Enhance your curriculum by addressing the QAA Guidance on skills for your subject, and incorporating the QAA (2018) Guidance on Enterprise and Entrepreneurship.
The following ETC tools can help you to deliver these skills in the curriculum
These guides have been selected to build QAA (2018) enterprise skills in your teaching.
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Small group (teams of 4-6)
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Carousel Tables (small working group)
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
5Reflection and Action
(small paragraph/ 2 -3 sentence)
The focus of this task is group reflection, understanding and learning from experience when faced with challenges.
As a tutor you will need to prepare in advance to deliver this activity.
PREPERATION:
Depending on class size the activity timings is 2 hrs when working with 4-5 groups of learners. The exercise can be assessed or used as a reflection exercise within a group assignment. You will need to make sure the room is suitable with moving space and tables which can accommodate seating of each group. To deliver the session you will have a box of materials (listed in resources) prepared including laminated titles from 5 sections discussed below.
This activity is divided into 5 sections: -
Each section is introduced in a timed sequence of 10 minutes per section/ 50 minutes. The group are tasked with creating a “time line” using materials and space provided. The timeline will be created based on group discussion and reflection after each of the sections. Each group will share their timeline, ideally one learner per topic.
short – focus on reflection; review; feedback; learning
Opportunity to focus and reflect on group working, learning through reflection with chance to put this understanding into practice as the group work for assignment continues.
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Any
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Any
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
5Reflection and Action
6Interpersonal Skills
7Communication and Strategy
Participants gain confidence in responding to questioning under pressure. They may importantly also learn that they need to ‘act’ differently with different stakeholders. They learn quickly to adapt to others’ point of view.
This is a group exercise. Members of the group in turn are put in the ‘Hot Seat’ to respond to intensive questioning from other group members. Traditionally, this ‘Hot Seating’ technique is used by actors to help them identify with the character they are playing. It is used in entrepreneurship education to enable participants to get inside the culture and values of stakeholders with whom they might have to deal. But it can also be used for intensive questioning of an individual’s own personal aims, objectives and plans including business plans. Other participant’s (the group) act as interrogators in this exercise; note: it can be useful to agree ground rules as what is appropriate in terms of questioning and approach within this task.
The hot seat itself is in the middle of a semi-circle of chairs. The person in the ‘Hot Seat’ can be himself/herself or represent a client or stakeholder. Dependent upon the role, questions fired rapidly may relate to personal issues; business/organisational problems or community activities (part of ground rules).
Example Hot Seat: Business/plan/idea
The individual is surrounded by those role playing different stakeholders which the plan might need to convince. The aim is to create recognition that the plan will be seen very differently by very different stakeholders. Interrogators may, for example, play the roles of bankers, venture capitalists, family, local government officials offering grants; a potential large customer who will be judging whether to include the client on a buying list or a major potential supplier who may be asked for credit.
Other participants can then be similarly hot seated. At the end of the hot seating there can be a review of what has been learned about the business plan as a relationship management instrument and how it might be best developed to meet different needs.
Example Hot Seat: different stakeholders
Using the same focus of the business plan; hot seater’s, in turn, can be asked to play the roles of different stakeholders, as above, and are quizzed about what they are looking for and why?
Example Hot Seating: on a problem
The technique can be used to role-play individuals from a case study with the aim of creating lively personalised discussion of major points for learning from the case. It can also be used to focus discussion on how to deal with a particular problem set out in a simple brief.
This is an exercise in thinking and responding under pressure. It also is designed to stimulate understanding of relationship management and the value of thinking empathetically. It can be used to throw light on the ‘organisational cultures’ of different stakeholders that make them see the same things in different ways.
A Compendium of Pedagogies for Teaching Entrepreneurship. Professor Alan Gibb and Alison Price - (PDF)
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Individual Task
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Any
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
5Reflection and Action
This reflective activity is based upon 'open questioning' to encourage students to explore their own behaviour in a group. As this activity focuses upon the individual it can be run effectively in any learning space and with any group size, however there are modifications available if the group has worked together before.
Students are asked to work alone to complete the following sentences in relation to yourself when working in teams:
My greatest skill in teams is
A skill in teams which I could handle better is
My quality which team members respond to best is
I respond best to team members who
If there is one thing I do too much of, it is
If there is one thing I could do more of, it is
Team members find my manner predominantly
Students are asked to attempt this task individually (3-5 minutes) making notes for their own use.
Then they are invited to turn to the person next to them and ask them 'How did you get on?'.
This question is worded that way in case anyone does not want to talk about the specifics of what they have put down but still talk about how difficult or otherwise they found the exercise.
After they have discussed for 5 minutes or so, the tutor should ask the whole group the question, 'How did you get on?'
Individuals respond by exploring the difficulties they found in answering this and collectively the group seeks to identify three pre-requisites for developing self-awareness.
These are:
Modification: If the group have worked together before you can ask them to undertake this task in pairs. First answering for themselves and secondly answering for their partners.
Then they can discuss/compare perceptions, and hopefully learn about the accuracy of individual self-awareness.
This deepens their skill development as will require effective interpersonal skills.
Modification 2: Completing a list of prescribed incomplete sentences can be a simple but very powerful tool for getting started on the reflective process. You can issue similar open questions after presentations or group work for individuals to reflect on. For example:
Here are some incomplete sentences for use by a student or lecturer in reflecting on a teaching /presentation session:
The part of the session that I found most rewarding was ..
The one part I would do differently if I had the chance would be ..
I was at my most uncertain when ..
I was most relaxed when ..
I felt anxious when ..
I was pleased with ..
I felt awkward when ..
One part of what I said that I could have worded differently was ..
Developing effective reflective skills requires practice and repetition. These open questions, together with the opportunity to share and comment, create the space for students to review their approach and consider the future lessons for their practice/behaviour. The technique of 'open questions' supports reflective practice and can be adapted to review many of the individual and group activities that students are challenged to undertake. Collective debriefing on personal reflection is also incredibly useful in helping the students appreciate wider viewpoints or to deepen their own practice. However it may be helpful to share clear ground rules regarding personal disclosure during these discussions to ensure that individuals only share elements of their reflection that they are comfortable with.
None
Mortiboys, A. (2012) Teaching with Emotional Intelligence 2nd edition London: Routledge
Paperback www.alanmortiboys.co.uk
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Individual Task
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Any
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
5Reflection and Action
6Interpersonal Skills
7Communication and Strategy
To understand the importance of values and explore how are values affect us and our decision making
To recognise our own values
To recognise the difference in people's values
This session can be run by working with learners remotely (through a learning log or diary – see QAAreflectivediary) or in a group discussion in order to explore individual values. It can be useful to help groups explore their approaches and the values that underpin them.
Activity
This activity takes no more than thirty minutes to deliver in a group setting and needs few resources (have a prepared Flip chart replicating the grid with enough columns to suit the numbers in the group). However if delivered as a prompt within a reflective diary or personal learning document, this task and its outcome can be revisited throughout the learning process.
As a group task:
Ask each individual to take some time to read a list of values and decide which are the most important 5 values.
Once these values have been identified, they are asked to rank them by placing them in order of importance ie 1 being the most important. When they have all finished ask them to go behind the flip chart one at a time and put their scores in the grid when they have all sat down turn the flip chart around to group to discuss the range of findings.
Typically no two sets are the same, indicating the range across the group and ask them to discuss the diversity that they see.
Feedback and discussion should not now be task focused (particularly as values can be deeply held and discussions can be wide ranging at this point) but focused upon how to work together if the values are very different.
Please choose your top five values numbering your selection in order of importance 1 being the top and 5 being the lower value.
List of Values can be generic, task or profession focused or related to group work (see below)
Values listed could include:
Amend: it may be possible to alter this generic list to make reference to issues or debates within your sector/industry or a potential profession. This may require some research or background reading by the students which may impact upon scheduling this task to the following week after the issues have been announced.
Amend 2: Reflective Group work task
It may also be useful in developing communication skills for group work to alter these values to key elements of group work and ask the group to explore these elements and explore what is important to those working in the group and how best to work together, where there are recognised differences. These could include:
This is great exercise for getting people to appreciate how diverse we all are and we should be aware of that when working with others. It is important to ensure that respect for all participants is maintained throughout and it can be helpful to create ground rules at the start of the discussion; however it is also important to build the skills of active listening and build confidence in expressing emotions or strong feelings. It may be helpful to reflect with a colleague on this task, and the group undertaking it, if you wish to be prepared for the range of observations and discussions that may stem from the group.
Group discussions should conclude with consideration of how to take this learning forward into future activities and tasks, whilst individuals can be prompted in their learning diaries or personal reflective logs to explore their emotions in relation to these issues.
As one of the more fundamental elements of communication and improving interpersonal skills, it is important that, as a facilitator, you are able to draw out the learning from this task, rather than allow the merits inherent within each of the values/topics to dominate the discussions.
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Large Group
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Any
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
5Reflection and Action
•To review the session in an interactive way.
•To evidence the power of group work as more ideas are created through team work.
•To understand team dynamics and how teams come together to achieve a goal.
•To understand the power and necessity for review and reflection of a task or situation
This is a dynamic review exercise that can be used at the end of the day or at the end of a session. By creating a specific activity/challenge to review a programme or session, the importance of review and reflection is made clear to the learners in a fun and dynamic way. By following a TV “game show” format, engagement levels are high and learners have the opportunity to influence and engage with the game throughout, even as audience members.
1. Divide the participants into groups with about the same number of people in each group. Explain that the objective of the game is to be the group that answers the most questions correctly.
2. Explain the rules of the game:
3. Ask the first group to send a representative to the ‘hot seat’. The facilitator asks a question giving four multiple choice answers (A B C D)
4.The facilitator adds up the number of correct answers for each group and announces the winner at the end of the exercise.
Notes: For each group ask a couple of easy questions first then ask progressively more difficult questions.
This activity is knowledge based and focuses upon learners reviewing and reflecting their work. However it also engages them in team working, communication, problem solving and decision making. Working with speed, precision and efficiency, they are required to feedback to each other when working as a team, drawing upon their skills of analysis and reflection.
It is helpful to review the process as well the learning gained throughout the task.
Prepare multiple choice questions with A B C or D answers based on the workshop material (about 3 -5 questions per group)
1.Place a paper sign designing A B C or D in the four corners of the space
2.Prepare two seats at the front of the space:
3.One for the facilitator (game show host)
4.One for the participant (game show contestant) – the ‘hot seat’
Permaculture Facilitator’s Resource Book for Training and Assessment
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Large Group
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Lecture Theatre, Carousel Tables (small working group)
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
5Reflection and Action
To provide student group with the underpinning to support the development of their own personal reflective practice
To embed reflective practice into student learning
To evidence the skills that learners have already developed
This quick activity works well as an ice-breaker in any large group where you are seeking to establish a practice of reflection and build skills through your teaching. Most learners benefit from really understanding this within the context of their own experience, recognising that they bring to their formal education, a wide range of prior learning.
By introducing the words "enterprise" and "entrepreneurship" ask the students to write down their initial thoughts. Ask them first to write down when they have been either enterprising or entrepreneurial and consider if there have been other examples in their lives. Question them to consider whether they are different, and what does it make them think about (you can include TV programmes, role models, famous people, current news topics etc) to encourage everyone to have made a note of something (such as Dragon's Den, Richard Branson, Anita Roddick, etc).
Ask them to share these initial notes (withholding any personal stories they wish) and then share again (if the room permits, you can ask them to share in a group of 4- 6 but within a lecture theatre you can ask them to share "left" to create small discussion groups).
As tutor, you now need to seek feedback from the group to create a clear understanding of what makes something/someone enterprising or entrepreneurial (attempting to define the words).
Seeking feedback can be done verbally in a small group, using flip chart with the tutor seeking comments from each group to help form an understanding of these terms. However in a lecture theatre, it is possible to provide each person with a post-it (use different colours for the different words or ask them to write at the top of the note what they are defining) to write down what they consider to be a component of enterprise or entrepreneurship. Collate these responses and explore with the group through discussion examples (famous and personal experiences of prior learning) of what constitutes these terms.
It can be fruitful to allow the groups (or 2s) to discuss this wider response in the context of their thinking and experience and reflect upon this together. Invite them to make notes and share any key learning.
Introduce the QAA Guidance terminology and themes and ask whether the group to comment on these, against their group and team understanding. Ask them to consider (in groups or 2s) how this relates to their subject or profession and whether these skills and behaviours are useful to professionals working in their field.
You can use the definitions within the QAA Guidance or the Enterprise Graduate Outcomes Themes which underpin the ETC Toolkit (below).
Creativity and Innovation
Opportunity recognition, creation and evaluation
Decision making supported by critical analysis and judgement
Implementation of ideas through leadership and management
Reflection and Action
Interpersonal Skills
Communication and Strategy Skill
Draw their discussion to a close with an invitation to do further consideration and reflection on their own approach to problem solving, creativity, judgement and evaluation etc and to consider why reflection, and action, are a key element.
Ask them to determine what action they will take from their own reflection in this area (to keep a learning diary / skills journal or to reconsider their CV or profile; to reflect more regularly; to consider prior experience within learning tasks and challenges etc) and if possible, return to this commitment to act in future weeks to remind them of their individual challenge and to comment on progress.
This activity is designed to draw out fears, thoughts, ideas and practice as quickly as possible. Using post-its to collate ideas can be powerful in depersonalising the comments made, and still encouraging every student to participate. However the wider impact of this activity is the reflection and challenge to reflect and act.
By connecting education/topics to their lived experience, students are more engaged with the subject and can start to make connections which typically they refer to in other classes.
By referencing this activity and inviting students to reconsider their understanding, you are building their exposure to reflection and developing a "habit" which is transferable across their learning. It can be difficult as a tutor (time keeping) to ensure that you retain sufficient time at the end of any class or activity to reflect, but by having this tangible group experience to make reference to, the group can be invited to discuss this further each week in their friendship groups and comments can be taken at the start of the following week, as well at the end of the task.
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We have produced a guidance sheet which will assist you in completing the How to Guide.
If you have any questions regarding completing the template, please Contact Us.
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Large Group
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Lecture Theatre, Carousel Tables (small working group)
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
1Creativity and Innovation
2Opportunity recognition‚ creation and evaluation
3Decision making supported by critical analysis and judgement
4Implementation of ideas through leadership and management
5Reflection and Action
6Interpersonal Skills
7Communication and Strategy
To help Nurses understand the relevance of enterprise education to their profession by
This example was delivered in a standard lecture theatre for initial interactive workshop, moving (after forty five minutes six tutorial rooms) used for group task in order to deliver to a class of 300.
Within this half day session, second year nurses were introduced to the concepts of enterprise and its relevance to the nursing profession. They had to debate its relevance within the lecture and work in groups to develop solutions to healthcare problems. They then faced a group challenge over a three hour period, which they ultimately needed to present to be assessed by a panel including a lecturer, nursing practitioner and a nursing entrepreneur (externals).
Initial exploration of the concepts of enterprise and entrepreneurship allows for agreement to be formed over “what are the enterprise skills or competencies” being sought by nurses and within healthcare.
Using interactive and discursive techniques to allow for initial thoughts and fears to be shared in small group, it is possible to explore these personal skills and draw out experiences and expertise from the prior knowledge/background of the student group.
The next stage is to collate these responses to create a formal group response (see skill development through reflective practice HOW TO GUIDE ETC SKILL) and ask them, as a group, to debate their relevance to practical nursing. Once this has been explored as the full cohort, put the students into groups and ask them to identify student health problems (issues of personal health that they and their peers ought to consider) and brain storm how to solve or reduce the impact of this issue. Using resources, knowledge and materials they are invited to be ready to pitch to panel for 10 minutes (there is an option to submit group written report) where they will ideally pitch to a panel of externals.
Another option is to provide each team with investment money (monopoly money or similar) and invite them to “fund” the best idea. Once feedback has been given to the group, invite full group reflection and re-examine enterprise skills and behaviours and their confidence in them.
The impact of this approach was clear, with over fifty unsolicited emails providing positive feedback (in addition to the module review). This was measured annually but with the initial 300 students tracked for ten years with their level of Enterprise competency development measure Comments included “the most relevant, best teaching in my entire Nursing degree” and “I now understand how enterprise relates to nursing and intend to make a difference through being an enterprising nurse”.
The students in particular enjoyed the interactivity, the focus on social enterprise and the use of fun and drama to get all students involved – and overall the module feedback was the highest for any teaching in the nursing degree.
The initial group of 300 filled in an “efactor” (Gibson 2006) competency questionnaire (both before and after the programme) and then two years five years and ten years afterwards. This clearly showed that all enterprise competencies had increased but in particular resilience, creativity and personal branding had shown the most significant increases over a ten year period.
Wider impact was also demonstrated as five student groups per annum received UNLTD funding and one group in year two won the University business pitch competition, competing against students from all disciplines.
By exploring their own creativity within the context of how social enterprises work, all the nursing students were able to explore their enterprise competences and understand the link between enterprise and nursing. Discussions surrounding the changing Health Environment help to separate out an individual’s potential for creativity from perceived increasing corporatisation through privatisation and ensure that the student understand their role in patient care requires enterprising skills and behaviour, working within the NHS framework.
The students all enjoyed the opportunity for creative group work and exploring their profession in a new light.
Further support for the pitching/presentation elements could be have beneficial to some groups, had additional time been available. However the “common currency” of TV Programmes such as “Dragon’s Den” allows pitching to be introduced as a fast and effective communication/presentation method to any student group.
Link to HOW TO ETC GUIDES on Debating Group work Building Reflective Practice by understanding Skill Development
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Small group (teams of 4-6)
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Special
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
1Creativity and Innovation
2Opportunity recognition‚ creation and evaluation
3Decision making supported by critical analysis and judgement
4Implementation of ideas through leadership and management
5Reflection and Action
6Interpersonal Skills
7Communication and Strategy
Students should gain an understanding of music’s role within the community including the nature of teaching and learning in music, the benefits and challenges of musical participation, and the range of contexts in which music creates and defines communities. The course will develop students’ research and group work skills through an extensive project based in the community.
This 20-credit undergraduate module at the University of Sheffield has brought civic/community engagement and enterprise to the music curriculum in exciting new ways: students were commissioned by two external partners to produce feasibility studies for community music projects to support mental health service users and refugees and asylum seekers. The external partners came to the first lecture of the module to brief the students, who then worked in groups of 6-8 to develop a strategy for fulfilling the given brief.
In order to fulfil the brief, the teams of students had to engage in activities which were a form of market research and customer validation. One group devised plans for the development of a community choir, which has involved liaising with other singing groups in the city to find out what already exists, and what might work well with these clients. Two groups worked with a music therapist at an NHS Trust in Sheffield to observe existing musical activities and suggest new possibilities, with one team developing plans for a drumming group and another a singing group. The groups presented their feasibility studies to the external partners at a culmination event at the end of the semester.
Teaching comprised 10 weekly sessions, with a mixture of mixture of formal lectures, presentations by guest speakers, and mentored small group work, with supporting materials on group roles to help the students work effectively on a sustained and complex task.
The students have certainly learnt cultural agility and demonstrated respect for diversity, and we have all acquired a greater understanding of the place of “university music‟ in the wider arts world of Sheffield, and the potential for our students’ and graduates’ skills and energy to make a contribution to enriching the city and its diverse population.
We aspire for the feasibility studies to be developed into working projects, either by the external partners, or through the continued involvement of our students and graduates with further support from University of Sheffield Enterprise.
The students found the projects challenging. Their reflective diaries reveal issues of communication and problem solving in group work, and in working with external partners. They also illuminate moments of insight and discovery as they experienced their client groups in action and understood the adjustments needed to apply their musical and academic skills in new contexts.
The examples of curriculum development for enterprise related outcomes were originally outlined by Neil Coles at the International Enterprise Educators Conference under the heading 'From Archaeology to Zoology; an A-Z of enterprise in the curriculum'. For his work in contextualising enterprise for any subject, Neil won the 2013 National Enterprise Educator Award.
For further examples of embedded enterprise within music, see ‘Music – Music Business Module’, and ‘Music - Developing Music Industry Knowledge Through Expert Panels.’
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Any
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Any
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
1Creativity and Innovation
2Opportunity recognition‚ creation and evaluation
3Decision making supported by critical analysis and judgement
4Implementation of ideas through leadership and management
5Reflection and Action
6Interpersonal Skills
7Communication and Strategy
Student clubs and societies can be a great means for students from any level or programme of study to gain invaluable enterprise skills. Through taking responsibility for a club a society, students are required to demonstrate effective team working, excellent management skills, excellent administrative skills and financial literacy, communication and marketing skills, and must have the ability to successfully devise, plan and deliver projects and activities to keep their members engaged.
Clubs and societies can be for students from any programme of study, run exclusively for students from a particular programme, and include students, alumni, staff and members of the general public.
For the small cohort of students studying towards a BSc in Animal Studies at Glyndwr University, forming a departmental society (Zoo Soc) was an ideal way to bring the cohort together, and provide a range of extra-curricular social and learning opportunities.
In Spring 2013, students from the BSc (Hons) Animal Studies programme at Glyndwr University, approached Glyndwr University Students Guild regarding establishing 'Zoo Soc' at the institution.
The society was to cater primarily to students (at all levels of study) from the Animal Studies programme, but open to membership from staff, alumni, andstudents from any course with an interest in animals and zoology.
The students nominated a president, vice president, two secretaries and a treasurer to run the society, and promoted the new society to their peers, gaining enough support in the form of signatures to be constituted as a Students' Guild Society.
There after the students took responsibility for all aspects of Zoo Soc's management and administration. This was inclusive of promoting the society and its events, promoting society membership, conducting meetings of society members and officers, organising activities and events, and raising and managing funds. The Students Guild offered support to the students through all of these processes.
Zoo Soc's first event was a Pub Quiz, held at the University's student bar, and aimed at developing relationships between students from Glyndwr’s main campus, and its rural campus (situated approximately 20 miles away). The event was a success, and the revenue and new membership gained through the event went on to directly support future events, including trips to Zoo’s, Museums and other events.
Figure 1. Promotions poster for Zoo Soc's first event
2 year after the society's establishment, approximately 100 students are engaging with the Zoo Soc and its events, which have continued to be delivered in a professional and financially sustainable way.
For all learners who have engaged with the society, there have been countless opportunities to network, increase their knowledge, and exchange and create ideas.
For those leading the society the outcomes have been far greater, developing a broad range of enterprising skills in the process, whilst directly supporting their academic subject knowledge.
With thanks to Glyndwr University Students Guild.
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Small group (teams of 4-6)
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Any
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
1Creativity and Innovation
6Interpersonal Skills
7Communication and Strategy
Traditionally occupational therapy courses have not focused on the actual business of healthcare, meaning that once in practice, occupational therapists have been ill-equipped to deal with issues such as commissioning and service development requiring buy in from their organisation.
Occupational therapy students on the new PGDip/MSc occupational therapy programme at London South Bank University have to participate in a dragons’ den exercise as part of their module on leadership and service innovation.
The faculty has developed the dragons den as an enjoyable, light-hearted session but also one where everyone could think about what they might need to do to plan and pitch an innovative idea in healthcare. Students are divided into Action Learning Sets of around 6 to 10 individuals who decide on their innovative idea for an occupational therapy service and how to pitch it in 5 minutes to a group of dragons from a range of backgrounds in health and social care.
The task is made more challenging by requiring the students to demonstrate effective leadership skills to develop their ideas within a tight time frame, meaning that they have to divide the tasks between the group and remain in contact via email. The winning team receives a prize, but everyone gets positive feedback and encouragement to help them with “selling” service innovations once they get into practice.
N/A
The examples of curriculum development for enterprise related outcomes were originally outlined by Neil Coles at the International Enterprise Educators Conference under the heading 'From Archaeology to Zoology; an A-Z of enterprise in the curriculum'. For his work in contextualising enterprise for any subject, Neil won the 2013 National Enterprise Educator Award.
Insert links to appropriate How To Guides and Case Studies Here
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Small group (teams of 4-6)
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Presentation Space, Carousel Tables (small working group)
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
6Interpersonal Skills
7Communication and Strategy
Objective:
Introduction:
In the first year of the Forensic Science undergraduate degree programme at Glyndwr University, students undertake a module in ‘Crime Scene Investigation.’ This module is a core module for all Forensic Science Students, and an elective module popular with students from various degree programmes including media, psychology and the humanities. Students studying this module have a broad range of career ambitions, including work within forensic science and associated services, the police force, criminology and criminal psychology, as well as many others looking to develop broader skills for future graduate level employment and self-employment.
A key part of the module is the learning of the rigorous practices and procedures that must be followed, for example, when handling evidence, or attending a scene of crime, something which can traditionally be one of the drier areas of the course. In working life, a forensic scientist is exposed to unpredictable and high pressure environments, is required to work with diverse teams, where clearly designated roles and effective decision making are essential, and will potentially be required to communicate complex and sensitive information in a number of settings to a diverse range of individuals. As such, we look to embed each of these skills into module delivery throughout the programme. Each of course, is also an enterprising behaviour, which will well equip students irrespective of their future career path.
To enliven this area of the module delivery, we partnered Science Discovery Centre Techniquest Glyndwr (who offer practical workshops on forensic science themes to high school students), and invited our students to train Techniquest Glyndwr’s presenters on various areas of procedural practice.
Activity:
The activity was delivered over a three hour period, with a group of approximately 20 students. Prior to the session, students had been made aware that the subject of the session would be procedural practice (something which had been covered in a traditional lecture format in previous weeks), and recommended key texts to read in preparation, but were given no further information regards the session’s content.
Upon arrival, students were told that in precisely 2 hours’ time, a group of professional educators from Techniquest Glyndwr would be attending, to receive training from the students themselves, on various aspects of procedure (handling evidence, attending a crime scene etc.).
Students were then instructed to organise themselves into small groups (of three to five individuals), select an aspect of procedure from those made available, and to prepare a 10 minute presentation on their chosen aspect. The students were encouraged to use the University library, phones, computers and other resources as they saw fit and report back to the classroom 15 minutes in advance of their presentations. A selection of props, and other presentation materials were provided for groups to use at their discretion.
Once two hours had passed, the students then each presented to their invited audience in turn, with groups observing one another, and fielding conducting a short Q and A at the end of their presentations. The presentation period was an hour in length.
Though the work was not summative, a formative assessment was made for each group.
Impact:
The activity, though simple to organise and deliver, served its purpose in both bringing to life an important, yet dry, area of the curriculum, and in developing the essential enterprise skills needed of the graduates. Though group presentations are often valuable in their own right, key elements that added to the impact of the exercise in this care were the fact that groups were presenting to an external audience, not only their peers, and that groups were given only 2 hours’ notice of the task, and so had to meet the challenge under a particular pressure.
Through its novelty it proved to serve as a strong aide memoir, and was able to support students in the completion of their summative assessed work on the themes covered too.
The activity also served to develop the relationship between the degree programme and the science discovery centre, leading to further opportunities for students to gain professional work experience thereafter.
Learner outcome:
When presented with the challenge, the initial response of the majority of students was one of trepidation, due to the unfamiliar situation into which they were being placed. However, the high pressure environment, novel circumstances, strict time constraints, and real-world context (with presentations being delivered to externals), served to focus the minds of the learners, with students remaining on task, focused, and coordinating responsibilities amongst their groups well.
Students came through their presentations successfully without exception, developing their communication skills and confidence in the process, and the activity ensured that the procedural knowledge was better remembered going forward.
After the activity had taken place, all students reflected that they had found the experience to be an enjoyable and worthwhile one.
Resources:
If you would like to have your Case Study featured, please download the template and email the completed version to hello@etctoolkit.org.uk.
We have produced a guidance sheet which will assist you in completing the Case Study.
If you have any questions regarding completing the template, please Contact Us.
If you or your students are interested in developing a business idea, becoming self-employed/freelance or creating a business here are some tools to help and also some links to business start-up support.
These guides have been selected to build QAA (2018) entrepreneurship skills in your teaching.
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Large Group
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Any
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
1Creativity and Innovation
2Opportunity recognition‚ creation and evaluation
3Decision making supported by critical analysis and judgement
5Reflection and Action
6Interpersonal Skills
7Communication and Strategy
This session suits larger groups of learners being introduced to the concept of enterprise, creative thinking and solving complex challenges. Working with interdisciplinary groups works best to encourage maximum creativity and adds depth to the chosen solution. An introduction to effective engagement with audiences which moves beyond a pitch is introduced and the session closes with the audience crowd funding the idea using specially designed local currency.
This is best run over a 4-6 hour period and can be split between 2-3 sessions to allow for further research into the challenge. Session starts with some team building activities set firmly within the context of the challenge. This can help students to better appreciate the challenge area and develop empathy with various perspectives/realities in relation to the challenge.
Then follows some creativity exercises with an introduction to design thinking. Teams then apply this process (as time allows) through to completion with ideally prototypes being developed (if not posters/electronic adverts etc).
Then the large group is introduced to the need for effective and authentic engagement of themselves and their ideas (moving beyond the ‘pitch’). Individual or group presentations are developed and practiced. Depending on timing and group size, there can then follow a couple of rounds of presentations with a final selection presenting to the whole group. Ideally this should include at least one external stakeholder/s linked to the challenge context (clinical/engineering/finance etc) able to provide authentic feedback.
It can be fun then to introduce/revisit the concept of crowd funding and provide everyone in the audience with some currency (we have developed some university notes) and get them to fund their favourite proposal. Of course it could be that there will be some real funding available…
This works best with some facilitators to help support the various groups as they progress through each activity and often can make a significantly positive impact where groups from different curriculum areas meet for the first time. Utilising external stakeholders to share their challenges can also help to add real value and excitement for learners. Learners tend to enjoy the active nature of the workshop and the rigours of presenting to an external stakeholder with potential solutions to the challenges set.
Tend to see an increased awareness of wider enterprise and boost in confidence in terms of team working, design thinking, negotiation and engagement with audiences. A useful taster for deeper enterprising learning. Skilled reflection is vital throughout and post session/s through on-going programme. Depending on the nature of the ‘challenge’ this can be extended to a module/programme duration.
Brown, T (2008) Design Thinking, Harvard Business Review, June 2008 (pages 85 – 92)
Dweck, C (2006) Mindset: The New Psychology of Success, By Dweck, Carol S. ( Author ) Dec-26-2007 Paperback
Krueger, N.F.Jr. (2010) 13 Looking Forward, Looking Backward: From entrepreneurial Cognition to Neuroentrepreneurship in Acs, Z.K and Audretsch, D.B. (eds.), 2nd Edition of the Handbook of Entrepreneurship Research, Springer
Westfall, C (2012) The New Elevator Pitch: the definitive guide to persuasive communication in the digital age, Marie Street Press
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Large Group
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Lecture Theatre
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
5Reflection and Action
This activity is a great start to a business planning or business start-up module, as it works well as an ice-breaker in any group seeking to explore the spectrum of activity and can be repeated at the end of teaching programme/input to see how the levels of student confidence in the topic have changed.
At the very start of an activity as an ice-breaker, students are asked to line up (single-file) in a continuum of entrepreneurial experience (from ‘I have never heard of entrepreneurship’ to ‘I am running, or have ran my own business’. They have to talk to one another in order to position themselves. A selection of willing group members from various stages of the link tell the group why they are standing where they are. After each one, individuals are asked if they would like to reconsider their position in the line. Teaching and activities follow that unpack the entrepreneurial mind-set, and ways of developing the characteristics, drawing equally on entrepreneurship and intrapreneurship, and then the line-up is repeated. If you have the opportunity for multiple interventions, the line-up can be repeated at any point (formatively or summatively), to help students learn from each other and the teacher/facilitator to learn more about the needs of the cohort as a whole.
It also denotes a significant change in teaching style – and therefore student learning and engagement – will be required for this module. It signifies that there will opportunities to share experience, and pitch own expertise or ideas.
It allows the students to benchmark where they are in the context of peers and understand where they may gain further support from during the programme.
It builds confidence by drawing out smaller examples of entrepreneurial endeavour, particularly those that have taken place through involvement in clubs, societies or outside education.
For a short ice-breaker, or reflective activity this group tasks alerts students to the approach being taken within this area of teaching - “I knew this class was going to be different when we all had to stand up before the PowerPoint had even been turned on”.
Students ‘huddle’ together and start discussing their experiences in the area and this forms bonds and provides insights to potential future group members. The outcome is a powerful ice-breaking activity that builds confidence in the group as a whole.
Link to HOW TO GUIDE _ Interpersonal Icebreaker: Line of Evaluation
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Individual Task
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Any
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
2Opportunity recognition‚ creation and evaluation
3Decision making supported by critical analysis and judgement
4Implementation of ideas through leadership and management
To create a clear understanding of their competitors, using SW analysis.
A SWOT analysis is a useful tool for analysis, when actions and conclusions are drawn from it.
Instructions
Invite the entrepreneur / small business owner to identify their key competitors (at least 3), and list the strengths and weaknesses of each.
Examples of strengths and weaknesses for a bicycle manufacturing business,
Strengths
Weaknesses
Consideration should then be given to each of the competitors, and compared with the entrepreneur or small business owners’ view of their own business.
This analysis can then inform what approach the entrepreneur / small business owner takes to developing their own business and to understand how they can best create or sustain a competitive advantage.
The key to using SWOT is now determine a course of action from this analysis.
Students can be invited to present their work and comment to provide constructive criticism, which is future focused.
By placing a clear focus on future action, rather than analysis, this will build skills of evaluation, decision making and judgement which lend themselves to action.
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Individual Task
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Any
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
3Decision making supported by critical analysis and judgement
7Communication and Strategy
The focus of this task is to develop a well-constructed marketing message which describes the benefits of a product/service to customers.
Instructions
Invite the entrepreneur to complete the ‘Message Matrix’ below to describe their product or service:
|
Inform What is it you are selling? |
Inspire Why should the customer buy from you? |
Engage What should the customer do next? Ensure they have all the information they need |
By sharing and discussing their Message Matrix with a business development provider or fellow entrepreneur, the ‘Marketing Message’ can be refined and developed to ensure that it is clear, understandable to a wider audience and that key information is not omitted.
This activity can be undertaken for different groups of customers as a slightly different message may be needed for each.
By working in groups, or through watching each other present their work, students are able to learn further and deepen their own work. It is useful to draw any presentation or discussion session to a close by asking what they now wished they had done, or what they are now going to do, in order to ensure there is action from learning.
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Individual Task
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Any
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
4Implementation of ideas through leadership and management
5Reflection and Action
This activity should be undertaken individually by the entrepreneur, then to be discussed with the business development provider or peers in a group situation. Asking the entrepreneur to explain their answers will help them to deepen their understanding of their customers, help to identify where there are information gaps and therefore what additional market research may be required.
Instructions
Invite the entrepreneurs / small business owner to consider their customers and to describe them in terms of each of the following categories:
And then describe what the benefits the product or service brings to customers.
My customers …..
The benefit of my product / service to my customers is …..
By developing analytical and reasoning skills within entrepreneurial learners, it is possible to test assumptions and explore research findings with a clear context of start-up. This activity focuses upon the understanding of the potential customer and requires research and reflective skills.
Group Size
?
1.) Small group (teams of 4-6)
2.) Individual Task
3.) Large Group
4.) Any
Small group (teams of 4-6), Individual Task
Learning Environment
?
1.) Lecture Theatre
2.) Presentation Space
3.) Carousel Tables (small working group)
4.) Any
5.) Outside
6.) Special
Carousel Tables (small working group)
QAA Enterprise Theme(s)
?
1.) Creativity and Innovation
2.) Opportunity recognition, creation and evaluation
3.) Decision making supported by critical analysis and judgement
4.) Implementation of ideas through leadership and management
5.) Reflection and Action
6.) Interpersonal Skills
7.) Communication and Strategy
8.) Digital and Data Skills
2Opportunity recognition‚ creation and evaluation
3Decision making supported by critical analysis and judgement
7Communication and Strategy
This exercise enables students to demonstrate their understanding of their potential customer and deepen that understanding to create a robust offer.
Give each group or individual a sheet of paper with an outline of (non-male or female) person drawn in the middle.
Ask them to depict on the figure what they might know about their (future) customer. This requires them to visually-describe their customer, including things like:
The purpose is to try and establish a real understanding of what is important to a potential customer, rather than drawing out key “facts” about them (disposable income etc).
Once all the drawings are done, everyone looks collectively at the different customer outlines and tries to add further understanding from what they can see. The owner of the drawing need not accept these, but can include anything relevant onto their picture.
Once every drawing has been explored, each team/individual needs to articulate one message that they have learnt from this exercise that they can take forward into their planning. So if offering fast-food to a student customer base, they may have identified price as critical. However the wider discussion might have identified that students may also select to eat somewhere that is offering free wifi to allow them to connect with others or make plans with each other. Or if the customer base was a family, then other elements that are important to them such as child-friendly parking, might indicate 1 premises to be more attractive than another. This “linked” thinking allows the student to draw out the wider benefits of their product or service and explore it in order to create an effective offer.
Whilst this task can be based on initial research undertaken by the student, the critical thinking comes from the assumptions that the wider group offer to develop their thinking. This shows the power of group work and allows the students to deepen their own thinking through the examples of others.
It is useful to explore this task at the end of the session to see how the groups found sharing and testing their assumptions in a group environment.
Paper, pens, flipchart (outline of a person)
If you would like to have your How to Guide featured, please download the template and email the completed version to hello@etctoolkit.org.uk.
We have produced a guidance sheet which will assist you in completing the How to Guide.
If you have any questions regarding completing the template, please Contact Us.
If you would like to have your Case Study featured, please download the template and email the completed version to hello@etctoolkit.org.uk.
We have produced a guidance sheet which will assist you in completing the Case Study.
If you have any questions regarding completing the template, please Contact Us.
can be found in Higher Education Academy booklet (2014) Enhancing Employability through Enterprise Education Case Studies
BOSS stands for the Business Online Support Service, provided by Business Wales. This service provides online learning courses to help people who are thinking about, or actually, starting a business, already running a business or looking to grow their business.
Big Ideas Wales The Big Ideas Wales campaign is part of the Business Wales service, designed to support the next generation of young entrepreneurs in Wales.
Nesta Creative Enterprise Toolkit
Our enterprise resource toolkit contains tried and tested methods for teaching enterprise skills to creative individuals who are thinking about setting up a business. Available for purchase - with access to resources here http://www.nesta.org.uk/sites/default/files/cet_worksheets_case_studies_and_tutor_notes.pdf
