CB.1:4.5 - Make an offer that people can assess

Express the proposal in language potential participants use. Include the situation it addresses, the benefit being proposed, the first activity, the contribution requested from them, and what the organiser or provider will supply. State the boundaries that could change their decision: time, cost, confidentiality, commercial interest, limits of help and a feasible way to decline or leave.

A conversation or short invitation can carry these contents. Make a distinction between a service that promises a response and a voluntary opportunity to ask capable peers.

Ask recipients to explain what they expect to do and receive. Then invite an appropriately small real action: offer a permitted case, choose an available learning attempt, attend a first shared activity, or explain why the proposal does not fit. Agreement with an appealing idea is weaker evidence than a response to its actual demands. A refusal can reveal an unsuitable condition; it does not by itself show that the underlying need is absent.

Where people depend on an employer or organiser, examine what declining would actually cost them. A nominally optional activity with adverse consequences for refusal needs a different participation account.