Elements and Performance Criteria

RANGE STATEMENT
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Range of techniques and tools for creative thinking may include:
brainstorming
concept maps
creative thinking matrix
DeBono tools (e.g. six hats)
foresight tools
Kirton Adaptation Innovation Inventory
mindmapping (Buzan)
nominal group technique
scenario analysis.
Overall context may include the environment relating to:
culture
electronic and non-physical context
global
local or regional
national
work group or community.
Conditions for innovation may span causal factors and issues relating to:
ability to gain and respond to customer feedback
available resources (in all their forms)
business systems
changes to workflow and processes
competency, capability and skills of the workforce
culture and values
economic change
emerging technologies
executive support for innovation
external
globalisation
government regulations, policy or funding initiatives
internal
labour market and industry changes and restructures
learning culture
management practices
new business models
new markets
organisational sociocultural circumstances and issues (for example, within Indigenous organisations)
research and development focus and support
shift to knowledge economy or new economy
structure and design of work in the organisation
technology change and convergence
vision, core purpose and capabilities.
Drivers are factors or changes that impel innovative practice and may include:
customer expectations
globalisation
market shifts
new legislation (such as compliance)
policies (such as environmental protection)
price and profitability
technology change.
Enablers are factors that help innovation overcome barriers and may include:
breakthroughs
collaboration
culture
development
intellectual property
inventions
management support
profitability
research
resources
responsiveness
skilled workforce
technology.
Leadership style will usually be differentiated by five classical approaches:
autocratic (non-participative)
charismatic flexibility
democratic (participative)
laissez faire (free reign)
paternalistic.
Risks may include:
damage to property/equipment
environmental
market changes
OHS (including disease)
product failure
professional incompetence
resource deficiencies
systems and process failures.
Mechanisms at system and process level may be physical or electronic and relate to:
customer management
human resources
information technology
learning
market
OHS
operations
planning (strategic and corporate)
quality
research and development
risk
resource management
supply chain management
structural and performance hierarchies (strata).

EVIDENCE GUIDE
The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
comprehensive understanding and application of key concepts, current theories and processes for promoting innovative thinking and practices in an organisational context
critical examination of trends in thinking and emerging practices as they relate to an organisation's current thinking and practices
knowledge of social, political, economic and technological developments that determine the broad context for innovation in the relevant workplace context.

Context of and specific resources for assessment
Assessment must ensure:
assessment over a sufficient timeframe to allow holistic assessment of the candidate's capacity to lead and sustain innovative thinking and practice
opportunities for interaction with others to reflect the collaborative nature of the innovation process
access to current organisational documentation and support materials.

Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate
evaluation of reports prepared by the candidate to propose strategies and techniques for building innovative thinking and practice within a given organisational context
oral or written questioning to assess knowledge of innovation theory and practice, context for innovation, and factors that affect innovation in a particular organisation.

Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
BSBINN601B Manage organisational change
BSBLED701A Lead personal and strategic transformation
BSBLED702A Lead learning strategy implementation
PSPMNGT614A Facilitate knowledge management.