THE IMPERATIVE OF CHANGE MANAGEMENT IN FARMING M AT T S WA I N 2 0 0 2 N U F F I E L D S C H O L A R
Like a Hobbit in the Shires, I had little knowledge of the exterior world. Not just geographically but the way in which other people saw that world. My mum would use the word ‘funny’ to describe anyone outside a narrow set of parameters, an attitude I’d absorbed. Unconsciously or not, this was reinforced by reading only carefully selected articles and befriending only likeminded souls. And then one of those souls completed a Nuffield scholarship. In three short months his change was quite something and what was more, he had grown. I found this unsettling for two reasons. Firstly, his experience had led him to form different opinions that challenged mine and secondly, I’d assumed we only grew from the acquisition of more knowledge; through ‘armouring up’ as it were. I didn’t realise one’s confidence could grow through accepting the possibility of error. Anyway, my friend went onto become deputy president of the NFU and I… I decided to apply for a scholarship. I picked the study subject of ‘change’ since farmers were accused of being resistant in this area. I thought it would be easy enough to identify why we change, why we don’t and how we can affect change. Of course, things didn’t go to plan. I was more confused at the end than when I I’d started and thank God my Nuffield report is no longer available. Quoting everyone from Nietzsche to Harry Potter it would be easy for the reader to assume I was on-something. In a way the reader would be right. The box inside which I did my thinking was, I now understood, of my own making; a realisation that gave me a ‘high’ headier than the strongest of wines. Because if a key barrier to change is ourselves then the more pertinent question becomes one of motivation - what is our motive for action and why would two, seeming equal people, achieve so differently?
And so was born the Nuffield business groups where scholars get to model excellence from each other. And while these groups have proved successful for sharing best-practice, an unintended consequence has been the benefit of camaraderie. It only dawned on me later that scholars tend to work at the limits which is a lonely place, especially when it goes wrong. The attendance for these workshops has remained strong despite attendees being stretched and often hearing disquieting truths. And, if I may be so bold, this multiplicity of views and the tolerance of the counterbelief is something our Trust should champion. Some of my closest Nuffield friends disagree with my thoughts but I know I need to hear their arguments; and they mine. It is an antidote to the algorithms that social media produce, those echo-chambers that can only divide. Nuffield, to me, allows for true diversity, a diversity of ideas. What then has my ‘adventure out of the Shires’ done for me. Well, I could point to financial freedom or mountains climbed but the greater impact I think will be using what I’ve learned to be an effective community mentor. I work with various voluntary groups and help those without the fortune of a Nuffield experience. Twenty years on I’m still far from knowing all the answers but I do have a pretty good set of questions. So, tell me, what is your motive for action’?
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