Fast Company Article June, 99

Kari Fruechte, M Ed Extension Cohort

"Report from the Future: Big Learning, Fast Futures," by Cheryl Dahle, and "Dorothy Lane Loves its Customers," by Scott Kirsner.

There were two articles in this issue that really made me connect Extension to the concepts they described. In the first, Taco Bell tried a new idea for them. They brought together close to 7000 restaurant managers to construct their own "roadmap" of where they thought the company should be headed. In the past, this strategic planning had been done only by the top management, now they were asking the people in the trenches to design and implement their own plan. The franchise employees were able to hear for the first time the details on where the company stood as a whole in relation to its competition. They were treated like royalty at the Opryland Hotel. And they really began to feel connected to the whole instead of only worried about their particular store or region. It was a lesson in how people learn best, and it worked for the improvement of Taco Bell. It seems to me that Extension has tried this approach in some ways with its employees. Annual Conference used to be a time for staff in the trenches to gather for learning as a whole. In the past several years, everyone in Extension work was invited, and it did help us take a look at the whole picture. Unfortunately, budget cuts have now eliminated that conference. We also seem to get opportunities in Extension to help with major decision making. We can volunteer to be on search or interview committees, help draft documents that guide our work, or serve on professional association boards that promote a better working environment. I do believe our staff has opportunities to get involved with decision making, but maybe time restraints hold us back. My support staff attended at least two Annual Conferences, and when we discussed this article, she definitely agreed that all employees would be more committed to the mission of the organization if they feel a part of designing the course. In addition to looking forward to the social atmosphere, she enjoyed the learning sessions and the motivational speakers. Another co-worker doesn't enjoy the huge conferences because the focus is so broad, and he feels nothing can be accomplished. He would rather meet with the colleagues he chooses to work on issues at hand. At the same time, he does see value in bringing all employees into the decision making in some way. The second article considered how a grocery chain improved its advertising dollar and bottom-line profits by catering to only their best customers. This could be very controversial in Extension because we try so hard to serve ALL people. Catering to our best customers may give us the image of the very traditional Extension Service that we've been trying to change for the past several years. I'm not sure our new audiences would be our best customers. This article just raised many questions in my mind. I'm not sure I have an opinion. But in talking to coworkers, their eyebrows raised immediately at the thought of offering our best customers better deals than the rest of the people. Maybe it isn't a concept that would work in public service, but I still believe there are some ideas to toss around and have a lively discussion about.

-- Anonymous, September 20, 1999