Unit of competency Outline

Date retreived
23/07/2026 2:37 AM AWST

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Develop and use political nous

Develop and use political nous

Unit of competency
National Code
PSPGOV515A
State Code
C8045
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
07/07/2014
Field of Education
090101 - Political Science
Original Release Date
07/07/2014
Nominal Hours
40
Description
This unit covers the development and use of political nous to navigate and succeed in the political environment of the public sector. It includes identifying the political terrain, evaluating the political environment, forming alliances, and bargaining and negotiating to achieve outcomes.In practice, developing and using political nous may overlap with other generalist or specialist public sector work activities such as acting ethically, complying with legislation, providing client service, leading a group, developing policy etc.This is one of 3 units of competency in the Working in Government Competency Field that deal with government processes. Related units are:PSPGOV422A Apply government processes PSPGOV601B Apply government systemsNo licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Identify the political terrain
  • 1.1 Stakeholder positions are identified and taken account of.
  • 1.2 Corporate politics are analysed to identify agendas and players.
  • 1.3 Awareness of and sensitivity to political agendas, both open and hidden, are developed and utilised.
  • 1.4 The current agenda is located in the wider context to appreciate the big picture and provide more than one perspective.
  • 1.5 The impact of the agenda on the work area is identified and confirmed in accordance with organisational protocols.
2. Evaluate the political environment
  • 2.1 Information is sourced from inside and outside the organisation, and its authenticity and reliability are confirmed.
  • 2.2 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.
3. Form alliances
  • 3.1 Power structure and sources of power are identified in the organisation and the wider public sector.
  • 3.2 People prepared to trade mutual support are identified and the benefits assessed.
  • 3.3 Risks and benefits of possible alliances are weighed.
  • 3.4 Interested groups/individuals are lobbied to gain support and acceptance of ideas/courses of action.
  • 3.5 Influence is built with key policy makers, decision makers and key influencers, in accordance with public sector standards and legislation.
4. Bargain and negotiate to achieve outcomes
  • 4.1 Sound positions are developed with supporting arguments.
  • 4.2 Responses to possible contradictory positions are formulated.
  • 4.3 Positions are negotiated and refined with feedback from the negotiation process.
  • 4.4 Consensus with others is achieved for one's position.
  • 4.5 Outcomes are implemented in accordance with organisational policy and procedures.
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.
Stakeholders may include:
people within the organisation and the public sector
public sector organisations
non-government organisations
community organisations
peak bodies
lobby groups
statutory bodies
industry groups
local government
Identification of positions may include:
knowing who to talk to
recognising informal as well as formal structures
using personal profile within the organisation
Power may include:
positional power
coercive power
power in relationships
control of scarce resources
information and knowledge
interpersonal alliances
Key decision makers may include:
senior executive officers
government bodies
special interest groups
policy officers
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:
PSPETHC501B Promote the values and ethos of public service
PSPLEGN501B Promote compliance with legislation in the public sector
PSPGOV510A Undertake and promote career management
PSPGOV511A Provide leadership
PSPGOV512A Use complex workplace communication strategies
PSPGOV516A Develop and use emotional intelligence
PSPPOL501A Develop organisation policy.
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
development and use of political nous 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 the public sector
organisational and public sector power structures and sources of power
case studies and workplace scenarios to capture the range of situations likely to be encountered when developing and using political nous
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 developing and using political nous, including coping with difficulties, irregularities and breakdowns in routine
development and use of political nous 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
portfolios
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
Replaced By
State Code National Code Title Type
AWV44 PSPGEN057 Develop and use political nous Unit of competency