emotions, will and determination to collectively bring the reasonable decisions they take to fruition. Four major lessons can be learnt from the South Korean case study. Firstly, pragmatism: the country succeeded in escaping the intellectual debate trap by implementing whatever bits of development models that were working for them and dropping those that stopped from working without fear of lack of conformism. Using the words of Yang Yao (2011:30), South Korea implemented the golden principle of “a volitional pragmatism featuring constant experimentation with a defined objective to improve on the status quo”. The government embraced unconventional solutions and approaches that were deep rooted in their culture. The second lesson is the local content including a vibrant private sector. The development of a strong indigenous private sector, working in partnership with government, made most of the critical investments decided despite a high level of risk involved. The spirit of South Koreans were captured and directed to ideals such as self-reliance and the can-do attitude. The third lesson is the necessity of a strong leadership and a developmental state. The developmental state is always in charge of the policy and direction. It only involves the private sector to contribute to that policy, buy into it, and work willingly to implement it. The developmental state puts in place the right incentives at the right moment to instill convergence of interests. The last but not least lesson is the right attitude and supporting social institutions. It is very important not to neglect non-economic variables while designing or implementing development policy. After all, the policy falls under social domain, whereby interactions of people and their different behaviors create much uncertainty about policy outcomes. Institutions serve as moral code and help in convincing different agents to behave more cooperatively and altruistically. The Chinese experience of development policy model is one of a strong mainstreaming of market principles in government intervention. The country’s quick transformation was achieved with the help of a combination of socialist and open market policies that have earned the country the title of the first economy to achieve and far surpass the Millennium Goal number 1 of eradicating extreme poverty and hunger ahead of time (rural poverty dropped from 46% in 1990 to 10.4 in 2005)
target was perceived disconnected from the reality on the ground, thus hampering ownership. Sector and district technicians were of the view that the bottom-up approach in planning for the land to be consolidated in a particular season was the best way to go, despite the likelihood of understated targets. Nevertheless, the use of private service providers of extension services has had benefits in the long run. It has been expected that in the long run the Agriculture Board would discontinue paying for the service and leave it to the farmers to take charge of the cost of hiring a village extension agent once the farmers would have internalized the benefit of employing one. As a matter of fact, this transition had started working in livestock sector where, in 2011, artificial inseminations were being done at 30% by private service providers hired by farmers on a business basis. Secondly, extension services were provided by farmers associations to their members. It was recognized that the “appropriation of extension by farmers’ Associations is a source of efficiency and sustainability” (MINAGRI 2004b:21). The network of grassroots farmer organizations such as IMBARAGA and INGABO were among the famous ones. Thirdly, there were other informal and formal mechanisms of proximity, such as the community role models, and the Farmer Field Schools. The Farmer Field School is “an extension approach based on participation of farmers’ communities who are involved in solving agricultural problems and experiencing the different innovations before their adoption and/or rejection. In this approach, it is avoided to go for a top down system but it is participatory where farmers are asked to give their contribution in (i) identification of the problems and eventual opportunities, (ii) testing and validating options and soulutions, and (iii) adopting them in their own fields. The FFS approach gives a suitable platform for developing interactions between extension, research and farmers to farmers” (Ministry of Agriculture and Animal Resources 2011: 5). Through the FFS, role model farmers had played an important role in seed multiplication, in demonstration (facilitate study tours for fellow farmers in the neighborhood and from other Districts), among other things. Improving post harvest handling was another privileged strategy of the crop intensification program. A special Task Force was created within the Ministry of Agriculture and Animal Resources to closely monitor and supervise this component. The task force had set out to improve
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