The activities and approaches in this section are designed to build on the ones found in your toolkit. They will help you to explore the social development themes in more depth.
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Participants explore ways of communicating their social enterprise in a clear and simple way with decision-makers. Participants role play being in a lift with an influential decision-maker for one minute and sharing information about their social enterprise. As well as supporting participants to explore ways of communicating, this activity could be used to enable participants to practise and refine their social enterprise pitch.
This exercise could be used as a way of building on a number of the previous arts activities and a practical way of pulling together some key learnings. It should compliment the more practical project planning activities in the toolkit. Participants engage in a debate, playing the parts of different characters in the community. The exercise could be useful for groups who have identified a piece of legislation they feel could be changed in the community to contribute to community wellbeing.
As has been well documented throughout Module 4 in the standard toolkit, there are a number of different approaches to project planning, some more creative than others but all offering useful insights into how we move from ‘dreaming’ to ‘doing’.
A basic role play game where participants experience running a social enterprise. ‘Juggle’ refers to the key challenge of the social entrepreneur – balancing social and commercial goals, and practising self-care rather than self-sacrifice.
A practical session to help participants think about how they will sustain their social enterprise. Thinking through the areas of the business, what types of support they may need, and mapping where they might find that support in their area.
An active experience enabling participants to take the role of investors and think through what influences their decisions to invest money or give donations to social enterprises.
Participants support each other with questions to help understand and identify who the customers of their social enterprise will be.
Participants explore their strengths linked to the skills and qualities involved in running a social enterprise. Understanding that they need to involve the skills of others to make an enterprise sustainable is an important outcome of this activity. This activity builds on a previous activity and highlights that no individual can meet all the demands of their organisation‘s internal and external environment.
An exercise that stands alone or, if adapted, could add physicality to a number of the activities in Module 3. This particular version creatively explores the different stakeholders that are involved in a particular problem or social issue. As a tool, it can be used to understand more about different influences, agendas, wants and needs in communities, at a local, national and global level.
Discussing approaches to working on conflict is facilitated with an emphasis on the participative approaches; negotiation, mediation and reconciliation. The group reflect on their experiences and make links with the skills needed to be Active Citizens.