Unit of competency Outline
Date retreived
23/07/2026 9:25 AM AWST
23/07/2026 9:25 AM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Manage change
Manage change
Unit of competency
National Code
PSPMNGT604B
PSPMNGT604B
State Code
C8209
C8209
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
08/07/2014
Field of Education
080399 - Business And Management, N.e.c.
Original Release Date
08/07/2014
Nominal Hours
40
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
Notes
Elements and Performance Criteria
1. Confirm that change is required
- 1.1 The requirement for change is confirmed through consideration of factors impacting upon the business unit, the organisation or within the political environment.
- 1.2 Key stakeholders are consulted in establishing that change is required/imminent and the nature of the change.
- 1.3 Benchmarking is conducted with other similar organisations/functions/best practice standards to confirm the need for change.
- 1.4 Specialists and experts are consulted as required to assist in the identification of major change requirements or opportunities.
- 1.5 The need for management support, expertise and advice is identified and addressed to maximise the advantages of change management strategies.
2. Determine the likely impact of change
- 2.1 The proposed change is analysed in relation to organisational structure and function, and business unit strategic objectives.
- 2.2 The individuals, groups and others likely to be affected by change are identified and their expectations and concerns are identified.
- 2.3 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.
- 2.4 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.
- 2.5 Potential risks associated with change are identified and planned for in accordance with the organisation's risk management procedures.
- 2.6 The requirements and planned outcomes for change are communicated in accordance with government requirements.
3. Develop a change management strategy
- 3.1 Change management strategy and related communication strategies are prepared participatively with key stakeholders.
- 3.2 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.
- 3.3 Future trends and organisational needs are discussed and considered in the process of developing strategies for dealing with change.
- 3.4 Change management activities are designed to comply with the framework provided by relevant legislation and organisational policy.
- 3.5 Time schedules, performance standards and interim checkpoints are devised for change management strategies.
- 3.6 Approval to implement the chosen change management strategy is obtained from senior management.
4. Foster commitment to workplace change
- 4.1 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.
- 4.2 Advice is provided to key stakeholders on strategies for effective change management and sensitivity is shown to people's individual responses to change.
- 4.3 Resources required to implement change within the business unit are obtained and used.
- 4.4 Leadership and communication strategies are used to assist others to deal with ambiguity and adapt to change.
5. Implement a change management strategy
- 5.1 Policies, practices and procedures are altered and implemented as required to support the change management strategy.
- 5.2 Barriers to change are identified and addressed in accordance with the organisation's risk management plan.
- 5.3 Priorities are identified, reviewed and renegotiated with key stakeholders in light of changing circumstances.
- 5.4 Strategies for embedding the change are activated in accordance with the change management strategy.
- 5.5 A system/process and performance indicators are developed to monitor the impact of change.
- 5.6 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 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
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
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
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
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| C3443 | PSPMNGT604A | Manage change | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AWU58 | PSPMGT003 | Manage change | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| C805 | PSP60504 | Advanced Diploma of Government (Management) | Qualification |
| J327 | PSP60512 | Advanced Diploma of Government (Management) | Qualification |
| J331 | PSP61212 | Advanced Diploma of Government (Procurement and Contracting) | Qualification |
| J332 | PSP61312 | Advanced Diploma of Government (Road Transport Compliance | Qualification |
| W519 | PMA60108 | Advanced Diploma of Process Plant Technology | Qualification |