The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!
From the Wiki University
What evidence can you provide to prove your understanding of each of the following citeria?
Identify the political terrain
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Stakeholder positions are identified and taken account of. Completed |
Evidence:
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Corporate politics are analysed to identify agendas and players. Completed |
Evidence:
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Awareness of and sensitivity to political agendas, both open and hidden, are developed and utilised. Completed |
Evidence:
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The current agenda is located in the wider context to appreciate the big picture and provide more than one perspective. Completed |
Evidence:
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The impact of the agenda on the work area is identified and confirmed in accordance with organisational protocols. Completed |
Evidence:
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Evaluate the political environment
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Information is sourced from inside and outside the organisation, and its authenticity and reliability are confirmed. Completed |
Evidence:
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An analysis of the political, social and economic environment is undertaken that takes into account emerging trends and current and possible future goals of the organisation. Completed |
Evidence:
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Form alliances
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Power structure and sources of power are identified in the organisation and the wider public sector. Completed |
Evidence:
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People prepared to trade mutual support are identified and the benefits assessed. Completed |
Evidence:
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Risks and benefits of possible alliances are weighed. Completed |
Evidence:
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Interested groups/individuals are lobbied to gain support and acceptance of ideas/courses of action. Completed |
Evidence:
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Influence is built with key policy makers, decision makers and key influencers, in accordance with public sector standards and legislation. Completed |
Evidence:
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Bargain and negotiate to achieve outcomes
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Sound positions are developed with supporting arguments. Completed |
Evidence:
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Responses to possible contradictory positions are formulated. Completed |
Evidence:
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Positions are negotiated and refined with feedback from the negotiation process. Completed |
Evidence:
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Consensus with others is achieved for one's position. Completed |
Evidence:
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Outcomes are implemented in accordance with organisational policy and procedures. Completed |
Evidence:
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