Student’s Name:

Trainer’s Name: Syed Saqib Hussain

Date: 01/07/2018

Teacher Remarks:

BSBINN601
Lead and manage
organisational change
Learner Workbook
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Assessment criteria for BSBINN601

Lead and manage organisational change
In this document, you will find the criteria that are required to become competent in this unit. For
further information on each element, you can refer to the Assessment Matrix. Included in this
document are the elements for the unit, critical aspects of assessment and required skills and
knowledge, as well as an assessment tool definition list and the crucial observation and third party
check lists. As well as all of the areas covered here, each student must also complete all workbook
activities, case studies and major activities, where stated, to become competent within this unit.

NOTE – Re-assessment:

Students will have maximum two (2) reassessments attempts if competency is not achieved on the
first instance.

The final grade of ‘C’ for Competent or ‘NC’ for Not Competent is only given at the completion of
the unit of competency when all components or parts of the assessment are graded as ‘S’ for
Satisfactory. Unsatisfactory results are marked as NS.

Elements for Competency Demonstration

Elements for Competency Assessment:
1. Identify change requirements and opportunities
2. Develop change management strategy
3. Implement change management strategy
Performance Evidence:
Evidence of the ability to:

 Analyse and interpret information about the organisation’s internal and external
environment and consult with stakeholders to identify requirements and
opportunities for changes that support organisational objectives
 Prioritise opportunities for changes with input from managers
 Develop a change management project plan for the priority changes incorporating
resource requirements, risk management and timelines
 Develop strategies to communicate or educate the changes and embed them
 Obtain approvals and agree reporting protocols with relevant managers and
implement the plan including addressing barriers to change
 Review and evaluate the change management project plan and modify as needed to
achieve objectives
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Foundation Skills:
Reading

 Interprets detailed information that may deal with complex ideas related to issues
both within and outside the workplace context

Writing

 Uses clear and precise language to develop information about objectives,

requirements, activities and recommendations

 Develops complex plans and strategies in appropriate format for the audience and
purpose

Oral communication

 Discusses and seeks information using appropriate structure and language for the
particular audience

 Uses questioning and active listening to clarify or confirm understanding

Numeracy

 Interprets, analyses and presents numeric/financial information in complex

documents

Navigate the world of work

 Takes a lead role in the development of organisational strategic goals and

associated roles and responsibilities

Interact with others

 Uses a variety of communication tools and strategies to build and maintain effective
working relationships

 Uses inclusive and collaborative techniques to seek feedback, negotiate and consult
with a range of stakeholders

Get the work done

 Plans, organises and implements activities required to achieve strategic priorities

and outcomes, including consulting with others and sequencing events to minimise
uncertainty for staff

 Uses problem-solving skills to identify and analyse issues or barriers, and develop
responses

 Develops new and innovative ideas through exploration and lateral thinking
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Knowledge Evidence:
To complete the unit requirements safely and effectively, the individual must:

 Explain the change management process or cycle and strategies for communicating
and embedding change

 Explain how organisational behaviour and the external environment can impact on
change strategies

 Describe the components of a change management project plan

 List potential barriers to change and explain possible strategies to address barriers

Assessment Conditions:
Assessment must be conducted in a safe environment where evidence gathered demonstrates
consistent performance of typical activities experienced in the creativity and innovation and include
access to:

 Workplace documentation and resources

 Office equipment, materials and software packages

 Case studies or, where available, real situations

 Interaction with others

Assessors must satisfy NVR/AQTF assessor requirements.

Links:
Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes -
http://www.ibsa.org.au/companion_volumes

Any observations and practical assessments must be recorded in the observation checklist. All
practical tasks should be demonstrated during the length of the course. As the instructor you must
maintain a record demonstrating the date of the practical activities and any comments relevant to
the performance of each student. Where a student is not able to demonstrate competence in a
practical observation activity, further questioning should be put in its place.

As the instructor, you could be assessing the student’s literacy, numeracy and language skills, as well
as the content and context of his/her answers.

In some cases, you will have to adjust and amend the assessment tools, using different and varied
methods (such as oral assessment), to allow students to be assessed according to their needs and
abilities.

Assessment Tool Definitions
Assessment Tool
Learner Workbook Activities
(Entire completion is required)
Observation/Demonstration
(To be completed for each numbered point as
stated on the checklist)
Major Activity
(Entire completion is required)
Skills and Knowledge Activity
(Entire completion is required)
Third Party
(To be completed for each numbered point as
stated on the checklist)
Case Study
(Entire completion is required)
Learner Guide
(To be used as an informational guide)
Evidence Document
(Not a necessity for completion of unit but can be
used as an aid or to collect further evidence)
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How is it used? What is it?
Each student should be given a Learner Workbook which
will hold a number of activities, both formative and
summative, that all need to be completed in conjunction
with the appropriate sessions. The PowerPoint, Learner
Guide and instructor should provide further information to
help with the activities.
An observation should be completed for each of the
students by the instructor. If the tasks aren’t everyday
actions, a simulated environment is acceptable or a
demonstration can be set up. An observation checklist can
be found at the end of this document.
A Major Activity is a summative assessment and can be
found in the Learner Workbook, after all of the activities
are completed. This is an extended piece of summative
assessment which should take anywhere between 1-2
hours and every student should complete this work. It is a
requirement for each unit to check knowledge and
understanding.
A Skills and Knowledge Activity is a summative assessment
and is found before the Major Activity in the Learner
Workbook. This should take between 1-2 hours and every
student should complete this work. It is a requirement for
each unit to check knowledge and understanding of the
foundation skills and knowledge evidence.
A Third Party checklist is very similar to an Observation
Checklist in its format, but it can be completed by someone
who works with the learner and has witnessed them
completing tasks which coincide with the elements of the
unit. The checklist can be found at the end of this
document.
Not all units will have Case Studies but those that do will be
clearly stated within the PowerPoint and the Learner
Workbook. It will appear as any other activity but it will be
named ‘Case Study’ and will provide an example of a
possible real life situation for the learner to read, interpret
and then answer questions on.
The Learner Guide links with the Learner Workbook as it
provides the information given during sessions and more. It
can help students to further their knowledge and to also
complete the activities.
The Evidence Document lists all of the Elements and
Performance Criteria with an area for written reports etc,
to add evidence to the student’s portfolio. It can be used
for any of the performance criteria, especially those which
may not have been covered by any other assessment tool.
The student can circle a number of the criteria that they
may feel they need further evidence of or it can be used as
a guide for completing further Observations and Third
Party reports.
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Observation/Demonstration
Throughout this unit, the learner will be expected to show their competency of the elements
through observations or demonstrations. The observations and demonstrations will be completed as
well as the formative and summative assessments found in the Learner Workbook. An explanation
of demonstrations and observations:

Demonstration is off-the-job

A demonstration will require:

 Performing a skill or task that is asked of you

 Undertaking a simulation exercise
Observation is on-the-job

The observation will usually require:

 Performing a work based skill or task

 Interaction with colleagues and/or customers
The observation/demonstration will take place either in the workplace or the training environment,
depending on the task to be undertaken and whether it is an observation or demonstration. Each
task must be observed. You will need to ensure you provide the learner with the correct equipment
and/or materials to complete the task. You will also need to inform the learner of the time they have
to complete the task; this will once again vary, depending on the task.

Learner should be able to demonstrate they can:

1. Identify change requirements and opportunities

2. Develop change management strategy
3. Implement change management strategy
Learners should also demonstrate the following skills:

 Reading

 Writing

 Oral communication

 Numeracy

 Navigate the world of work

 Interact with others

 Get the work done

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Observation/Demonstration Checklist
Candidate’s Name
Assessor or Observer’s Name Syed Saqib Hussain
Unit of Competence
BSBINN601 Lead and Manage Organisational Change
(Code and Title)

Date of Assessment 01/07/2018

Location 75 Gozzard Stree, Gungahlin 2912 ACT, Australia
Demonstration Tasks Completed
Materials and Equipment Provided
Tasks to be observed, demonstrated or simulated Yes No Comment
if appropriate
1. Identify change requirements and
opportunities:
Did the learner demonstrate that they could
identify strategic change needs through an
analysis of organisational objectives?
2. Identify change requirements and
opportunities:
Did the learner demonstrate that they could
review existing policies and practices against
strategic objectives to identify where changes
are required?
3. Identify change requirements and
opportunities:
Did the learner demonstrate that they could
monitor the external environment to identify
events or trends that impact on the
achievement of organisational objectives?
4. Identify change requirements and
opportunities:
Did the learner demonstrate that they could
identify major operational change
requirements due to performance gaps,
business opportunities or threats, or
management decisions?
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5. Identify change requirements and

opportunities:
Did the learner demonstrate that they could
review and prioritise change requirements or
opportunities with relevant managers?
6. Identify change requirements and
opportunities:
Did the learner demonstrate that they could
consult stakeholders, specialists and experts to
assist in the identification of major change
requirements and opportunities?
7. Develop change management strategy:
Did the learner demonstrate that they could
undertake cost-benefit analysis for high
priority change requirements and
opportunities?
8. Develop change management strategy:
Did the learner demonstrate that they could
undertake risk analysis and apply problem
solving and innovation skills to identify
barriers to change and agree and record
mitigation strategies?
9. Develop change management strategy:
Did the learner demonstrate that they could
develop change management project plan?
10. Develop change management strategy:
Did the learner demonstrate that they could
obtain approvals from relevant authorities to
confirm the change management process?
11. Develop change management strategy:
Did the learner demonstrate that they could
assign resources to the project and agree
reporting protocols with relevant managers?
12. Implement change management strategy:
Did the learner demonstrate that they could
develop communication or education plan, in
consultation with relevant groups and
individuals, to promote the benefits of the
change to the organisation and to minimise
loss?
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13. Implement change management strategy:

Did the learner demonstrate that they could
arrange and manage activities to deliver the
communication or education plans to relevant
groups and individuals?
14. Implement change management strategy:
Did the learner demonstrate that they could
consult with relevant groups and individuals
for input into the change process?
15. Implement change management strategy:
Did the learner demonstrate that they could
identify and respond to barriers to the change
according to risk management plans?
16. Implement change management strategy:
Did the learner demonstrate that they could
action interventions and activities set out in
project plan according to project timetable?
17. Implement change management strategy:
Did the learner demonstrate that they could
activate strategies for embedding the change?
18. Implement change management strategy:
Did the learner demonstrate that they could
conduct regular evaluation and review and
modify project plan where appropriate to
achieve change program objectives?
The candidate’s Not Satisfactory Satisfactory
performance was:

Further Comments:

Candidate’s Signature

Assessor/Observer’s Syed Saqib Hussain

Signature
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Support Questions for observation checklist

Candidate’s Name

Assessor or Observer’s Name

Unit of Competence
(Code and Title)

Date of Assessment

Location

The candidate’s performance was: Not Satisfactory Satisfactory

Client Feedback

Candidate’s Signature

Assessor/Observer’s Signature
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Third Party Reports

The Third Party Report should be completed by a senior member of staff i.e. a supervisor or
manager, where possible. The report should cover the points below, with a description to show that
the tasks have been witnessed over time, while working with the learner. Examples, times, dates etc.
should be included, if possible.

As this unit is about leading and managing organisational change, you will need to have witnessed
the learner within a working or training environment:

1. Identifying change requirements and opportunities

2. Developing change management strategy

3. Implementing change management strategy.

Ticking yes/no next to the tasks is required, as well as an accompanying report.

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Third Party Checklist

Candidate’s Name

Assessor or Observer’s Name

Unit of Competence
(Code and Title)

Date of Assessment

Location

Demonstration Tasks

Materials and Equipment

Tasks to be simulated if not witnessed over time: Yes No

1. Did the learner identify strategic change needs through an analysis of
organisational objectives?
2. Did the learner review existing policies and practices against strategic
objectives to identify where changes are required?
3. Did the learner monitor the external environment to identify events or
trends that impact on the achievement of organisational objectives?
4. Did the learner identify major operational change requirements due to
performance gaps, business opportunities or threats, or management
decisions?
5. Did the learner review and prioritise change requirements or
opportunities with relevant managers?
6. Did the learner consult stakeholders, specialists and experts to assist in
the identification of major change requirements and opportunities?
7. Did the learner undertake cost-benefit analysis for high priority change
requirements and opportunities?
8. Did the learner undertake risk analysis and apply problem solving and
innovation skills to identify barriers to change and agree and record
mitigation strategies?
9. Did the learner develop change management project plan?

10. Did the learner obtain approvals from relevant authorities to confirm
the change management process?
11. Did the learner assign resources to the project and agree reporting
protocols with relevant managers?
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12. Did the learner develop communication or education plan, in

consultation with relevant groups and individuals, to promote the
benefits of the change to the organisation and to minimise loss?
13. Did the learner arrange and manage activities to deliver the
communication or education plans to relevant groups and individuals?
14. Did the learner consult with relevant groups and individuals for input
into the change process?
15. Did the learner identify and respond to barriers to the change according
to risk management plans?
16. Did the learner action interventions and activities set out in project
plan according to project timetable?
17. Did the learner activate strategies for embedding the change?

18. Did the learner conduct regular evaluation and review and modify
project plan where appropriate to achieve change program objectives?

The candidate’s Not Satisfactory Satisfactory

performance was:

Further comments:

Candidate’s Signature

Assessor/Observer’s
Signature
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Third Party Evidence

Confidential Information
Name of Candidate

RTO:

Unit(s) of Competence

As part of the assessment for the units of competency, we are seeking evidence to support a
judgment about the candidate’s competence. As part of the evidence of competence we are seeking
reports from the supervisor and other people who work closely with the candidate.

Name of the supervisor:

Workplace:

Address:

Phone:

Do you understand which evidence/tasks the candidate has Yes No

provided/performed that you are required to comment on?
As the assessor explains the purpose of the candidates Yes No
assessment?
Are you aware that the candidate will see a copy of this form? Yes No
Are you willing to be contacted should further verification of this Yes No
statement be required?

What is your relationship to the

candidate?

How long have you worked with the

person being assessed?

How closely do you work with the

candidate in the area being
assessed?

What is your technical experience

and/or qualification (s) in the area
being assessed? (Include any
assessment or training
qualifications.)

Does the candidate:

Perform tasks to the industry standards? Yes No

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Managed job tasks effectively? Yes No

Implement safe working practices? Yes No

Solve problems on the job? Yes No

Work well with others? Yes No

Add that to new tasks? Yes No

With unusual or non-routine situations? Yes No

Overall do you believe the

candidate conforms to the
standard required by the unit
of competency on a consistent
basis?

Identify any training needs for the candidate:

Any other comments:

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Table of Contents
Table of Contents ....................................................................................................................... 15
Candidate Details ....................................................................................................................... 16
Assessment – BSBINN601: Lead and manage organisational change .......................................... 16
Competency Record to be completed by Assessor ...................................................................... 17
Activities ................................................................................................................................... 19
Activity 1A ..................................................................................................................................... 19
Activity 1B ..................................................................................................................................... 20
Activity 1C ..................................................................................................................................... 21
Activity 1D ..................................................................................................................................... 22
Activity 1E...................................................................................................................................... 23
Activity 2A ..................................................................................................................................... 24
Activity 2B ..................................................................................................................................... 25
Activity 2C ..................................................................................................................................... 26
Activity 2D ..................................................................................................................................... 27
Activity 2E...................................................................................................................................... 28
Activity 3A ..................................................................................................................................... 29
Activity 3B ..................................................................................................................................... 30
Activity 3C ..................................................................................................................................... 31
Activity 3D ..................................................................................................................................... 32
Activity 3E...................................................................................................................................... 33
Activity 3F...................................................................................................................................... 34
Activity 3G ..................................................................................................................................... 35
Skills and Knowledge Activity ........................................................................................................ 36
Major Activity ................................................................................................................................ 37
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Candidate Details
Assessment – BSBINN601: Lead and manage organisational change
Please complete the following activities and hand in to your trainer for marking. This forms part of
your assessment for BSBINN601: Lead and manage organisational change.

Name: _____________________________________________________________

Address: _____________________________________________________________

_____________________________________________________________

Email: _____________________________________________________________

Employer: _____________________________________________________________

Declaration

I declare that no part of this assessment has been copied from another person’s work with the
exception of where I have listed or referenced documents or work and that no part of this
assessment has been written for me by another person.

Signed: ____________________________________________________________

Date: ____________________________01/07/2018______________________

If activities have been completed as part of a small group or in pairs, details of the learners
involved should be provided below:

This activity workbook has been completed by the following persons and we acknowledge that it
was a fair team effort where everyone contributed equally to the work completed. We declare that
no part of this assessment has been copied from another person’s work with the exception of where
we have listed or referenced documents or work and that no part of this assessment has been
written for us by another person.

Learner 1: ____________________________________________________________

Signed: ____________________________________________________________

Learner 2: ____________________________________________________________

Signed: ____________________________________________________________

Learner 3: ____________________________________________________________

Signed: ____________________________________________________________
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Competency Record to be completed by Assessor

Learner Name: _______________________________________________________

Date of Assessment: ___________________01/07/2018___________________________

The learner has been assessed as competent in the elements and performance criteria and the
evidence has been presented as:

Assessor Initials

Authentic C

Valid C

Reliable C

Current C

Sufficient C

Learner is deemed: COMPETENT NOT YET COMPETENT (Please circle)

If not yet competent, date for re-assessment: ____________________________________

Comments from Trainer / Assessor:

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

Assessor Signature: ________Syed Saqib Hussain ____________________________

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Observation/Demonstration

Throughout this unit, you will be expected to show your competency of the elements through
observations or demonstrations. Your instructor will have a list of demonstrations you must
complete or tasks to be observed. The observations and demonstrations will be completed as well as
the activities found in this workbook. An explanation of demonstrations and observations:

Demonstration is off-the-job

A demonstration will require:

 Performing a skill or task that is asked of you

 Undertaking a simulation exercise
Observation is on-the-job

The observation will usually require:

 Performing a work based skill or task

 Interaction with colleagues and/or customers
Your instructor will inform you of which one of the above they would like you to do. The
demonstration/observation will cover one of the unit’s elements.

The observation/demonstration will take place either in the workplace or the training environment,
depending on the task to be undertaken and whether it is an observation or demonstration. Your
instructor will ensure you are provided with the correct equipment and/or materials to complete the
task. They will also inform you of how long you have to complete the task.

You should be able to demonstrate you can:

1. Identify change requirements and opportunities

2. Develop change management strategy
3. Implement change management strategy
You should also demonstrate the following skills:

 Reading

 Writing

 Oral communication

 Numeracy

 Navigate the world of work

 Interact with others

 Get the work done

 P a g e | 19

Activities
Activity 1A
Estimated Time 10 Minutes
Objective To provide you with an opportunity to identify strategic change needs through
an analysis of organisational objectives.
Activity Why is it important to analyse the organisation’s objectives when identifying
change requirements or opportunities?

Give three examples of the types of strategic change that may be required as a
result of an analysis of organisational objectives.
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Activity 1B
Estimated Time 10 Minutes
Objective To provide you with an opportunity to review existing policies and practices
against strategic objectives to identify where changes are required.
Activity Why should existing policies and practices be reviewed against strategic
objectives?

Imagine that an organisation has a new strategic objective concerning the

introduction of new technology throughout the business which will affect all
employees. Which types of policies and practices may need to be reviewed in
the light of this objective?
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Activity 1C
Estimated Time 20 Minutes
Objective To provide you with an opportunity to monitor the external environment to
identify events or trends that impact on the achievement of organisational
objectives.
Activity Give six examples of the types of external trends or events that may impact on
achievement of the organisation’s objectives.

Using the PESTLE analysis tool, identify three current factors in each category
which affect (or may potentially affect) your industry sector.

Current factors

Political

Economic

Sociological

Technological

Legal

Environmental
 P a g e | 22

Activity 1D
Estimated Time 20 Minutes
Objective To provide you with an opportunity to identify major operational change
requirements due to performance gaps, business opportunities or threats, or
management decisions.
Activity Give 3 examples of each of the following factors which may result in change in
an organisation:
Factor
Performance gaps

Business opportunities

Business threats

Management decisions

Imagine that a graphic design company has found that they are only delivering
70% of customer projects on time; that customer satisfaction is low and that a
competitor has started trading on the same business park, targeting the same
customer base. What changes might arise from this set of circumstances?
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Activity 1E
Estimated Time 1 Hour
Objective To provide you with an opportunity to review and prioritise change
requirements or opportunities with relevant managers; and to consult
stakeholders, specialists and experts to assist in the identification of major
change requirements and opportunities.
Activity Why is it important to review and prioritise change requirements or
opportunities with relevant managers and specialists?

Group and case study questions – to be conducted and assessed by the trainer.

In groups of three/four, the learner should consult with the group:

Meet with a group of managers about proposed new changes in manufacturing
processes to improve productivity and reduce waste for the supply of ready-
made sandwiches. Draw up an agenda for a meeting with this group and consult
them about the proposed changes and their priorities.

Case study exercise – to be carried out in pairs, the learner should brief:
Brief a contractor to support you in identifying opportunities for a major change
in your organisation/example organisation. What key points would you wish to
include in this conversation?
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Activity 2A
Estimated Time 15 Minutes
Objective To provide you with an opportunity to undertake cost-benefit analysis for high
priority change requirements and opportunities.
Activity Why is it important to undertake a cost-benefit analysis for high priority change
requirements and opportunities?

Imagine the graphic design company has decided to invest $50,000 in new
equipment, staff training and consultancy support to streamline its work flow.
What are the potential tangible and intangible benefits to be achieved from this
investment?
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Activity 2B
Estimated Time 20 Minutes
Objective To provide you with an opportunity to undertake risk analysis and apply
problem solving and innovation skills to identify barriers to change and agree
and record mitigation strategies.
Activity What is the purpose of a risk analysis when developing a change management
strategy?

Imagine that the graphic design company is introducing new technology and
working practices. What barriers might be encountered?

What mitigation strategies could be implemented to avoid the barriers

identified in the previous question?
 P a g e | 26

Activity 2C
Estimated Time 10 Minutes
Objective To provide you with an opportunity to develop change management project
plan.
Activity Why is it important to develop a change management project plan?

What key information should be included in the change management project

plan?
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Activity 2D
Estimated Time 1 Hour
Objective To provide you with an opportunity to obtain approvals from relevant
authorities to confirm the change management process.
Activity Why is it important to gain approval from relevant authorities for change
management processes?

The following question is to be conducted and assessed by the trainer.

In pairs, the learner should carry out the following task:

You are applying for access to a funding partner’s grant for businesses such as
yours (or example business). You are seeking their approval for a change
programme in which you are requesting a $5,000 investment in developing new
procedures and staff training.

Consult with and ask the funding partner for approval

You may want to include the following points in your consultation:

 Review the funding partner’s criteria for awarding the grant

 Ask the funding partner for examples of the types of projects that they
have invested in before, and the types of projects which they will
support in the future
 Brief the funding provider on your proposal and how it satisfies their
criteria and benefits the business, staff and customers
 Share the change management strategy and project plan with them
 Sell the benefits of your change programme
 Seek information about any conditions that they might impose on the
funding and assure them of how these will be incorporated in your
plans.
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Activity 2E
Estimated Time 25 Minutes
Objective To provide you with an opportunity to assign resources to the project and agree
reporting protocols with relevant managers.
Activity What resources might you allocate to a project?

Identify a current, small scale work (or non-work-related) project that is taking
place in your organisation (or example organisation). Identify the resources that
would be required to successfully implement this project.

For the project above, identify who needs to be updated as to the progress of
the project, how this is done and how frequently.
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Activity 3A
Estimated Time 40 Minutes
Objective To provide you with an opportunity to develop communication or education
plan, in consultation with relevant groups and individuals, to promote the
benefits of the change to the organisation and to minimise loss.
Activity Develop a communication plan for your organisation, or an example
organisation, as part of implementing change strategy and consult with two
other members of your group, as acting stakeholders.

Think of a recent change that took place in your organisation or another

organisation that you know. What were the benefits of this change?

Thinking of the same change as in the previous question, what types of loss
were experienced by people affected by or involved in the change? How could
this be taken into account in the communication process?
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Activity 3B
Estimated Time 20 Minutes
Objective To provide you with an opportunity to arrange and manage activities to deliver
the communication or education plans to relevant groups and individuals.
Activity Imagine that you are planning a series of briefing sessions to brief the staff
about a forthcoming office move. What should your briefing cover?

What practical arrangements do you need to consider when arranging and

managing communication/training activities?
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Activity 3C
Estimated Time 40 Minutes
Objective To provide you with an opportunity to consult with relevant groups and
individuals for input into the change process.
Activity Imagine that you are planning a consultation event in your own organisation as
part of a change program to introduce new equipment (hardware or software).

Please answer the following questions:

How would you select members of the consultation group/s?

When, where and how will the consultation/s take place?

What key questions will be asked as part of the consultation process?

What will happen to the results/output from the consultation process?

In groups of three or four – the learner should perform the following

consultation to their ‘acting colleagues’:

Following on from the questions above, consult with your group of colleagues
and ask for their input into how the changes may affect them.
 P a g e | 32

Activity 3D
Estimated Time 15 Minutes
Objective To provide you with an opportunity to identify and respond to barriers to the
change according to risk management plans.
Activity Imagine that you are managing the project which you considered in Activity 3C.
What barriers might you encounter and how might you respond to them?
 P a g e | 33

Activity 3E
Estimated Time 20 Minutes
Objective To provide you with an opportunity to action interventions and activities set out
in project plan according to project timetable.
Activity Choose three of the following possible interventions and actions which may
occur on a project plan. Thinking of the context of your own organisation,
describe how you would ensure the correct/appropriate implementation of
these actions:

 Action research
 Career planning
 Job redesign
 Sensitivity training
 Succession planning
 Surveys (with feedback)
 Team building
 Termination or redeployment
 Training
 Transition analysis.
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Activity 3F
Estimated Time 20 Minutes
Objective To provide you with an opportunity to activate strategies for embedding the
change.
Activity Why is it important to activate strategies for embedding the change?

Imagine that you are managing a change programme to implement a series of

complex new procedures which are designed to reduce waste and improve
quality and efficiency. What strategies might you use to embed the change?
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Activity 3G
Estimated Time 40 Minutes
Objective To provide you with an opportunity to conduct regular evaluation and review
and modify project plan where appropriate to achieve change program
objectives.
Activity Why is it important to evaluate and review progress during a change
management programme?

What methods can be used to evaluate and review progress of a change

programme?

Group question – to be assessed by the trainer:

Following on from Activity 3F, in a group of three, evaluate the change

programme that has been implemented for a series of complex new procedures
designed to reduce waste and improve quality and efficiency. Include the
methods you would use to review progress towards achieving your objectives.
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Skills and Knowledge Activity

Estimated Time 45 Minutes
Objective To provide you with an opportunity to demonstrate your knowledge of the
foundation skills, knowledge evidence and performance evidence.
Activity Complete the following individually and attach your completed work to your
workbook.

The answers to the following questions will enable you to demonstrate your
knowledge of:

 Reading
 Writing
 Oral communication
 Numeracy
 Navigate the world of work
 Interact with others
 Get the work done
 Change management process or cycle and strategies for communicating
and embedding change
 Organisational behaviour and the external environment impact on change
strategies
 Components of a change management project plan
 Potential barriers to change and the possible strategies to address
barriers

Answer each question in as much detail as possible, considering your

organisational requirements for each one.

1. Describe a process or cycle for managing organisational change effectively.

2. What are the components of a change management project plan?

3. Identify six external environmental factors which can impact on change

strategies. Give two examples of relevant areas under each category.

4. Describe how organisational behaviour can affect a change management

programme.

5. List three potential barriers to change in your organisation and describe

specifically how those barriers may impede the change process.

6. Describe three strategies for embedding change in an organisation. You

should mention how the project leader can use their interpersonal and
leadership skills to support this.
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Major Activity
Estimated Time 1 Hour
Objective To provide you with an opportunity to demonstrate your knowledge of the
entire unit.
Activity This is a major activity – your instructor will let you know whether you will
complete it during class or in your own time.

Attach your completed answers to the workbook.

You must individually, answer the following questions in full to show your
competency of each element:
1. Identify change requirements and opportunities
2. Develop change management strategy
3. Implement change management strategy

Describe how you would identify a need for strategic change in an organisation
by describing the following processes:

1. Analysing organisational objectives

2. Reviewing existing policies and practices
3. Researching external events or trends
4. Reviewing performance gaps, business opportunities or threats,
management decisions
5. Consulting with relevant managers, specialists and experts.

Describe how you would develop a change management strategy for an

organisation, including how to:

6. Conduct a cost-benefit analysis for the change

7. Identify barriers to the change
8. Undertake a risk analysis and agree mitigation strategies
9. Develop a change management project plan
10. Obtain approval from the relevant authorities
11. Assign resources to the project and agree reporting protocols.

Describe how you would implement the change management strategy including
how to:

12. Develop and implement a communication/education plan to promote the

change and minimise loss
13. Consult with relevant groups and individuals for their input to the change
process
14. Identify and respond to any barriers to the change
15. Action any interventions and activities according to the plan
16. Activate strategies to embed the change
17. Evaluate and review the change
18. Modify the project plan when necessary.