Activation of Organizational Management in Agricultural Reform: A Case Study of Iijima Town, Japan
Recently, reform of regional agriculture has been one of the main concerns of Japanese agriculture. An essential condition for agricultural reform is to obtain farmer support for reform. This paper describes participation by farmers in a regional agricultural reform from the perspective of change management theory. The reform involved four stages. In the first stage, a sense of urgency was created among the farmers arising from the uncertain farming outlook and the discovery of ongoing problems related to succession in the long term. In the second stage, mutual trust was developed between the farming centre, which drove the reform and the farmers, since the latter could perceive that the centre was heeding their concerns regarding the reform process. In the third stage, the farming centre showed the proposed reform plan to the farmers, and explained the radical farming system adjustment it proposed and asked for the farmers' participation in the reform process. In this case, communication was achieved through the sharing of a sense of urgency and mutual trust. In the fourth stage, the farmers' ideas and brainstorming were combined with the planning team's proposal to create a practicable plan.
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Document Type: Research Article
Publication date: 01 July 2006
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