Leading a
Discussion


Farmer Two:


Farmer Three:


EW:

Farmer Three:





EW:


"That is fine. Well, I reckon termites are just as big
a problem as the birds in my shamba. And the rats
of course. Especially if you stook."
"And there is a much greater chance of moulds
forming if the maize is stocked, rather than dried
quickly in a raised and open structure."
"And what would you say we have to do to make
sure the cobs do dry quickly in the store?"
"As in these examples here, the slats are widely
placed-more so than in the usual woven baskets-
and the structures are placed in the open so that
they can catch as much wind as possible. But
I am looking at the roof overhang. I would be
worried about the rain getting in."
"What do other people think about that point?"


This segment D style is a very different style from the first example-
a different atmosphere is created. In this example, the extension
worker remains in authority as far as the proceedings are concerned-
but he does not pose as the only authority within the group.
Unfortunately, people who are not used to democratic discussion
methods are often reluctant to allow the leader figure to come down
from somekind ofpedestal. Apointwhichis highlighted in the following
story of a priest.
 A priest established a Bible study group in his parish. He
 wanted it to be an occasion where people could come together,
 to learn together and to learn from each other. He wanted to
 be an ordinary member of the group. But those who attended
 would not let him be that. Always they looked to him for "the
 answer" on any controversial issue. So he left the group to its
 own devices for six months and only rejoined when they had
 developed their own style and confidences.
This is what sometimes happens to extension workers when they are
seen as the "experts"in all farming matters. And when the other factors
discussed earlier--inrelation to traditional attitudes towards behaviour
in groups-are also operative, then the job of stimulating free-flowing
discussion becomes a tricky one.
However, I am not advocating that you should walk away from your job
for six months! Hopefully, there are ideas in the rest of this chapter that
can be applied in forming and facilitating genuine discussion groups,
where all participants feel able to contribute.


Chapter 9