www.gogreen-project.eu This project has been funded with support from the European Commission. This publication [communication] and all its contents reflect the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. [Project number: 2020-1-CY01-KA202-065983] Case Flow First, the facilitator/trainer introduces the case, then describes the key contextual details of the scenario and provides detailed information of the roles/characters to be played. The scenario’s business represented by its owner initiates the role-playing. This role/group attempts to discuss with other actors/groups, supporting the business interests. The rest of the delegates (i.e., the office manager and the environmental officer) engage in role-playing by the same token. All participants are allowed to advise their group delegate both before and during the role-play, adding useful key-points in the discussion if and whenever necessary. Specific questions are asked to each group/delegate, to facilitate discussion that will lead faster to the participants’ final conclusions about the scenario. The scenario’s business represented by the owner initiates the role-playing. The business owner chairs the meeting with the office manager and the environmental officer, following the routine inspection. During the debriefing meeting, the owner and the office manager discuss what they are missing if not change their business policy and debate whether the business should go paperless as a first step in a positive move towards environmental action or sustainability. All three characters engage in role-playing, with the following questions asked to each character to facilitate discussion. The first round of negotiations will assist participants to their final decision about the scenario. Typical questions could include: ● [for the business owner] Why is it necessary to implement changes within the business? How can we determine if the staff would support such a move or change? How much is it likely to cost to make the changes proposed and will it support our operations or bring additional risks? Is the technology reliable enough to replace the use of paper, what will be the risks, what will be the cost to train our staff? If yes, is it worth it? How can we explain the reasons why paper is fundamental to our business? What impact are we having on the environment? ● [for the office manager] Which sustainable green actions can be followed in our everyday working tasks to reduce paper consumption and waste? Can we provide solutions to the key clients online that demonstrate our ability to respond to the climate crisis and still offer an excellent service? Can we highlight the benefits of this move at cost and marketing image level and motivate the business owner and team to consider this approach? ● [for the environmental officer] What are the penalties and fines for not going green, keeping business as usual and continuing to use plenty of paper? Can we form a list with the negative impact that people form the company are having on the environment by doing nothing? Are there other initiatives that they could take to be more environmentally sustainable? Is there an appetite or motivation amongst this company to embrace change? What are the incentives to change and move away from the status quo? How damaging is doing nothing having on their external public image – what feedback can I offer as an external expert in the sector? The first step includes allowing time and space to the participants to discuss the above questions. The goal is to think about different and opposing perspectives through role-playing. Towards the conclusion of the role-playing (and surely after the discussion has proceeded well and has reached at a satisfying level close to what had been initially anticipated), the actors/participants should be asked to conclude their discussion by accepting of all final resolutions suggested with either: