Unit of competency Outline

Date retreived
22/07/2026 4:57 PM AWST

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Lead and influence change

Lead and influence change

Unit of competency
National Code
PSPMNGT703A
State Code
C8221
TGA Status
Deleted
DTWD Status
Deleted
Current Release Number
3.00
Current Release Date
01/11/2012
View on TGA
State Implementation and Classification
Approved Date
08/07/2014
Field of Education
080307 - Organisation Management
Original Release Date
08/07/2014
Nominal Hours
70
Description
This unit covers organisational leadership in change management through influencing and shaping an organisational culture that is receptive to and embraces the opportunities from change. This requires flexible organisational structures and processes in place to support clients and staff to maximise the strategic advantages of a change for the organisation. The unit includes influencing organisational culture, anticipating change and providing strategic leadership in change management.In practice, leading change occurs in the context of other strategic activities such as providing strategic direction, influencing diversity, providing leadership in human resources management.The unit is one of 6 units of competency in the Working in Government and Management Competency fields that deal with change. Related units of competency are:PSPGOV205B Participate in workplace changePSPGOV306B Implement changePSPGOV405B Provide input to change processesPSPGOV514A Facilitate changePSPMNGT604B Manage changeNo licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Influence organisational culture
  • 1.1 A strategic review of organisational culture is undertaken to establish existing attitudes to change and identify key issues for action.
  • 1.2 The strategic advantages of ongoing change for individuals, groups and the organisation are identified, supported and actively promoted to foster commitment to workplace change.
  • 1.3 The acceptance of new ideas and management methods, and challenges to existing practices and structures are embedded in managerial practice and decision making to develop an organisational culture that seeks and thrives on change for continuous improvement and business flexibility.
  • 1.4 Change management activities and related performance indicators for managers are embedded in organisational strategies, policies and plans as an ongoing requirement rather than added/transitory elements.
  • 1.5 Staff with a range of attributes that are reflective of a diverse workforce are recruited, developed and deployed to maximise the organisation's strategic advantage in dealing with change.
  • 1.6 Learning and development opportunities for managing change are embedded in induction and professional development for staff to support the development of a culture that embraces change.
2. Anticipate change
  • 2.1 The likelihood of significant change for the organisation is identified through strategic networking and ongoing consideration of factors impacting upon the community, the public sector, the organisation or within the political environment.
  • 2.2 Key stakeholders are consulted in identifying external drivers for change, and likely change is analysed in relation to its potential effect on organisational purpose, functions, structure, strategic objectives and the people in the organisation.
  • 2.3 Early planning is undertaken with managers, human resource personnel and staff to ensure maximum lead time, support for those likely to be affected by change and to allow thoughtful, proactive responses to be generated to optimise outcomes for the organisation.
  • 2.4 Resourcing challenges of both implementing and sustaining change are anticipated and planned for in accordance with organisational policies, procedures guidelines and legislative requirements.
3. Provide strategic leadership in change management
  • 3.1 Strategic priorities are formulated in consultation with key stakeholders in the organisation and the community, and set out a vision for the future that provides challenging but realistic objectives to address change and maximise outcomes.
  • 3.2 Current best practice information on change management is accessed and used to ensure change is managed effectively for sustained positive outcomes for the organisation and its people.
  • 3.3 Leadership strategies are used to assist others to deal with ambiguity and to be creative and innovative in their approaches to dealing with change.
  • 3.4 Strategies are designed to address the transition from present to future arrangements and provide guidance for dealing with ambiguity in roles, functions, organisational priorities or structures.
  • 3.5 Organisational culture, business outcomes and client feedback are monitored and positive achievements identified and celebrated in accordance with organisational policy.
The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.
Strategic advantages of change may include:
more responsive and valued client service
flexible, innovative, creative staff
greater capacity for flexibility and responsiveness
economic benefits
social benefits
improved relationship with the community
increased organisational capability
organisational sustainability
improved sustainability
improved performance
motivation
reduced cost of outputs
Strategies to foster commitment to change may include:
team building
process consultation
action learning/research
staff learning and development
leadership and direction
Diverse workforce refers to employees with differences in:
age
cultural background
educational level
ethnicity
expertise
family responsibilities
gender
interests
interpersonal approach
language
life experience
marital status
not fitting the dominant paradigm of the organisation
personality
physical ability
political orientation
religious belief
sexual orientation
socio-economic background
thinking/learning styles
work experience
working styles
Change may be:
in response to government policy
in response to Machinery of Government changes
in response to economic, social or environmental pressures
related to technological developments
through organisational development or design strategies
as a result of changes to client needs or the client base
initiated at the business unit level
in response to financial constraints
related to disaster recovery
Stakeholders may include:
all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services such as:
employees at all levels of the organisation
community
clients
other public sector organisations
union and association representatives
boards of management
government
Ministers
local government
Resourcing may include:
people
funding
facilities
specialist expertise to support/facilitate change
Policies and legislation may include:
Commonwealth and State/Territory legislation
national and international codes of practice and standards
the organisation's policies, practices and guidelines
government policy
codes of conduct
Machinery of Government policy changes
Leadership strategies may include:
positive role modelling
mentoring
offering guidance and direction
coaching
providing opportunities for learning and development
support arrangements
counselling
succession planning
The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.
Units to be assessed together
Pre-requisite units that must be achieved prior to this unit:Nil
Co-requisite units that must be assessed with this unit:Nil
Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:
PSPETHC701A Lead and influence ethical practice in the public sector
PSPHR703A Provide leadership in strategic human resource management
PSPMNGT701B Provide strategic direction
PSPMNGT702A Influence and shape diversity management
PSPMNGT704A Undertake enterprise risk management
Overview of evidence requirements
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:
the knowledge requirements of this unit
the skill requirements of this unit
application of the Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)
leadership in and influence on change management in a range of (2 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
legislation, procedures and protocols
workplace scenarios and case studies to capture the range of situations likely to be encountered when leading and influencing change
strategies to influence organisational culture
change management strategies applicable to the public sector
leadership strategies for dealing with ambiguity
reporting tools
Where and how to assess evidence
Valid assessment of this unit requires:
a workplace environment, or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when leading and influencing change, including coping with difficulties, irregularities and breakdowns in routine
leadership in and influence on change management in a range of (2 or more) contexts (or occasions, over time)
leadership in a variety of contexts that reflect the continuum of change management requirements from dealing with concrete change requirements to managing ambiguity and uncertainty
Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:
people with disabilities
people from culturally and linguistically diverse backgrounds
Aboriginal and Torres Strait Islander people
women
young people
older people
people in rural and remote locations
Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:
case studies
demonstration
observation
portfolios
projects
questioning
scenarios
simulation or role plays
authenticated evidence from the workplace and/or training courses
For consistency of assessment
Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments
No information