural-farming/ ; https://www.canr.msu.edu/news/why-we-keep-farming-when-the-going-gets-tough ; https://www.psu.edu/news/impact/story/pennsylvania-agforum-address-farm-stress-agricultural-community ; https://spectrumnews1.com/oh/columbus/news/2024/09/27/ag-report--farmer-mental-health-study-examines-stress-levels-and-coping-mechanisms ). Previously I posted about another study I was a part of to develop a rural stress instrument . Farmers face a variety of pressures, from fluctuating market conditions and unpredictable weather to increasing societal demands. Rural stress, including mental health challenges, requires specialized support. Extension agents, as trusted community resources, can play an important role in fostering mental well-being through tailored programs and resources. I was fortunate to be on a research team examining Extension agents perceptions of rural stress in Georgia. Key Findings Regional Variation in Needs: Each district in Georgia exhibited unique priorities related to rural stress. For example, the Northwest focused on communication around stress, while the Northeast emphasized collaboration and resources. Common Themes of Education and Support: Across all districts, the need for increased education and support around farmer and rural stress emerged as a consistent theme. Using Different Facilitation Techniques: Wordcloud activities proved effective in sparking dialogue and identifying region-specific needs for addressing rural stress. Implications Beyond Georgia: Despite geographic differences, rural stress is a universal challenge. Adaptable strategies, such as visual communication tools, can foster engagement even in culturally sensitive settings. Themes from Extension Agents Practical Recommendations Region-Specific Programming: Extension agents should leverage identified district-specific themes to develop customized mental health and rural stress programs, ensuring a tailored approach rather than a one-size-fits-all model. Promote Mental Health Literacy: Using visual tools like wordclouds, agents can encourage open conversations about mental health, reframing discussions to reduce stigma and improve health literacy. Enhance Support Networks: Provide Extension agents with additional training and resources to create a productive work environment and offer effective community support. Expand Collaboration: Investigate the adaptability of findings and strategies across a variety of rural contexts to strengthen mental health resources globally. Extension agents are uniquely positioned to address farmer and rural stress through education, support, and resources. By tailoring efforts to the needs of each community, Extension can empower farmers and foster healthier, more resilient rural communities. Please share your insights using the Comments below. I've also included the full manuscript if you would like to learn more. Wilson, M. C., Stone, W. A., Holt, J. A., Lamm, K. W., Borron, A. S., & Lamm, A. J. (2019). Extension’s role in rural stress: An evaluation of Extension agents’ perceptions of rural stress in Georgia.  Journal of International Agricultural and Extension Education ,  26 (3), 27-42. https://doi.org/10.5191/jiaee.2019.26302

Effectively communicating about agricultural practices is very important, especially when discussing water use. People’s perceptions are shaped not only by what they hear, but also by who delivers the message. For example, farmers can bring first-hand expertise, while conservation organizations may shape attitudes through environmental stewardship experience. I was fortunate to be part of a research team which examined the importance of this “source credibility". Our findings indicate that public support depends on perceiving messengers as knowledgeable and trustworthy. By understanding how different audiences interpret water use information, the agricultural industry can help build and maintain positive relationships and broad-based support for sustainable practices. Key Findings Positive Perceptions:  Most respondents viewed agriculture’s water use favorably, believing producers carefully steward resources and support wildlife habitats. Willingness to Pay More:  Many indicated they would accept higher food prices if it ensured water conservation and responsible environmental practices. Source Credibility Counts:  Participants exposed to a farmer spokesperson rated agriculture’s impact on open space and wildlife higher, while those hearing from a conservation group were more inclined to believe negative effects might occur. Practical Recommendations Tailored Messaging:  Shape communications around the spokesperson’s expertise. Farmers resonate on issues of production, while conservation groups excel at highlighting environmental benefits. Strategic Partnerships:  Collaborate with aligned organizations to broaden reach. Seek out partners who offer complementary expertise for maximum credibility. Audience Awareness:  Recognize that demographics, personal experience, and political ideology can affect how a message is received. Testing different messengers can reveal what resonates best with specific audiences. This research highlights the importance of clear, credible communication from sources that audiences trust. As agriculture continues to advance sustainable water strategies, strategic outreach—paired with the right messenger—can impact, and hopefully improve, public understanding and support. Please be sure to share your insights using the comments below. I've also provided the full manuscript if you would like to read more. Lamm, A. J., Owens, C. T., Telg, R. W., Lamm, K. W. (2016). Influence of source credibility on agricultural water use communication. Journal of Applied Communications, 100 (3). https://doi.org/10.4148/1051-0834.1235