• Determine all the agencies or individuals that are likely to influence a particular issue (e.g. commercial organisations, government agencies, non-government organisations, community 'personalities'), and develop badges, lists or costumes to develop a number of roles to make for interesting interactions.
• Assign roles. Generally, greatest success occurs when people opposed to one another take on each other's roles, thus allowing them to put themselves into the other person's position. (This works best when there is some visual indicator or the role being played, e.g. a cap or badge).
• Describe a scenario that introduces the issue in a non-threatening way. This technique can cause conflict when used for a contentious issue, so ensure that trained facilitators are available to defuse any confrontations and address the conflict in more constructive ways.
• Treat the activity as a lighthearted exercise and encourage participation by indicating the lack of consequence from the activity.
• The person playing the role may be advised by someone with experience in the role they are playing (for example, a resident who is playing a natural resource manager may be advised by someone experienced in management in that area). Role plays are then adlibbed, based on the understanding of the activities/attitudes of the person whose role they are taking.
• Facilitate the role play to maximize understanding of other's positions. Hence, ask participants why they take a position, or express a certain opinion, while in role.
• Follow up the activity with a debriefing session that seeks to clarify the variety of potential positions as a precurser to the actual participation process.
• Make clear the point at which the role play is over: Allow people to say any last things 'in role', then make it clear that when they return to their own seat they return to being themselves.