Project Number: 2023-2-PL01-KA220-YOU-000171409
MOBIUS MODULE 7
Essential Skills for Social Innovation:Communication, Time management, StressManagement, Task Performance, Open-mindness
The Mobius project has been funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the National Agency (NA). Neitherthe European Union nor NA can be held responsible for them.
Agenda
Module’s goals What will you learn Activities:
- 7.1 COMMUNICATION SKILLSActivity 1: Elevator pitch
- 7.2. TASK PERFORMANCEActivity 2: Case studies
- 7.3. TIME MANAGEMENTActivity 3: Eisenhower matrixActivity 4: Time thieves
- 7.4. STRESS MANAGEMENTActivity 5: Understanding stress triggersActivity 6: Meditation
- 7.5. OPEN-MINDEDNESSActivity 7: Six thinking hats
References
Module’s Goal
This module is designed to analyse critical skills for social innovation, apply time management and stress reduction strategies, develop effectivecommunication techniques, and evaluate task performance and open-mindedness through practical activities. You will synthesise diverse perspectives and create solutions for real-world challenges, empowering you to lead innovative and impactful projects.
What will you learn?
KNOWLEDGE
You’ll get to know different leadership styles and how to build empathy with others. You’ll understand how to connect with people and groups that matter
in your community.
ATTITUDES
You’ll learn to value diversity and make sure everyone feels included. You’ll keep a mindset focused on finding solutions and being innovative. You’ll practice respect and inclusivity to create real positive change together.
SKILLS
You’ll learn how to speak up and advocate for social innovation as a way to make a difference. You’ll get good at spotting problems and breaking them down to find
the root causes. You’ll develop and adjust solutions to fit different situations. You’ll practice delegating tasks and coordinating with your team. You’ll plan and manage resources smartly to get things done.
7.1 Communication skills
7.1 COMMUNICATION SKILLS
Effective communication is the foundation of collaboration and leadership in social innovation. It involves not only the ability to convey ideas clearly and persuasively but also the capacity to listen actively, adapt your message to different audiences, and foster mutual understanding. Communication in the field of social innovation often requires storytelling, empathy, and strategic thinking to build support, mobilise communities, and engage stakeholders. Techniques like the elevator pitch are especially valuable because they will teach you how to communicate complex ideas in a concise and convincing way in a limited time frame. This skill empowers changemakers like you to articulate your vision and inspire action, which is key to transforming ideas into impactful projects. Read this article to get some tips about improving your communication skills.
Activity 1: Elevator pitch
The elevator pitch is a technique used to “sell” your idea to a potential "buyer."Imagine you want to talk with the CEO of an organisation about your project to have their support. For this, your only chance is to catch their attention while you are both in the elevator. The final objective is that your target audience gets impressed by your proposition so you can have a second chance for a meeting and explain the whole idea.
By learning how to make an impactful elevator pitch, you are going to learn how toapproach the right person to make your idea of social innovation come true bystrengthening your ability to synthesise the relevant information while telling inspiring stories to catch your audience's attention.
Get some ideas!
Visit this link to see some examples of elevator pitches and watch the videos in the next slides to have extra tips to nail your pitch and catch your audience:
Activity 1: Elevator pitch
VIDEO: The perfect elevator pitch
Activity 1: Elevator pitch
VIDEO: How to create a killer elevator pitch
Activity 1: Elevator pitch
Let’s get into action!
By learning how to make an impactful elevator pitch, youare going to learn how to approach the right person tomake your idea of social innovation come true bystrengthening your ability to synthesise the relevantinformation while telling inspiring stories to catch your audience's attention.
To create a powerful elevator pitch, you should take it toaccount that it should last 30-60 seconds but, what else should it include??
Test yourself with this quiz.
Activity 1: Elevator pitch
Activity 1: Elevator pitch
Activity 1: Elevator pitch
Ingredients for a perfect elevator pitch:
- A hook: something to start the pitch and catch the attention of your audience
- Your value proposition: think of what you are bringing and what makes you different from the rest
- Evidence: share some proofs of your success to gain the trust of your audience
- A differentiator: highlight what makes you unique and why your idea should be chosen among others
- A call to action: close your speech inviting your audience to take the action, like exchanging emails, taking a coffee, or scheduling a call or meeting
Taking all these ingredients into account, create your own elevator pitch!
Activity 1: Elevator pitch
7.2 Task performance
1.2 TASK PERFORMANCE
Task performance is closely related to how effectively a person can plan,execute, and complete actions to reach specific goals. In the context of socialinnovation, strong task performance is essential for turning visionary ideasinto tangible outcomes. This includes setting realistic goals, identifyingpriorities, being strategic in planning, and adapting to unexpected obstacles.High-performing individuals also demonstrate resourcefulness, usingavailable tools and capacities creatively to solve problems. Cultivating thisskill not only enhances productivity but also helps maintain motivation andmomentum in social initiatives, especially when working under pressure or with limited resources.
To improve task performance, it is important to develop goal-orientated andstrategic thinking, as well as how to be resourceful. With the following activity,you will develop these abilities to be able to improve and reach their achievements.
Learn more about tasks performance in this link.
Activity 2: Case studies
Do you know how to carry out the tasks needed to implement a project or
initiative? Now it’s your change to learn... from a bad example!
In the next activity, you’ll explore several case studies and identify themistakes the organisers are making—mistakes that could jeopardise the success of their initiatives.
Let’s go to the activity
Activity 2: Case studies
Choose one of the following case studies. In each of them, you’ll find different inniciatives where organizers have made some mistake. Are you ready to find these errors?
Case study 2
Case study 1
Case study 3
Activity 2: Case studies
Back to case studies selection
Case study 1: Sustainable Community Market Initiative
Your team has been tasked with launching a sustainable community market in your neighbourhood. The goal is to support local farmers and artisans while promoting eco-friendly practices. The market is scheduled to open in two months and aims to attract at least 1000 visitors on its launch day. The project planning is already underway. The team has secured a central location in the main square of the neighbourhood, which is known for its accessibility and vibrant atmosphere. Local producers have been contacted, and about 20 vendors have expressed interest. The team is waiting to finalise details closer to the launch date to start the formalisation of the vendor agreements. Marketing for the event has started, with a small team distributing flyers in nearby towns. The team is relying heavily on word-of-mouth from local businesses to spread awareness, as the budget for digital advertising is minimal. They have also created a basic website to share details about the market, but updates to the site are infrequent, as no one on the team has experience with web management. To enhance the market's appeal, the team plans to organise a workshop on composting during the event. The only option planned was to invite a well-known sustainability expert to lead the workshop. You are still waiting for his confirmation, as his agenda used to be very tight. To ensure the market's sustainability, the team has committed to using reusable materials such as cloth banners and recyclable packaging. The production of these materials is outsourced to a company located two hours away, but their delivery time is uncertain. The project also involves volunteer coordination. About 15 local volunteers signed up to assist with logistics. Some volunteers have expressed confusion about what is expected of them and whether training will be provided, as no formal roles or responsibilities have been assigned yet.
CHECK
Activity 2: Case studies
Back to case studies selection
CASE STUDY 2: Urban Rooftop Gardening Project
Your team is leading a project to transform unused rooftops into urban gardens, providing fresh produce to local food banks. The project aims to have five gardens operational within six months, each capable of supplying 200 kg of vegetables per month. You’ve already secured agreements with three building owners who are enthusiastic about the idea. Two additional rooftops are pending approval, but the team is confident they will come through in time. Each rooftop will require soil, planters, irrigation systems, and volunteers for planting and maintenance. The supplies have been ordered from a nearby distributor and will not arrive until two weeks before planting begins. Volunteer recruitment is ongoing. While many community members have expressed interest, the recruitment team has not yet scheduled a meeting to explain responsibilities or assign roles. Additionally, the team has planned a training session but has not decided who will lead it. A marketing campaign is also underway. The team is relying heavily on social media posts, as they have decided against printed flyers due to environmental concerns. Social media engagement seems to be moderate, as the team have not yet set specific metrics to track campaign success. The project budget is stretched thin, as initial estimates did not account for maintenance costs for the gardens after they became operational. To address this, the team is exploring grant opportunities but has not yet submitted any applications.
CHECK
Activity 2: Case studies
Back to case studies selection
CASE STUDY 3: Mobile Healthcare Unit for Rural Communities
Your team is launching a mobile healthcare unit to provide basic medical services to three remote villages. The goal is to deliver care to at least 500 people monthly, with operations starting in four months. A bus has been acquired and refurbished for medical use. The team has not finalised agreements with healthcare professionals to staff the unit. Two nurses and one doctor have shown interest but have not signed contracts due to pending schedule confirmations. The mobile unit’s route has been planned without taking into account fuel and maintenance costs in the budget. The team assumes community donations will cover these expenses, though no formal fundraising campaign has been initiated. Promotional efforts include visiting local community leaders to spread awareness about the project. Posters have also been printed, covering one of the three villages due to limited resources. Medical supplies have been ordered. Some items are on backorder and may not arrive before the launch. Additionally, due to the limited budget, the unit currently lacks a digital system for patient data collection and tracking, so it would be done manually.
CHECK
Activity 2: Case studies
After analising the errors in the previous case studies, is your time to take
the led and solve them!
SELF-REFLECTION
7.3 Time management
7.3. TIME MANAGEMENT
Time management is the process of organizing and planning how to divideyour time among various activities to work more efficiently. In socialinnovation, where teams often juggle multiple tasks with limited deadlinesand resources, managing time well is critical to success. Good timemanagement involves identifying priorities, setting boundaries, reducingdistractions, and staying focused on high-impact activities.
The Eisenhower Matrix (Stephen R. Covey, 1989) model divides tasks into fourquadrants based on urgency and importance. It encourages prioritizingimportant but non-urgent activities, such as planning and learning, overreactive or trivial tasks. This model helps participants reflect on how they usetheir time and supports better decision-making regarding priorities —essential for managing multiple commitments within innovation projects.Developing this skill not only increases productivity but also reduces stressand burnout, contributing to sustainable impact.
Visit this link to learn more about time management
7.3. TIME MANAGEMENT
With the next activity, you will develop a better sense of howimportant time management is in order to achieve our goals, andyou will learn how to prioritise tasks and identify common “time thieves.”
Watch this video about time management tips
7.3. TIME MANAGEMENT
SELF-REFLECTION
Activity 3: Eisenhower Matrix
After learning some tips for time management, is time to put into practice with the next
activity.
Instructions:
- In the first slide you’ll find an example of the Eisenhower matrix.
- Press any of the quadrants to find a deeper explanation and some examples of which task should go in each part.
- Once you know which quadrant is for, go to the next slide to challenge yourself.
Eisenhower matrix activity
Activity 3: Eisenhower Matrix
URGENT
Less urgent
2. Schedule
1. Do now
IMPORTANT
3. Delegate
4. Delete
Less important
Learn more about the Eisenhower Matrix here
Activity 3: Eisenhower Matrix
Now that you know how an Eisenhower Matrix work... is time to challenge how good you are with time management!
Think on this scenario:
You are planning a “Community clean-up day” for a local park scheduled in two weeks. Your goal is to engage volunteers, raise awareness about environmental sustainability, and ensure the event runs smoothly and effectively.
Your task:
In the next slide you'll see a list of task you should do to success with your event. Clasify them in each corresponding quadrant of the Eisenhower matrix.
Challenge
Activity 3: Eisenhower Matrix
Organize transportation for collected waste to disposal facilities.
Secure permission from local government to conduct the clean-up.
Assign roles to team members to ensure smooth execution.
Create an event-day schedule (setup, clean-up start time, breaks, wrap-up).
Assemble a volunteer team for the event.
Confirm the date and time of the event with local authorities.
Set up an online registration form for volunteers to sign up.
Conduct a pre-event inspection of the park.
Assign roles to team members to ensure smooth execution.
Create and distribute promotional materials.
Create an event-day schedule (setup, clean-up start time, breaks, wrap-up).
Confirm the date and time of the event with local authorities.
Contact local waste management services to arrange garbage collection.
Create and distribute promotional materials.
Plan a briefing session for volunteers on clean-up procedures.
URGENT
Less urgent
Conduct a pre-event inspection of the park.
IMPORTANT
Brainstorm ideas for post-event engagement.
Research and order necessary supplies.
Research and order necessary supplies.
1. Do now
2. Schedule
Assemble a volunteer team for the event.
Plan a briefing session for volunteers on clean-up procedures.
3. Delegate
4. Delete
Less important
Brainstorm ideas for post-event engagement.
Set up an online registration form for volunteers to sign up.
Organize transportation for collected waste to disposal facilities.
Contact local waste management services to arrange garbage collection.
Follow up with potential sponsors or donors for funding or supplies (if no immediate urgency exists).
Secure permission from local government to conduct the clean-up.
Check
Respond to community members’ inquiries about the event.
Follow up with potential sponsors or donors for funding or supplies (if no immediate urgency exists).
Respond to community members’ inquiries about the event.
Activity 3: Eisenhower Matrix
How was the challenge? Are you already a pro in prioritising tasks?
SELF-REFLECTION
Activity 4: Time thieves
We have learnt how to categorise task depending on how urgent or important they are. In the 4 quadrant is the space for the tasks we should delete. But, are you aware of how many of these tasks you have in your daily life?
“Time thieves” are anything that steals time from your tasks, often without you realising it. It includes distractions (scrolling on social media), inefficiencies (unnecessary meetings, poor communication), or habits (procrastination).
Let’s think in time thieves
Write down as many time thieves that you can think of when you are developing a project.After this, think of a strategy you should follow to avoid this happening or to minimise its impact.
In the next slide you have an example of chart you can fill in
Activity 4: Time thieves
Strategy to avoid/minimise it
Time thieve
Log out of social media accounts during work sessions and use thePomodoro technique (25 minutes of focused work + 5-minute break) tostay concentrated and allow short, controlled breaks.
Constantly checking social media
Having long, unstructured teammeetings where no clear decisionsare made.
Set a clear agenda before each meeting, assign a facilitator to keep themeeting on track, and end with concrete next steps and responsibilities.
...
...
7.4 Stress management
7.4. STRESS MANAGEMENT
Stress is a natural response to challenges , but if left unmanaged, it can severely affect mental, emotional, and physical health. For social innovators, who often work in high-pressure, emotionally demanding environments, managing stress is vital to maintaining well-being and project continuity. Stress management involves recognising triggers, regulating emotions, and applying coping strategies such as mindfulness, relaxation techniques, or better planning. Understanding how to manage stress will help to avoid burnout and maintain clarity, creativity, and emotional resilience—qualities necessary to lead and inspire others in the face of adversity.
7.4. STRESS MANAGEMENT
Stress kept in time can lead to physical symptoms (headaches, exhaustion, digestive problems, muscle tension, weakened immune system, etc.) and also mental (sadness, panic attacks, anxiety or irritability, depression). Being in charge of a social innovation project, or any other type of project, can lead to peaks of stress. That is why knowing what stress is, how it manifests itself and how wecan reduce or avoid it is essential to making the process as bearable as possible and preventing the consequences of stress from interfering with our projects.
Visit this website to learn more about stress and how to manage it. You can also check the GenQuest project, where there’s a whole module with activities to learn about stress and how to manage it.
Activity 5: Understanding stress triggers
The aim of this activity is to understand what stress is and learn some tools to overcome it. Stressis the natural response of our body to pressure. It can be triggered by facing new or unexpectedexperiences that we perceive as threatening. Stress can be positive, as it keeps you aware,motivated, and ready to avoid the danger, but it becomes a problem when it comes without periods of relaxation.
Watch this video to learn more about stress and it’s effects.
Activity 5: U nderstanding stress triggers
SELF-REFLECTION
Example:
- Stress trigger: Constant self-doubt or feeling like I'm not good enough compared to others in the team.
- Strategy to manage it: Practice self-compassion and remind myself that everyone has different strengths. Talk to a teammate or mentor for support and try to reframe negative thoughts by focusing on what I’ve achieved so far.
Activity 6: Meditation
Meditation is a practice that helps you focus yourmind and become more aware of the present moment. It often involves breathing calmly, observing your thoughts without judgment, and creating a sense of inner peace and balance.
If you want to deeper in meditation techniquesand its benefits, you can visit this link
Activity 6: Meditation
Before you begin with this activity, try to create a calm space around you. Sit comfortably, oreven lie down if you have a comfortable space. Place your body in a position that allows it to getrelaxed and be free of tensions. Silence notifications, and if possible, close your eyes. You canuse headphones to stay focused. You can also dim the lights and light a candle if you have one.
Let’s take a few minutes just for yourself.
When you are ready, go to the next slide to start this 10-minutes meditation.
Meditation: 10 minutes guided imagery for reducing stress and anxiety
Activity 6: Meditation
SELF-REFLECTION
Reflect on your meditation
7.5 Open mindedness
7.5. OPEN-MINDEDNESS
Open-mindedness is the willingness to consider new ideas, perspectives, and experiences without prejudice or resistance. It is a fundamental attitude for innovation because it encourages curiosity, empathy, and creative problem-solving. Open-minded individuals are better equipped to understand diverse communities, collaborate with others, and adapt solutions to complex social challenges. In group settings, open-mindedness enhances communication and reduces conflict, allowing diverse voices to be heard and valued.
Being open-minded is a superpower for social innovators. When someonewants to implement a change in society, having an open perspective will helpthem to address the social issues in a more creative way, taking into accountdifferent points of view, thinking outside the box to face challenges, beingcurious, being willing to continue learning new things, and also taking thefailures as opportunities to grow. Being open-minded can also benefitbuilding stronger relationships, which is needed when developing a project,as it provides empathy, understanding different points of view and fostering trust.
Learn more about open-mindedness, its benefits and how to cultivate it in this article.
Activity 7 : Six Thinking Hats
Six Thinking Hats activity (Edward de Bono, 1985) will nurture your open-mindness skillby helping you adopting multiple perspectives, overcome cognitive biases, and makemore informed and balanced decisions. This creative thinking method assignsdifferent "hats" to different types of thinking: factual, emotional, critical, optimistic,creative, and process-oriented. It will encourage you to deliberately shift perspectives to improve decision-making.
The Six Thinking Hats method is used to foster cognitive flexibility, empathy, andinclusive thinking, which are all essential for working in diverse teams and developinginnovative solutions to complex social problems.
Learn more about the “Six Thinking Hats” in this link.
Activity 7 : Six Thinking Hats
In this activity, you’ll explore how to approach challenges from different points of view using the Six Thinking Hats method.
- First, choose one of the four scenarios available.
- Then, you’ll be randomly assigned a thinking hat.
- Your task: find a solution to the scenario based on the mindset of your hat.
If you need a reminder, click the "What are the 6 hats?" button to learn what each hat represents. Ready to think differently?
Let’s begin!
What are the 6 thinking hats?
Activity 7 : Six Thinking Hats
Choose your scenario:
Scenario 4:
Urban Green Space Transformation
Case study 2
Scenario 1:
Launching a Community Food Bank
Scenario 2:
Implementing Solar Panels in a School
Scenario 3:
Tackling Cyberbullying
Case study 3
What are the 6 thinking hats?
Finish the activity
Activity 7 : Six Thinking Hats
Scenario 1: Launching a Community Food Bank
A neighbourhood has high food insecurity. You should decide how to start a food bank with limited funding, ensuring the project reaches those in need effectively.
The hat you should were to think of solutions to this case is:
What are the 6 thinking hats?
Go back to scenarios
Activity 7 : Six Thinking Hats
Scenario 2: Implementing Solar Panels in a School
A rural school seeks to install solar panels to reduce energy costs. The project has support but faces skepticism about costs and maintenance.
The hat you should were to think of solutions to this case is:
What are the 6 thinking hats?
Go back to scenarios
Activity 7 : Six Thinking Hats
Scenario 3: Tackling Cyberbullying
An online platform faces increasing incidents of cyberbullying. You should propose a solution to create a safer digital space for young users.
The hat you should were to think of solutions to this case is:
What are the 6 thinking hats?
Go back to scenarios
Activity 7 : Six Thinking Hats
Scenario 4: Urban Green Space Transformation
An abandoned lot in the city could become a park or community garden. You should decide on its purpose and engage residents to support the project.
The hat you should were to think of solutions to this case is:
What are the 6 thinking hats?
Go back to scenarios
Activity 7 : Six Thinking Hats
What are the 6 thinking hats?
Each hat represents a different perspective, so the person “wearing the hat” should act accordingly to this perspective. The 6 thinking hats are:
Blue Hat: The Organised Thinker Take a step back and manage the thinking process. What is the goal? What should we do next? Keep the group focused and on track.
Red Hat: The Emotional Thinker Express feelings, intuitions and emotions. How do you feel about the situation? No need to justify — just say it..
Green Hat: The Creative Thinker Think outside the box. What new ideas or alternatives can we come up with? There are no limits — be imaginative!
White Hat: The neutral thinker Focus on facts, data and information. What do we know? What do we need to find out? No opinions, just the evidence.
Yellow Hat: The Positive Thinker Look at the bright side. What are the benefits and opportunities? Focus on what could work and why.
Black Hat: The CautiousThinker Spot risks and weaknesses. What could go wrong? What should we be careful about? Think critically and carefully.
Blue Hat
White Hat
Red Hat
Green Hat
Yellow Hat
Black Hat
The Organised Thinker
The Emotional Thinker
The Creative Thinker
The nuetral thinker
The Positive Thinker
The Cautious Thinker
Go back
Activity 7 : Six Thinking Hats
SELF-REFLECTION
After experiencing “wearing” different hats in diverse scenarios, it’s time to reflect on this experience.
Resources Page
- Amy Landino. (2018, 18 marzo). TIME MANAGEMENT TIPS (THAT ACTUALLY WORK) [Vídeo]. YouTube. https://www.youtube.com/watch?v=GiUdZ9U-2q4
- Eisenhower. (2017, 7 febrero). The Eisenhower Matrix: Introduction & 3-Minute Video Tutorial. Eisenhower -. https://www.eisenhower.me/eisenhower-matrix/
- Genquest.eu. (2023, 23 octubre). Emotional regulation - GenQuest. GenQuest -. https://genquest.eu/emotional-regulation/
- Parsons, G. (2024, 24 julio). How to use the Six Thinking Hats technique — BiteSize Learning. BiteSize Learning. https://www.bitesizelearning.co.uk/resources/six-thinking-hats-technique
- Patrick Dang. (2020, 14 diciembre). The Perfect Elevator Pitch - Best Examples and Templates [Vídeo]. YouTube. https://www.youtube.com/watch?v=r-iETptU7JY
- Ramki, H. (2023, 28 noviembre). 11 actually great elevator pitch examples and how to make yours. https://zapier.com/blog/elevator-pitch-example/
- Stress. (2024, 20 mayo). Cleveland Clinic. https://my.clevelandclinic.org/health/diseases/11874-stress
- The Healing Mind with Dr. Martin Rossman. (2022, 4 agosto). 10 Minute Guided Imagery for Reducing Stress and Anxiety [Vídeo]. YouTube. https://www.youtube.com/watch?v=AbckuluEdM0
- Unstoppable Women in Business. (2021, 15 febrero). How to create a killer elevator pitch [Vídeo]. YouTube. https://www.youtube.com/watch?v=CTkx83_e95o
- Whats Up Dude. (2016, 17 mayo). Stress - What is Stress - Why Is Stress Bad - What Causes Stress - How Stress Works [Vídeo]. YouTube. https://www.youtube.com/watch?v=dERu8051t4w
It’s time to test your knowledge from the module! Take the quiz!
Quadrant 1: Urgent and Important (Do First)
Tasks that require immediate attention and are crucial for achieving long-term goals. They must be done right away and should not be delayed. Examples could include crisis management, deadlines, and emergencies.
Find at least 6 mistakes that put into danger this initiative.
Take one of the highlighter in the bottom and drag each of them to the place of the text where you've find a mistake
When you finish, press the CHECK button to see if you were right.
Quadrant 2: Important but Not Urgent (Schedule)
Tasks important for personal or professional growth but do not require immediate action. These should be scheduled for a later time to ensure they get completed. Examples include long-term planning, strategic thinking, and self-improvement activities.
Find at least 6 mistakes that put into danger this initiative.
Take one of the highlighter in the bottom and drag each of them to the place of the text where you've find a mistake
When you finish, press the CHECK button to see if you were right.
Find at least 6 mistakes that put into danger this initiative.
Take one of the highlighter in the bottom and drag each of them to the place of the text where you've find a mistake
When you finish, press the CHECK button to see if you were right.
Quadrant 3: Urgent but Not Important (Delegate)
Tasks that are urgent but not necessarily aligned with your main goals. They can often be delegated to others or handled quickly. Examples could include answering certain phone calls, attending unnecessary meetings, or dealing with interruptions.
Quadrant 4: Not Urgent, Not Important (Eliminate)
Tasks that neither add value nor need immediate attention. They are often time-wasters or distractions. Examples include excessive social media browsing, watching television, or engaging in trivial activities.
7. MODULE 7 reviewed
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Transcript
Project Number: 2023-2-PL01-KA220-YOU-000171409
MOBIUS MODULE 7
Essential Skills for Social Innovation:Communication, Time management, StressManagement, Task Performance, Open-mindness
The Mobius project has been funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the National Agency (NA). Neitherthe European Union nor NA can be held responsible for them.
Agenda
Module’s goals What will you learn Activities:
- 7.5. OPEN-MINDEDNESSActivity 7: Six thinking hats
ReferencesModule’s Goal
This module is designed to analyse critical skills for social innovation, apply time management and stress reduction strategies, develop effectivecommunication techniques, and evaluate task performance and open-mindedness through practical activities. You will synthesise diverse perspectives and create solutions for real-world challenges, empowering you to lead innovative and impactful projects.
What will you learn?
KNOWLEDGE
You’ll get to know different leadership styles and how to build empathy with others. You’ll understand how to connect with people and groups that matter
in your community.
ATTITUDES
You’ll learn to value diversity and make sure everyone feels included. You’ll keep a mindset focused on finding solutions and being innovative. You’ll practice respect and inclusivity to create real positive change together.
SKILLS
You’ll learn how to speak up and advocate for social innovation as a way to make a difference. You’ll get good at spotting problems and breaking them down to find
the root causes. You’ll develop and adjust solutions to fit different situations. You’ll practice delegating tasks and coordinating with your team. You’ll plan and manage resources smartly to get things done.
7.1 Communication skills
7.1 COMMUNICATION SKILLS
Effective communication is the foundation of collaboration and leadership in social innovation. It involves not only the ability to convey ideas clearly and persuasively but also the capacity to listen actively, adapt your message to different audiences, and foster mutual understanding. Communication in the field of social innovation often requires storytelling, empathy, and strategic thinking to build support, mobilise communities, and engage stakeholders. Techniques like the elevator pitch are especially valuable because they will teach you how to communicate complex ideas in a concise and convincing way in a limited time frame. This skill empowers changemakers like you to articulate your vision and inspire action, which is key to transforming ideas into impactful projects. Read this article to get some tips about improving your communication skills.
Activity 1: Elevator pitch
The elevator pitch is a technique used to “sell” your idea to a potential "buyer."Imagine you want to talk with the CEO of an organisation about your project to have their support. For this, your only chance is to catch their attention while you are both in the elevator. The final objective is that your target audience gets impressed by your proposition so you can have a second chance for a meeting and explain the whole idea.
By learning how to make an impactful elevator pitch, you are going to learn how toapproach the right person to make your idea of social innovation come true bystrengthening your ability to synthesise the relevant information while telling inspiring stories to catch your audience's attention.
Get some ideas!
Visit this link to see some examples of elevator pitches and watch the videos in the next slides to have extra tips to nail your pitch and catch your audience:
Activity 1: Elevator pitch
VIDEO: The perfect elevator pitch
Activity 1: Elevator pitch
VIDEO: How to create a killer elevator pitch
Activity 1: Elevator pitch
Let’s get into action!
By learning how to make an impactful elevator pitch, youare going to learn how to approach the right person tomake your idea of social innovation come true bystrengthening your ability to synthesise the relevantinformation while telling inspiring stories to catch your audience's attention.
To create a powerful elevator pitch, you should take it toaccount that it should last 30-60 seconds but, what else should it include??
Test yourself with this quiz.
Activity 1: Elevator pitch
Activity 1: Elevator pitch
Activity 1: Elevator pitch
Ingredients for a perfect elevator pitch:
Taking all these ingredients into account, create your own elevator pitch!
Activity 1: Elevator pitch
7.2 Task performance
1.2 TASK PERFORMANCE
Task performance is closely related to how effectively a person can plan,execute, and complete actions to reach specific goals. In the context of socialinnovation, strong task performance is essential for turning visionary ideasinto tangible outcomes. This includes setting realistic goals, identifyingpriorities, being strategic in planning, and adapting to unexpected obstacles.High-performing individuals also demonstrate resourcefulness, usingavailable tools and capacities creatively to solve problems. Cultivating thisskill not only enhances productivity but also helps maintain motivation andmomentum in social initiatives, especially when working under pressure or with limited resources.
To improve task performance, it is important to develop goal-orientated andstrategic thinking, as well as how to be resourceful. With the following activity,you will develop these abilities to be able to improve and reach their achievements.
Learn more about tasks performance in this link.
Activity 2: Case studies
Do you know how to carry out the tasks needed to implement a project or
initiative? Now it’s your change to learn... from a bad example!
In the next activity, you’ll explore several case studies and identify themistakes the organisers are making—mistakes that could jeopardise the success of their initiatives.
Let’s go to the activity
Activity 2: Case studies
Choose one of the following case studies. In each of them, you’ll find different inniciatives where organizers have made some mistake. Are you ready to find these errors?
Case study 2
Case study 1
Case study 3
Activity 2: Case studies
Back to case studies selection
Case study 1: Sustainable Community Market Initiative
Your team has been tasked with launching a sustainable community market in your neighbourhood. The goal is to support local farmers and artisans while promoting eco-friendly practices. The market is scheduled to open in two months and aims to attract at least 1000 visitors on its launch day. The project planning is already underway. The team has secured a central location in the main square of the neighbourhood, which is known for its accessibility and vibrant atmosphere. Local producers have been contacted, and about 20 vendors have expressed interest. The team is waiting to finalise details closer to the launch date to start the formalisation of the vendor agreements. Marketing for the event has started, with a small team distributing flyers in nearby towns. The team is relying heavily on word-of-mouth from local businesses to spread awareness, as the budget for digital advertising is minimal. They have also created a basic website to share details about the market, but updates to the site are infrequent, as no one on the team has experience with web management. To enhance the market's appeal, the team plans to organise a workshop on composting during the event. The only option planned was to invite a well-known sustainability expert to lead the workshop. You are still waiting for his confirmation, as his agenda used to be very tight. To ensure the market's sustainability, the team has committed to using reusable materials such as cloth banners and recyclable packaging. The production of these materials is outsourced to a company located two hours away, but their delivery time is uncertain. The project also involves volunteer coordination. About 15 local volunteers signed up to assist with logistics. Some volunteers have expressed confusion about what is expected of them and whether training will be provided, as no formal roles or responsibilities have been assigned yet.
CHECK
Activity 2: Case studies
Back to case studies selection
CASE STUDY 2: Urban Rooftop Gardening Project
Your team is leading a project to transform unused rooftops into urban gardens, providing fresh produce to local food banks. The project aims to have five gardens operational within six months, each capable of supplying 200 kg of vegetables per month. You’ve already secured agreements with three building owners who are enthusiastic about the idea. Two additional rooftops are pending approval, but the team is confident they will come through in time. Each rooftop will require soil, planters, irrigation systems, and volunteers for planting and maintenance. The supplies have been ordered from a nearby distributor and will not arrive until two weeks before planting begins. Volunteer recruitment is ongoing. While many community members have expressed interest, the recruitment team has not yet scheduled a meeting to explain responsibilities or assign roles. Additionally, the team has planned a training session but has not decided who will lead it. A marketing campaign is also underway. The team is relying heavily on social media posts, as they have decided against printed flyers due to environmental concerns. Social media engagement seems to be moderate, as the team have not yet set specific metrics to track campaign success. The project budget is stretched thin, as initial estimates did not account for maintenance costs for the gardens after they became operational. To address this, the team is exploring grant opportunities but has not yet submitted any applications.
CHECK
Activity 2: Case studies
Back to case studies selection
CASE STUDY 3: Mobile Healthcare Unit for Rural Communities
Your team is launching a mobile healthcare unit to provide basic medical services to three remote villages. The goal is to deliver care to at least 500 people monthly, with operations starting in four months. A bus has been acquired and refurbished for medical use. The team has not finalised agreements with healthcare professionals to staff the unit. Two nurses and one doctor have shown interest but have not signed contracts due to pending schedule confirmations. The mobile unit’s route has been planned without taking into account fuel and maintenance costs in the budget. The team assumes community donations will cover these expenses, though no formal fundraising campaign has been initiated. Promotional efforts include visiting local community leaders to spread awareness about the project. Posters have also been printed, covering one of the three villages due to limited resources. Medical supplies have been ordered. Some items are on backorder and may not arrive before the launch. Additionally, due to the limited budget, the unit currently lacks a digital system for patient data collection and tracking, so it would be done manually.
CHECK
Activity 2: Case studies
After analising the errors in the previous case studies, is your time to take
the led and solve them!
SELF-REFLECTION
7.3 Time management
7.3. TIME MANAGEMENT
Time management is the process of organizing and planning how to divideyour time among various activities to work more efficiently. In socialinnovation, where teams often juggle multiple tasks with limited deadlinesand resources, managing time well is critical to success. Good timemanagement involves identifying priorities, setting boundaries, reducingdistractions, and staying focused on high-impact activities.
The Eisenhower Matrix (Stephen R. Covey, 1989) model divides tasks into fourquadrants based on urgency and importance. It encourages prioritizingimportant but non-urgent activities, such as planning and learning, overreactive or trivial tasks. This model helps participants reflect on how they usetheir time and supports better decision-making regarding priorities —essential for managing multiple commitments within innovation projects.Developing this skill not only increases productivity but also reduces stressand burnout, contributing to sustainable impact.
Visit this link to learn more about time management
7.3. TIME MANAGEMENT
With the next activity, you will develop a better sense of howimportant time management is in order to achieve our goals, andyou will learn how to prioritise tasks and identify common “time thieves.”
Watch this video about time management tips
7.3. TIME MANAGEMENT
SELF-REFLECTION
Activity 3: Eisenhower Matrix
After learning some tips for time management, is time to put into practice with the next
activity.
Instructions:
Eisenhower matrix activity
Activity 3: Eisenhower Matrix
URGENT
Less urgent
2. Schedule
1. Do now
IMPORTANT
3. Delegate
4. Delete
Less important
Learn more about the Eisenhower Matrix here
Activity 3: Eisenhower Matrix
Now that you know how an Eisenhower Matrix work... is time to challenge how good you are with time management!
Think on this scenario:
You are planning a “Community clean-up day” for a local park scheduled in two weeks. Your goal is to engage volunteers, raise awareness about environmental sustainability, and ensure the event runs smoothly and effectively.
Your task:
In the next slide you'll see a list of task you should do to success with your event. Clasify them in each corresponding quadrant of the Eisenhower matrix.
Challenge
Activity 3: Eisenhower Matrix
Organize transportation for collected waste to disposal facilities.
Secure permission from local government to conduct the clean-up.
Assign roles to team members to ensure smooth execution.
Create an event-day schedule (setup, clean-up start time, breaks, wrap-up).
Assemble a volunteer team for the event.
Confirm the date and time of the event with local authorities.
Set up an online registration form for volunteers to sign up.
Conduct a pre-event inspection of the park.
Assign roles to team members to ensure smooth execution.
Create and distribute promotional materials.
Create an event-day schedule (setup, clean-up start time, breaks, wrap-up).
Confirm the date and time of the event with local authorities.
Contact local waste management services to arrange garbage collection.
Create and distribute promotional materials.
Plan a briefing session for volunteers on clean-up procedures.
URGENT
Less urgent
Conduct a pre-event inspection of the park.
IMPORTANT
Brainstorm ideas for post-event engagement.
Research and order necessary supplies.
Research and order necessary supplies.
1. Do now
2. Schedule
Assemble a volunteer team for the event.
Plan a briefing session for volunteers on clean-up procedures.
3. Delegate
4. Delete
Less important
Brainstorm ideas for post-event engagement.
Set up an online registration form for volunteers to sign up.
Organize transportation for collected waste to disposal facilities.
Contact local waste management services to arrange garbage collection.
Follow up with potential sponsors or donors for funding or supplies (if no immediate urgency exists).
Secure permission from local government to conduct the clean-up.
Check
Respond to community members’ inquiries about the event.
Follow up with potential sponsors or donors for funding or supplies (if no immediate urgency exists).
Respond to community members’ inquiries about the event.
Activity 3: Eisenhower Matrix
How was the challenge? Are you already a pro in prioritising tasks?
SELF-REFLECTION
Activity 4: Time thieves
We have learnt how to categorise task depending on how urgent or important they are. In the 4 quadrant is the space for the tasks we should delete. But, are you aware of how many of these tasks you have in your daily life?
“Time thieves” are anything that steals time from your tasks, often without you realising it. It includes distractions (scrolling on social media), inefficiencies (unnecessary meetings, poor communication), or habits (procrastination).
Let’s think in time thieves
Write down as many time thieves that you can think of when you are developing a project.After this, think of a strategy you should follow to avoid this happening or to minimise its impact.
In the next slide you have an example of chart you can fill in
Activity 4: Time thieves
Strategy to avoid/minimise it
Time thieve
Log out of social media accounts during work sessions and use thePomodoro technique (25 minutes of focused work + 5-minute break) tostay concentrated and allow short, controlled breaks.
Constantly checking social media
Having long, unstructured teammeetings where no clear decisionsare made.
Set a clear agenda before each meeting, assign a facilitator to keep themeeting on track, and end with concrete next steps and responsibilities.
...
...
7.4 Stress management
7.4. STRESS MANAGEMENT
Stress is a natural response to challenges , but if left unmanaged, it can severely affect mental, emotional, and physical health. For social innovators, who often work in high-pressure, emotionally demanding environments, managing stress is vital to maintaining well-being and project continuity. Stress management involves recognising triggers, regulating emotions, and applying coping strategies such as mindfulness, relaxation techniques, or better planning. Understanding how to manage stress will help to avoid burnout and maintain clarity, creativity, and emotional resilience—qualities necessary to lead and inspire others in the face of adversity.
7.4. STRESS MANAGEMENT
Stress kept in time can lead to physical symptoms (headaches, exhaustion, digestive problems, muscle tension, weakened immune system, etc.) and also mental (sadness, panic attacks, anxiety or irritability, depression). Being in charge of a social innovation project, or any other type of project, can lead to peaks of stress. That is why knowing what stress is, how it manifests itself and how wecan reduce or avoid it is essential to making the process as bearable as possible and preventing the consequences of stress from interfering with our projects.
Visit this website to learn more about stress and how to manage it. You can also check the GenQuest project, where there’s a whole module with activities to learn about stress and how to manage it.
Activity 5: Understanding stress triggers
The aim of this activity is to understand what stress is and learn some tools to overcome it. Stressis the natural response of our body to pressure. It can be triggered by facing new or unexpectedexperiences that we perceive as threatening. Stress can be positive, as it keeps you aware,motivated, and ready to avoid the danger, but it becomes a problem when it comes without periods of relaxation.
Watch this video to learn more about stress and it’s effects.
Activity 5: U nderstanding stress triggers
SELF-REFLECTION
Example:
Activity 6: Meditation
Meditation is a practice that helps you focus yourmind and become more aware of the present moment. It often involves breathing calmly, observing your thoughts without judgment, and creating a sense of inner peace and balance.
If you want to deeper in meditation techniquesand its benefits, you can visit this link
Activity 6: Meditation
Before you begin with this activity, try to create a calm space around you. Sit comfortably, oreven lie down if you have a comfortable space. Place your body in a position that allows it to getrelaxed and be free of tensions. Silence notifications, and if possible, close your eyes. You canuse headphones to stay focused. You can also dim the lights and light a candle if you have one.
Let’s take a few minutes just for yourself.
When you are ready, go to the next slide to start this 10-minutes meditation.
Meditation: 10 minutes guided imagery for reducing stress and anxiety
Activity 6: Meditation
SELF-REFLECTION
Reflect on your meditation
7.5 Open mindedness
7.5. OPEN-MINDEDNESS
Open-mindedness is the willingness to consider new ideas, perspectives, and experiences without prejudice or resistance. It is a fundamental attitude for innovation because it encourages curiosity, empathy, and creative problem-solving. Open-minded individuals are better equipped to understand diverse communities, collaborate with others, and adapt solutions to complex social challenges. In group settings, open-mindedness enhances communication and reduces conflict, allowing diverse voices to be heard and valued.
Being open-minded is a superpower for social innovators. When someonewants to implement a change in society, having an open perspective will helpthem to address the social issues in a more creative way, taking into accountdifferent points of view, thinking outside the box to face challenges, beingcurious, being willing to continue learning new things, and also taking thefailures as opportunities to grow. Being open-minded can also benefitbuilding stronger relationships, which is needed when developing a project,as it provides empathy, understanding different points of view and fostering trust.
Learn more about open-mindedness, its benefits and how to cultivate it in this article.
Activity 7 : Six Thinking Hats
Six Thinking Hats activity (Edward de Bono, 1985) will nurture your open-mindness skillby helping you adopting multiple perspectives, overcome cognitive biases, and makemore informed and balanced decisions. This creative thinking method assignsdifferent "hats" to different types of thinking: factual, emotional, critical, optimistic,creative, and process-oriented. It will encourage you to deliberately shift perspectives to improve decision-making.
The Six Thinking Hats method is used to foster cognitive flexibility, empathy, andinclusive thinking, which are all essential for working in diverse teams and developinginnovative solutions to complex social problems.
Learn more about the “Six Thinking Hats” in this link.
Activity 7 : Six Thinking Hats
In this activity, you’ll explore how to approach challenges from different points of view using the Six Thinking Hats method.
- First, choose one of the four scenarios available.
- Then, you’ll be randomly assigned a thinking hat.
- Your task: find a solution to the scenario based on the mindset of your hat.
If you need a reminder, click the "What are the 6 hats?" button to learn what each hat represents. Ready to think differently?Let’s begin!
What are the 6 thinking hats?
Activity 7 : Six Thinking Hats
Choose your scenario:
Scenario 4:
Urban Green Space Transformation
Case study 2
Scenario 1:
Launching a Community Food Bank
Scenario 2:
Implementing Solar Panels in a School
Scenario 3:
Tackling Cyberbullying
Case study 3
What are the 6 thinking hats?
Finish the activity
Activity 7 : Six Thinking Hats
Scenario 1: Launching a Community Food Bank
A neighbourhood has high food insecurity. You should decide how to start a food bank with limited funding, ensuring the project reaches those in need effectively.
The hat you should were to think of solutions to this case is:
What are the 6 thinking hats?
Go back to scenarios
Activity 7 : Six Thinking Hats
Scenario 2: Implementing Solar Panels in a School
A rural school seeks to install solar panels to reduce energy costs. The project has support but faces skepticism about costs and maintenance.
The hat you should were to think of solutions to this case is:
What are the 6 thinking hats?
Go back to scenarios
Activity 7 : Six Thinking Hats
Scenario 3: Tackling Cyberbullying
An online platform faces increasing incidents of cyberbullying. You should propose a solution to create a safer digital space for young users.
The hat you should were to think of solutions to this case is:
What are the 6 thinking hats?
Go back to scenarios
Activity 7 : Six Thinking Hats
Scenario 4: Urban Green Space Transformation
An abandoned lot in the city could become a park or community garden. You should decide on its purpose and engage residents to support the project.
The hat you should were to think of solutions to this case is:
What are the 6 thinking hats?
Go back to scenarios
Activity 7 : Six Thinking Hats
What are the 6 thinking hats?
Each hat represents a different perspective, so the person “wearing the hat” should act accordingly to this perspective. The 6 thinking hats are:
Blue Hat: The Organised Thinker Take a step back and manage the thinking process. What is the goal? What should we do next? Keep the group focused and on track.
Red Hat: The Emotional Thinker Express feelings, intuitions and emotions. How do you feel about the situation? No need to justify — just say it..
Green Hat: The Creative Thinker Think outside the box. What new ideas or alternatives can we come up with? There are no limits — be imaginative!
White Hat: The neutral thinker Focus on facts, data and information. What do we know? What do we need to find out? No opinions, just the evidence.
Yellow Hat: The Positive Thinker Look at the bright side. What are the benefits and opportunities? Focus on what could work and why.
Black Hat: The CautiousThinker Spot risks and weaknesses. What could go wrong? What should we be careful about? Think critically and carefully.
Blue Hat
White Hat
Red Hat
Green Hat
Yellow Hat
Black Hat
The Organised Thinker
The Emotional Thinker
The Creative Thinker
The nuetral thinker
The Positive Thinker
The Cautious Thinker
Go back
Activity 7 : Six Thinking Hats
SELF-REFLECTION
After experiencing “wearing” different hats in diverse scenarios, it’s time to reflect on this experience.
Resources Page
It’s time to test your knowledge from the module! Take the quiz!
Quadrant 1: Urgent and Important (Do First)
Tasks that require immediate attention and are crucial for achieving long-term goals. They must be done right away and should not be delayed. Examples could include crisis management, deadlines, and emergencies.
Find at least 6 mistakes that put into danger this initiative.
Take one of the highlighter in the bottom and drag each of them to the place of the text where you've find a mistake
When you finish, press the CHECK button to see if you were right.
Quadrant 2: Important but Not Urgent (Schedule)
Tasks important for personal or professional growth but do not require immediate action. These should be scheduled for a later time to ensure they get completed. Examples include long-term planning, strategic thinking, and self-improvement activities.
Find at least 6 mistakes that put into danger this initiative.
Take one of the highlighter in the bottom and drag each of them to the place of the text where you've find a mistake
When you finish, press the CHECK button to see if you were right.
Find at least 6 mistakes that put into danger this initiative.
Take one of the highlighter in the bottom and drag each of them to the place of the text where you've find a mistake
When you finish, press the CHECK button to see if you were right.
Quadrant 3: Urgent but Not Important (Delegate)
Tasks that are urgent but not necessarily aligned with your main goals. They can often be delegated to others or handled quickly. Examples could include answering certain phone calls, attending unnecessary meetings, or dealing with interruptions.
Quadrant 4: Not Urgent, Not Important (Eliminate)
Tasks that neither add value nor need immediate attention. They are often time-wasters or distractions. Examples include excessive social media browsing, watching television, or engaging in trivial activities.