- PSPMNGT604B - Manage change
Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners
PSPMNGT604B Mapping and Delivery Guide
Manage change
Version 1.0
Issue Date: May 2024
Qualification | - |
Unit of Competency | PSPMNGT604B - Manage change |
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Description | This unit covers the management of planned change (rather than emergent change) that may be caused by restructuring or Machinery of Government changes, change imposed by others, or business unit initiated change. It includes confirming that change is required, determining the likely impact of change, developing a change management strategy, fostering commitment to workplace change, and implementing the change management strategy.In practice, managing change occurs in the context of other generalist or specialist public sector workplace activities such as managing client service delivery, managing policy implementation, applying government systems, networking etc.This unit is one of 6 units of competency in the Working in Government and Management Competency fields that deal with change. Related units are:PSPGOV205B Participate in workplace changePSPGOV306B Implement changePSPGOV405B Provide input to change processesPSPGOV514A Facilitate changePSPMNGT703A Lead and influence changeThis unit replaces and, for qualification purposes, is equivalent to PSPMNGT604A Manage change. The unit no longer includes evaluation of change management strategies. Evaluation is addressed in PSPMNGT611A Manage evaluations in the Management Competency field of the Training Package.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication | ||
Employability Skills | This unit contains employability skills. | ||
Learning Outcomes and Application | Not applicable. | ||
Duration and Setting | X weeks, nominally xx hours, delivered in a classroom/online/blended learning setting. |
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Prerequisites/co-requisites | Not applicable. | ||
Competency Field | Management. |
Development and validation strategy and guide for assessors and learners | Student Learning Resources | Handouts Activities |
Slides PPT |
Assessment 1 | Assessment 2 | Assessment 3 | Assessment 4 | |
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Elements of Competency | Performance Criteria | |||||||
Element: Confirm that change is required |
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Element: Determine the likely impact of change |
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Element: Develop a change management strategy |
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Element: Foster commitment to workplace change |
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Element: Implement a change management strategy |
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Element: Confirm that change is required |
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Element: Determine the likely impact of change |
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Element: Develop a change management strategy |
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Element: Foster commitment to workplace change |
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Element: Implement a change management strategy |
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Evidence Required
List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.
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 PSPLEGN601B Manage compliance with legislation in the public sector PSPPOL603A Manage policy implementation |
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) 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 managing change in the public sector change management strategies applicable to the public sector tactics for dealing with ambiguity |
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 managing change, including coping with difficulties, irregularities and breakdowns in routine management of change in a range of (2 or more) contexts (or occasions, over time) a variety of contexts that reflect the continuum of change management, 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 portfolios projects questioning scenarios 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 |
Submission Requirements
List each assessment task's title, type (eg project, observation/demonstration, essay, assignment, checklist) and due date here
Assessment task 1: [title] Due date:
(add new lines for each of the assessment tasks)
Assessment Tasks
Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.
This section describes the essential skills and knowledge and their level, required for this unit. |
Skill requirements Look for evidence that confirms skills in: influencing and counselling in the context of change management engaging in negotiation and conflict resolution in a change management environment monitoring change management strategies consulting with stakeholders using a variety of words and language structures to explain complex ideas to different audiences interpreting and explaining complex, formal documents and assisting others to apply them in the workplace preparing written advice and reports requiring reasoning and precision of expression responding to diversity, including gender, disability applying public sector legislation such as occupational health and safety and environmental and sustainability requirements in the context of change management |
Knowledge requirements Look for evidence that confirms knowledge and understanding of: change management strategies effects of change industrial relations issues as applicable to change processes negotiation processes key factors in the internal and external operating environment equal employment opportunity, equity and diversity principles understanding of organisational goals, policies and procedures jurisdictional legislation applicable to management and human resource management functions |
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. | |
Change may occur: | in response to government policy or Ministerial direction in response to Machinery of Government changes through organisational development or design strategies created by senior management through business unit level initiatives in response to technology changes |
Business unit may refer to: | a program sub-program cost centre area division branch production unit or section located within the organisation |
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 human resources specialists |
Change management strategy may include: | risk management plan communication strategy timeframes milestones performance indicators |
Legislation and organisational policy may include: | Commonwealth and State/Territory legislation including equal employment opportunity and anti-discrimination law national and international codes of practice and standards environmental/sustainability practices the organisation's policies and practices government policy codes of conduct Machinery of Government changes |
Interim checkpoints are : | points throughout the change implementation where the success of change management is assessed and change management plans are altered in response |
Strategies to foster commitment to change may include: | nurturing mutually beneficial and trusting relationships with stakeholders team building process consultation action learning/research staff development and training guiding coalition using specialist expertise to support/facilitate an environment supportive of change organisational communication processes/mechanisms |
Leadership strategies may include: | offering guidance and direction mentoring coaching positive role modelling provision of training and support |
Barriers to change may include: | individual misunderstanding the purpose of the changes failure to see the need fear of the unknown fear of loss of status, security, power, friends lack of identification with the change lack of involvement in the change vested interests challenge to group norms/established roles conflict between personal/organisational objectives existing reward systems may support status quo interdepartmental rivalry/conflict threat to balance of power tired of change existing organisational culture change strategies poorly chosen history of failed change projects inappropriate organisational structure |
Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.
Observation Checklist
Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice | Yes | No | Comments/feedback |
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The requirement for change is confirmed through consideration of factors impacting upon the business unit, the organisation or within the political environment | |||
Key stakeholders are consulted in establishing that change is required/imminent and the nature of the change | |||
Benchmarking is conducted with other similar organisations/functions/best practice standards to confirm the need for change | |||
Specialists and experts are consulted as required to assist in the identification of major change requirements or opportunities | |||
The need for management support, expertise and advice is identified and addressed to maximise the advantages of change management strategies | |||
The proposed change is analysed in relation to organisational structure and function, and business unit strategic objectives | |||
The individuals, groups and others likely to be affected by change are identified and their expectations and concerns are identified | |||
The eventual impact of the proposed change on employees and employee relations within the business unit is identified and explained in line with individuals' specific needs and their differing responses to change | |||
Options and specific proposals for change and the consequences are discussed with staff and feedback is invited to ensure that people are involved in the decisions that affect them | |||
Potential risks associated with change are identified and planned for in accordance with the organisation's risk management procedures | |||
The requirements and planned outcomes for change are communicated in accordance with government requirements | |||
Change management strategy and related communication strategies are prepared participatively with key stakeholders | |||
The strategy is structured to address the transition from present to future arrangements and identifies tactics for dealing with ambiguity in roles, functions, organisational priorities or structures | |||
Future trends and organisational needs are discussed and considered in the process of developing strategies for dealing with change | |||
Change management activities are designed to comply with the framework provided by relevant legislation and organisational policy | |||
Time schedules, performance standards and interim checkpoints are devised for change management strategies | |||
Approval to implement the chosen change management strategy is obtained from senior management | |||
A range of strategies is used to foster a positive attitude to change, especially from the individuals on whom the organisational change will have the most effect | |||
Advice is provided to key stakeholders on strategies for effective change management and sensitivity is shown to people's individual responses to change | |||
Resources required to implement change within the business unit are obtained and used | |||
Leadership and communication strategies are used to assist others to deal with ambiguity and adapt to change | |||
Policies, practices and procedures are altered and implemented as required to support the change management strategy | |||
Barriers to change are identified and addressed in accordance with the organisation's risk management plan | |||
Priorities are identified, reviewed and renegotiated with key stakeholders in light of changing circumstances | |||
Strategies for embedding the change are activated in accordance with the change management strategy | |||
A system/process and performance indicators are developed to monitor the impact of change | |||
Adjustments to the change management strategy are implemented if necessary as a result of performance monitoring, to ensure change is managed effectively for sustained positive outcomes | |||
The requirement for change is confirmed through consideration of factors impacting upon the business unit, the organisation or within the political environment. | |||
Key stakeholders are consulted in establishing that change is required/imminent and the nature of the change. | |||
Benchmarking is conducted with other similar organisations/functions/best practice standards to confirm the need for change. | |||
Specialists and experts are consulted as required to assist in the identification of major change requirements or opportunities. | |||
The need for management support, expertise and advice is identified and addressed to maximise the advantages of change management strategies. | |||
The proposed change is analysed in relation to organisational structure and function, and business unit strategic objectives. | |||
The individuals, groups and others likely to be affected by change are identified and their expectations and concerns are identified. | |||
The eventual impact of the proposed change on employees and employee relations within the business unit is identified and explained in line with individuals' specific needs and their differing responses to change. | |||
Options and specific proposals for change and the consequences are discussed with staff and feedback is invited to ensure that people are involved in the decisions that affect them. | |||
Potential risks associated with change are identified and planned for in accordance with the organisation's risk management procedures. | |||
The requirements and planned outcomes for change are communicated in accordance with government requirements. | |||
Change management strategy and related communication strategies are prepared participatively with key stakeholders. | |||
The strategy is structured to address the transition from present to future arrangements and identifies tactics for dealing with ambiguity in roles, functions, organisational priorities or structures. | |||
Future trends and organisational needs are discussed and considered in the process of developing strategies for dealing with change. | |||
Change management activities are designed to comply with the framework provided by relevant legislation and organisational policy. | |||
Time schedules, performance standards and interim checkpoints are devised for change management strategies. | |||
Approval to implement the chosen change management strategy is obtained from senior management. | |||
A range of strategies is used to foster a positive attitude to change, especially from the individuals on whom the organisational change will have the most effect. | |||
Advice is provided to key stakeholders on strategies for effective change management and sensitivity is shown to people's individual responses to change. | |||
Resources required to implement change within the business unit are obtained and used. | |||
Leadership and communication strategies are used to assist others to deal with ambiguity and adapt to change. | |||
Policies, practices and procedures are altered and implemented as required to support the change management strategy. | |||
Barriers to change are identified and addressed in accordance with the organisation's risk management plan. | |||
Priorities are identified, reviewed and renegotiated with key stakeholders in light of changing circumstances. | |||
Strategies for embedding the change are activated in accordance with the change management strategy. | |||
A system/process and performance indicators are developed to monitor the impact of change. | |||
Adjustments to the change management strategy are implemented if necessary as a result of performance monitoring, to ensure change is managed effectively for sustained positive outcomes. |
Forms
Assessment Cover Sheet
PSPMNGT604B - Manage change
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Assessment Record Sheet
PSPMNGT604B - Manage change
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