Unit of competency Outline

Date retreived
22/07/2026 9:04 AM AWST

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Persuade and influence opinion

Persuade and influence opinion

Unit of competency
National Code
PSPGOV605A
State Code
C8058
TGA Status
Replaced
DTWD Status
Replaced
Current Release Number
3.00
Current Release Date
01/11/2012
View on TGA
State Implementation and Classification
Approved Date
05/11/2014
Field of Education
080509 - Public Relations
Original Release Date
05/11/2014
Nominal Hours
50
Description
This unit covers high-level workplace communication for working at a senior level with internal and external clients, colleagues and other staff. It includes preparing for high-level communication, critically analysing and responding to opinions, persuading and influencing others, and reflecting on and honing communication strategies.In practice, persuading and influencing others may overlap with other generalist or specialist public sector work activities such as acting ethically, complying with legislation, applying government systems, managing change, managing diversity, etc. This is one of 5 units of competency in the Working in Government Competency Field that deal with communication. Related units are:PSPGOV202B Use routine workplace communication techniquesPSPGOV312A Use workplace communication strategiesPSPGOV412A Use advanced workplace communication strategies PSPGOV512A Use complex workplace communication skillsNo licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Prepare for high-level communication
  • 1.1 Communication objectives are clarified, those to be present are confirmed and communication mode is identified.
  • 1.2 Analysis is undertaken to anticipate the likely attitudes of and positions to be taken by those present on the matters under discussion.
  • 1.3 Communication styles of those to be present are considered and their effect on the tone and likely direction/progress of the discussion is assessed.
  • 1.4 Critical self-evaluation of communication strengths and vulnerabilities is undertaken and compared with other participant/s knowledge, styles and likely approaches in planned encounters.
  • 1.5 Subject matter is researched/organised, key messages to be conveyed are distilled and tactics planned to utilise personal strengths and maximise outcomes for the organisation in accordance with legislation, policy and guidelines.
2. Critically analyse and respond to opinions
  • 2.1 Others are listened to critically and responsively to evaluate complex levels of meaning in spoken communication and to identify impartiality, bias or unsupported argument.
  • 2.2 Tone, style, non-verbal elements and points of view of speakers are noted and their use in influencing and affecting particular outcomes is considered.
  • 2.3 Reaction to speakers and their point of view is analysed to identify and manage emotional triggers and maintain objectivity.
  • 2.4 Opposing/challenging views are welcomed and examined for their value in achieving the same ends.
  • 2.5 Communication is examined for subtext, significant inclusions and exclusions, socio-cultural values, attitudes and assumptions.
  • 2.6 Complex concepts and ideas are explored to clarify understanding, and to challenge and justify interpretations based on underlying assumptions, beliefs and values.
3. Persuade and influence others
  • 3.1 Communication approach is chosen and used to maximise effect with the given audience.
  • 3.2 Sustained points of view are asserted with determination and conviction.
  • 3.3 Content and approach are modified when speaking to an unresponsive audience, and diversions and unexpected questions handled confidently.
  • 3.4 A variety of verbal and non-verbal behaviour is used to explain abstract ideas and expand on complex issues to maintain listener interest.
  • 3.5 Complex questions and arguments are responded to quickly and saliently, backed by reasoned explanation.
  • 3.6 Disagreements or conflicting personalities are handled objectively and agreements are negotiated where possible, concluding with positive summaries of achievement.
4. Reflect on and hone communication strategies
  • 4.1 Feedback from others is obtained, outcomes are assessed and underlying interactions and motivations analysed.
  • 4.2 Own vulnerability to emotional and other seductive appeals is analysed dispassionately.
  • 4.3 Lessons learnt are articulated and used to underpin future interactions.
  • 4.4 Sophisticated language structures and features that influence audiences to a preferred point of view are developed and practised.
  • 4.5 Creative and innovative communication strategies are explored and practised for a range of workplace applications in accordance with organisational requirements.
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.
Communication objectives may include:
share information
brief Minister
reach consensus
shape opinion
influence policy
represent the organisation's position
represent the business unit's interests in internal negotiations
resolve differences
negotiate a joint position/compromise
build reputation (of self and organisation)
market services
Those to be present may include:
peers
colleagues
those senior or junior to the position
staff from other agencies
senior executives/chief executive
ministerial liaison personnel
Minister
Minister's chief of staff
Mode of communication may include:
telephone
teleconference
video conference
Internet (online forums)
face-to-face
one-on-one, or in a group
forum, seminar or conference
Communication styles may include:
inter-cultural, equity or diversity considerations
consultative
collaborative
competitive
confrontational
soft
passive
assertive
aggressive
reasonable
bombastic
humorous
Organisation of subject matter may include:
identifying features, advantages and benefits and aligning evidence/examples
anticipating likely disagreements and structuring material to address these
Legislation, policy and guidelines may include:
State/Territory and Commonwealth legislation, regulations, policies, guidelines and standards relating to exchange of information in the public sector, such as:
ethics and accountability guidelines/codes of practice
information security standards
principles of equal employment opportunity, equity and diversity
freedom of information and privacy acts
intellectual property guidelines and policy
fraud standards
professional liability requirements
Reaction to speakers may include:
own reaction
others present
Communication approach may include:
catering to political sensitivities
working within government processes and operational frameworks
balancing intellectual debate and action
considering wider organisational/public sector issues
using language calculated to appeal emotionally to a particular audience, such as humorous, serious, cajoling, authoritarian
speaking with confidence and authority
covering cultural, ethnic, diversity or equity considerations
selecting a communication style appropriate to the occasion/audience such as consultative, collaborative, assertive, reasonable etc
Verbal and non-verbal behaviour may include:
inclusive language, ideas and information
congruent speech and body language
speaking with confidence
impartiality
responsiveness
drawing on different sources of information
Sophisticated language structures and features may include:
use of metaphors and similes
use of analogy, imagery and other comparisons
stylistic devices such as using pronounced downward inflection to convey 'the final word', or upward inflection to invite opinion/agreement
use of passive voice
using personal names repeatedly to convey intimacy or sincerity
using 'we' rather than 'I' to infer corporate rather than personal position
tone, style and point of view
rhetorical devices
irony
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:
PSPETHC601B Maintain and enhance confidence in public service
PSPGOV601B Apply government systems
PSPGOV602B Establish and maintain strategic networks
PSPGOV604A Foster leadership and innovation
PSPLEGN601B Manage compliance with legislation in the public sector
PSPMNGT604B Manage change
PSPMNGT605B Manage diversity
PSPMNGT606B Manage quality client service
PSPMNGT613A Develop partnering arrangements
PSPMNGT614A Facilitate knowledge management
PSPOHS602A Manage workplace safety
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 Employability Skills as they relate to this unit
opinion influenced in a range of (3 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
legislation, policy, procedures and protocols relating to public sector communication
current theory and practice on influencing skills for the public sector
case studies and workplace scenarios to capture the range of situations likely to be encountered when persuading and influencing opinion
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 persuading and influencing opinion, including coping with difficulties, irregularities and breakdowns in routine
opinion influenced in a range of (3 or more) contexts (or occasions, over time).
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
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
Replaced By
State Code National Code Title Type
AWV32 PSPGEN070 Persuade and influence opinion Unit of competency