Reorientation of extension

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The author documents a five-year reorientation process as a participative action researcher. This journey began with a shift in methodology, followed by a comprehensive organizational reorientation that integrated sectors such as agriculture, health, rural water supply, and sanitation. The first four cycles of this reorientation are detailed, each involving planning, implementation, and evaluation. Key criteria essential for effective reorientation were identified, emphasizing the need for these elements to work in tandem: 1. Vision creation: Staff at all organizational levels must develop a clear vision for their project’s purpose. 2. Capacity building: Field staff require training in specific extension methods that prioritize participation in development interactions. 3. Coaching: A support system is crucial for extension workers to learn and apply new interactive methods, enhancing their ability to empower clients. 4. Organizational learning climate: As the organization shifts toward greater client participation, adjustments in content, structures, and procedures are necessary to provide responsive, demand-driven services. The process highlighted that fostering participation at the extension-client interface is more manageable than achieving participative management within the organization. Additionally, the analysis of NGOs reveals that as they grow and resemble government structures, they may lose their comparative