The SEDETT LTTA meeting in Rome:

September 11th – 15th 2017

Pathways, as lead agent for the IO3 element of the project presented the following proposal that coheres with the project aim that

The partners will develop, across each of the scheduled meetings… multi-dimensional material capable of use in & beyond the varied contexts of the partnership.

The proposal allows for development of

a series of creative & experiential activities that provides facilitators … with the means to explore & develop the elements of the programme… in a non-hierarchical, informal and non-formal manner – in a context where all participants are regarded as both ‘learners’ & ‘teachers’ – sharing a process of educational discovery (of the issue & subject matter) as equals. (application p51)


This proposed programme would be based on use of the Soft Skills Worksheets completed by some partners in July.

Pathways will fulfil the ‘recorder’ role using the resultant observations for further development of the IO3 element.

 Pathways will not actively arrange, manage or lead the proposed  sessions. This allows for

  • full partner participation
  • the whole above proposal to be ‘tested’ by the partners & to be considered as one of the ‘practical, creative experiential educational activities that encourage innovation and creativity’ which, along with previous shared working sessions, become one of the final IO3 project products.



The above outline was supported by the following information

IO3 in the Rome LTTA

The self organising, non-hierarchical community

Pathways has prepared and published to the partners, two sessions for the Rome meeting.

Pathways will only observe and record.

It is for the partnership to manage the sessions.

Pathways, as it develops its IO3 element, needs to learn about the nature and potential of the SEDETT group – as an exemplar for others.

We will all be present  (we assume) – but how will the session develop?

The process by which a group which, after nearly a year of working together, manages to ‘self-manage’, will form part of the IO3 element of the project.

The partnership has

  • Members who are all involved, in varying ways, in group management
  • members with high level commercial skills & experience related to social and entrepreneurial issues
  • been together for nearly  one year – so is now well placed to engage together without hierarchical direction.

The results will be published, hopefully for the benefit of others.

There are two proposed exercises for the IO3 sessions on Wednesday and Thursday

  1. Creation (through group discussion) of a consensually agreed, list of ‘SEDETT recommended, key soft skills
  2. Practising the activities suggested by 5 members of the partnership

In the document distributed on 5th September by Chris, he wrote (page 7) about The SEDETT Project Definition of Social Enterprise

The above exercises aim to complement that approach by presenting similar results for soft skills & creative activities (as explored in Rome & future LTTA meetings)

The method of achieving such results is by active engagement of all participants in the process of decision making.

  • Stage One involved completing a worksheet (July 2017)
  • Stage Two is occurring in Rome
  • Stage Three is the processing of the results

The basis of this approach relies on a methodology that is non-didactic, with full partnership and shared ownership principles it:

  • relates to many of the underlying principles of management and governance with which many social enterprises are imbued.
  • Could be used as a method for those wishing to explore and develop their own social organisation

Initial use of this process often raises many questions relating to all aspects of the exercise.

However, the sessions, at this initial stage, need to concentrate solely on the specific issues (1 & 2 above) & not be distracted by other considerations & issues.

If there are any questions relating to the above process, please present them before the sessions. There will be opportunities after the sessions to reflect on the issues of value, purpose and efficacy.



The following message was posted to partner prior to the meeting. It aimed to

  • provide information required for the sessions
  • underscore the position that Pathways (as lead agent to the process) was adopting



more information

For the IO3 Sessions in Rome there are two aspects

  1. the creation by the partners working together,of a SEDETT list of ‘soft skills’ appropriate for a Social Enterprise organisation.
  1. Activities that explore, by group activity, one chosen ‘soft skill’

For 1

Attached to this message (and coped below) is the information sent by the 6 people who responded to the worksheet.

For 2

There were 5 respondents who offered examples (or had access to examples they could use)

Each of these were contacted in August and asked to present and lead their suggested activity. 

None have replied refusing to present their activity, so it is assumed that they will each be prepared to do so during the IO3 sessions.

We have intentionally not published the suggested activities that allows the presenters maximum flexibility to change or adapt their activity as they wish.

Pathways advises that the consideration of ‘Soft Skills for Sedett’ process begins with the creation of the SEDETT List. 

The other work may then be reasonably easily developed from the discussions.

Those of you used to organising cooperatively managed education & training sessions will be well aware that time management of the activities is important.

There are two main session in Rome – one of  One and half hours, the other slightly longer (the agenda is available for viewing online)

Of those suggesting activities there was only one person that mentioned a specific length of time required (it was 20 minutes). Some of the examples appeared (we guess) to require considerably more time.

We trust that those presenting activities will be clear, when in discussion, about the time they require.

As mentioned in several messages, Pathways will not actively engage in the leading or guiding the sessions. It is possible that there are practical issues that have not been covered in our published notes and information.

If that is so (and it is quite normal for there to be issues particular to the occasion that have not been covered), then please contact us beforehand.

Best Wishes

Y tîm Cymreig



The 6 responses to the  Soft Skills Worksheets.

This information can provide a basis for the group discussions designed to produce a ‘SEDETT’ list.

Please create a comprehensive list of Soft Skills *

The separate supporting documentation provides examples. Please use that document plus any individual research you chose to make. Assemble a list of 10 soft skills. COPY the list: it will be needed later. Please do not attempt to comment, explains, analyse or categorise the list – this answer should only be composed of a list.


Verbal communication skills
Non verbal communication skills
Written communication skills
People skills
Problem solving skills
Team working skills
Networking skills
Enthusiasm and attitude
Horizon scanning
learn to learn
cultural awareness
social and interpersonal communication
social and civic competencies
solving problems
critical thinking
group working
negociation skills
Emotional Awareness
Learning to Learn
Stress Management
Problem Solving
Positive attitude/self-motivation
Time Management
IT literacy
team work,
problem solving,
creative thinking,
interpersonal skills,
conflict resolution,
emotional intelligence,
self motivation
Intra-Personal Skills:-
Taking responsibility
Political and organizational awareness
Inter-Personal Skills:-
Social awareness
Team building
engagement/working as a connector
Being an innovator
Ability to influence
inter-personal; intra-personal;
conflict management;
time management;
problem solving;
analytical thinking;
teamwork and



Using the list created & copied in Section One: paste into the text box & arrange or enumerate in the order of importance for a Social Enterprise. Number 1 being the most important, 10 the least. *

The list creates a hierarchy. It is possible (probable) that some soft skills have, in your opinion, an equal status. If that is so then please indicate that in your list




5 Verbal communication skills
5 Non verbal communication skills
5 Written communication skills
5 People skills
3 Problem solving skills
5 Team working skills
4 Networking skills
1 Enthusiasm and attitude
2.Horizon scanning



  1. learn to learn
  2. solving problems
  3. entrepreneurship
  4. social and interpersonal communication
  5. critical thinking
  6. cultural awareness
  7. assertiveness
  8. sustainable development
  9. social and civic competencies
  10. negociation skills


  1. Positive attitude/self-motivation
  2. Learning to Learn
  3. Emotional Awareness
  4. Flexibility
  5. Problem Solving
  6. Stress Management
7.Time Management
  1. Communication
  2. Creativity
  3. IT literacy



  1. communicative, work,
  1. interpersonal skills
  2. self motivation
3.problem solving,
4 creative thinking,
4.conflict resolution,
  1. emotional intelligence,
  2. adaptability,


Intra-Personal Skills:-
Self-awareness (10)
Self-regulation (9)
Self-motivation (1)
Taking responsibility (6)
Political and organizational awareness (7)
Inter-Personal Skills:-
Social awareness (8)
Team building (4)
engagement/working as a connector (5)
Being an innovator (2)
Ability to influence (3)



time management;
problem solving;
analytical thinking;
teamwork and collaboration;
conflict management;


The SEDETT project is designed to increase the skills and understandings of a range of clients & participants in Social Enterprise. The workshops provide opportunities for all members of the SEDETT project to learn, practise & evaluate creative exercises. Practical experience of the exercises being promoted by the project is an important element in justifying their public presence on the website.


From the list created in Section 2 please name the 3 most important &explain briefly why they have been chosen

The context of the project is to identify the soft skills that could help in the development of social enterprise capacity. Soft skills are a combination of the attributes, personality traits and abilities that characterise a persons relationships with others when managing and leading organisations and projects. All social entrepreneurs need to have communication, professional and people / team working skills.
Most important are :-
1.Enthusiasm and attitude – positive mental attitude that has a can-do / championing approach and is not afraid of failure in acting to change a situation into something better. Failure is seen as an opportunity to try again. Such a persistent / resilient approach that is focused on goal achievement can be influential and act as an inspiration and motivation to others.
2.Horizon scanning – the visionary skills based on intuition and judgement that comes from having the emotional intelligence to have an extra organisational focus to anticipate change and the political awareness to recognise/ identify opportunities for enterprise together with necessary research skills to analyse and interpret data
3. Problem solving – the ability to think critically to be innovative and creative to anticipate and resolve problems in project or organisational performance together with the skills of being an self starter who is capable of allocating resource and delegating tasks so as to manage organisations and projects within the constraints of time / cost /quality and risk management to deliver stakeholder satisfaction.


  1. learn to learn – the basic of all the others potential development. If learning to learn is missing, other cannot develop
  2. solving problems – essential skill that enhance the efectiveness and the focus of a person
  3. entrepreneurship – is the motor of us, the inner impulse of doing things


Positive attitude/self-motivation – person should be self-motivated in order to reach good results in personal life and work.
Learning to Learn – person should have ability to learn new things all the time as our lives and environments are changing all the time.
Emotional Awareness – emotional status of person is also very important for the results could be achieved.


Leadership, communicative and team work – were the 1,2,3 from my list but all of them are equal, the choice is not obvious, for instance self motivation is extremely important the same emotional intelligence. So, it depends on the social enperprise, its profile.
Leadership is always crucial in all kind of organization.


Self-motivation- being involved in a social enterprise requires the leader, staff to be motivated to deal with all of the issues which arise; especially when their appears to be little financial reward involved.
Innovation- their is a need to think and do things differently, to think out of the box, in order for the SE to survive and thrive
Ability to influence- it’s who you know on many occasions that make an SE work. Staff need the ability to work with a variety of government and political organisations forfunding and enterprise opportunities.


communication – the ability to
networking – the ability to attract new clients / customers; to forge strategic alliances in order to generate revenue or maximise social mission
time management – to be able to deliver products and services eYciently to customers /clients. Professionalism.