The Learning and Knowledge Needs of Organic Producers
Access to information and knowledge on organic production is considered to be a limiting factor to the growth of organic production in New Zealand. The following article by Evelyn Hurley discusses the learning and knowledge needs of organic producers.
The management of organic production systems contrasts with that of conventional systems. The differences arise from the fact that, as different situations are encountered and problems arise, the manager's obligation is to seek a "management" rather than a "technical" solution. That is, in the absence of any previous experience of that problem, the conventional manager is not obliged (although may often choose) to return to first principles and their own knowledge to devise a way to system improvement. People who have been engaged in conventional production systems find moving to organic systems a challenge. The challenge reaches through to the consulting and science associates. MAF Technical Paper 2002/1 "Understanding the Costs and Risks of Conversion to Organic Production Systems" provides data relating to financial risks. However, Pannell (99/01) argues that the problems of uncertainty about "sustainable" innovations are much more profound and intractable than for most farming innovations.
In principle, farming systems aim to make the most effective and sustainable use of farming resources and inputs. The organic farm system is designed to fit the production conditions and characteristics of livestock and/or crops with the objective of managing those to perform to their potential, under minimum stress and using the minimum of off-farm inputs.
In principle a management system consists of design, implementation, monitoring and feedback, all of which rely on information for the operation of the production system. In designing, the manager recognises that in biological systems not everything can be known but assumptions are made and a system must be set in place. Monitoring contributes to management in many ways. Firstly it tests the underlying assumptions of the initial design. It provides a formal basis for assessing the experiences gained and also provides the feedback necessary for redesigning the system. Thus management to improve the production system is based on learning and applying knowledge in a dynamic process.
If organic systems are to be biophysically
sustainable, meet the requirements of registration and conform to
the demands of their consumers, the production system needs
to have quite distinctive design features. Modern
conventional crop systems have a range of technical opportunities that
can be called upon if the management solution appears
ineffective. For example they can use herbicides for weed
control (and perhaps to minimise tillage), pesticides for pest
control, nitrogenous and other fertilisers to enhance
establishment, growth and crop yield, and perhaps desiccants to
facilitate harvest and speedy resowing. The design of a system
that includes fewer synthetic solutions, such as organics,
largely
requires the use of management tools. A comprehensive
and specific understanding of soils, biology or animals and
crop agronomy is needed to apply these management
tools successfully. The effect of this year's management and
crop performance on the next and subsequent year's
performance is critical. Soil nutrients, soil structure and the use of
crop sequencing are important here.
Information, Knowledge, Learning and Agricultural Extension
Many organic producers have expressed the view that a lack of information is a constraint to organic production systems, and that they have not been well served by the consulting and science sectors. This view is not unexpected given that organic industry development has been mainly in the time since privatisation, corporatisation and the introduction of contestability in the early 1990s. The view seems to be that conventional production systems made rapid technological advances under the previous regime and producers were not held to account for the costs of science and consulting as they are now. Organic producers have been reluctant to pay for consulting and research services under the new regime. They may, however, need to rethink the way they engage with consultants and scientists in order to progress their sustainability ideals.
Contrasting views may develop if the source of information is considered. For example, information coming from commercial sources ultimately aims to influence a manager to purchase a particular input and may not meet their needs. Knowledge generated as a result of learning based on prior knowledge and concrete experiences may be particularly useful in a rapidly developing industry such as organics. This has been described as "understanding" as opposed to "information".
"Learning has been defined as the process people use to make sense out of and gain some control over the ever-changing world.
…. In learning, your own concrete experience has greater impact on your understanding than does reading about, listening to, or watching someone else's concrete experiences, learning, or knowledge generation."
Wilson & Morren, Ch2.
This view places considerable value on the role of experience and learning as the basis of enhanced management performance. Managers who have confidence in their own understanding, possess a sound knowledge of science and are prepared to learn from their own experience provide a sound basis for development of the sector.
So how can these skilled organic system managers contribute to the development of a strong organics industry? A model that has had some success amongst conventional farmers is SUBS1. Here groups of farm managers have worked with scientists (soil pedologists, agronomists), farm management consultants and resource management personnel. The scientists were commissioned to provide the underlying soil and crop science in the context of the groups' own farms. The farm management consultants used a simulation model (Stockpol) to help the farmers understand the whole farm context of their decisions, and the resource management personnel contributed a catchment or area context to the on-farm situation.
While there are many possible variations on the theme, the essential components to enhance the learning of organic farmers would include:
- • the means to check assumptions against basic agricultural science;
- • a "benchmark" of sustainability of resource use;
- • a means of biophysical and economic analysis to support the decision process.
While the organic and the conventional manager may differ in their approach to management, sustainable management systems are reliant on learning based on experiences and understanding. Our organics industry practitioners are not lacking in either and may consider themselves competent to "do their own research" as the means to manage the progress of their own sector. Consultants and scientists may need to rethink their roles as contributors to sustainability and the need to contribute on their clients' terms to the management of the system. Organic producers need to recognise the skills and knowledge professionals can offer and devise ways of using them effectively to generate a return on their investment.
References
MAF Policy Technical Paper 02/01 "Understanding the Costs and Risks of Conversion to Organic Production Systems"
Pannell, David J (1999) Uncertainty and Adoption of Sustainable Farming Systems, SEA
Wilson, K.K, & Morren G.E.B (.1990) Systems Approaches for Improvement in Agriculture and Resource Management. MacMillan, New York
Evelyn Hurley
Senior Policy Analyst
MAF Policy Information and Regions
Evelyn has worked for MAF Policy Information and Regions since 1999, taking responsibility for the area covered by horizons.mw. Prior to that she lectured in Farm Management, Farming Systems and Agricultural Extension at Massey University. She is particularly interested in the ways in which farmers learn and improve their management, especially in relation to issues of sustainability.
1 Soils Underpinning Business Success
Contact for Enquiries
Amber Duncalfe
Editor - RM Update
Ministry of Agriculture and Forestry
PO Box 2526
Wellington
NEW ZEALAND
Tel: +64 4 894 0710
Fax: +64 4 894 0745
Contact this person
