CPPDSM4056A: Managing Conflict and Disputes in Real Estate

This document presents a completed assessment for the CPPDSM4056A unit, focusing on managing conflict and disputes within the property industry. The assignment explores the definition of conflict, reasons for high conflict levels in the property sector, and detailed explanations of conflict situations. It covers essential elements such as assessing conflict or dispute, negotiating resolutions, and evaluating responses, aligning with organizational and legislative requirements. The assessment includes analyzing conflict causes, identifying appropriate responses, and utilizing effective communication and negotiation techniques. It also addresses the importance of specialist advice, contingency measures, and the use of business equipment and technology for record-keeping. The document demonstrates an understanding of social, cultural differences, and the importance of maintaining confidentiality and safety throughout the conflict resolution process. The assessment emphasizes the application of range statements and performance criteria, including examples of conflict situations, organizational and legislative requirements, and communication and negotiation techniques.

CPPDSM4056A
Manage conflict and
disputes in the property
industry
Assessment
Real Estate Training
Solutions

CPPDSM4056A Manage conflict and disputes in the property industry
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CPPDSM4056A Manage conflict and disputes in the property industry
Assessments
Completing your assessments
You will find as follows the assessments you will need to complete for this
unit of competence. You will need to complete all of the assessments.
To complete the assessments you can do either of the following:
1) Type your answers directly into the document and print off and sign
each page, then post to RETS
or
2) Print off and hand write the answers, sign each page, then post to
RETS
YOU MUST COMPLETE AND HAND IN THIS ENTIRE DOCUMENT.
If we do not receive the entire completed work book it will be sent
back unmarked.
YOU MUST WRITE YOUR NAME, SIGN AND DATE EACH PAGE OF
YOUR ASSESSMENT
Sending in Assessments
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the Learners Guide. Your assessor will be assessing you against all of these
things. If you need more information on assessment go to your ‘Student
Assessment Information Booklet’ which is in your traineeship kit,
alternatively speak to your assessor.
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You will see these are indicated with an ‘’. You will need to have your
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CPPDSM4056A Manage conflict and disputes in the property industry

CPPDSM4056A Manage conflict and disputes in the property industry
About the Unit
CPPDSM4056A – Manage conflict and disputes in the property industry
ELEMENT PERFORMANCE CRITERIA
Elements describe the essential
outcomes of a unit of competency.
Performance criteria describe the required performance
needed to demonstrate achievement of the element. Where
bold italicised text is used, further information is detailed
in the required skills and knowledge and/or the range
statement. Assessment of performance is to be consistent
with the evidence guide.
1 Assess conflict or dispute. 1.1 Conflict or dispute is identified and responses are
evaluated according to organisational and legislative
requirements.
1.2 Causes of conflict or dispute are recognised and appropriate
responses to prevent escalation are identified according to
organisational procedures.
1.3 Effective observation and active listening skills are used to
elicit and interpret verbal and non-verbal information.
1.4 Effective communication techniques are used to ensure
an accurate exchange of information.
1.5 Situations requiring specialist advice are identified and
assistance is sought as required according to organisational
requirements.
2 Negotiate resolution. 2.1 Conflict or dispute is negotiated and resolved constructively
using strategies that comply with established organisational
procedures.
2.2 Negotiation techniques are used to maintain positive
interaction, and divert and minimise aggressive behaviour.
2.3 Communication with others is conducted in a courteous
manner that reflects sensitivity to individual, social and
cultural differences according to organisational
requirements.
2.4 Contradictions, ambiguity, uncertainty or misunderstandings
are identified and clarified according to organisational
procedures.
2.5 Factors that might impact on the safety or security of
clients and colleagues are identified and appropriate
responses or contingency measures are formulated and
implemented.
3 Evaluate response. 3.1 Effectiveness of response is evaluated and reviewed
according to legislative and organisational requirements.
3.2 Response evaluation findings are organised in a format
suitable for analysis according to organisational
requirements.
3.3 Incident observations are provided in an accurate, concise
and constructive manner when reviewing and debriefing
situations.
3.4 Business equipment and technology are used to
prepare records and reports according to applicable OHS,
legislative and organisational requirements.
3.5 Information is securely maintained with due regard to
confidentiality, and legislative and organisational
requirements.

CPPDSM4056A Manage conflict and disputes in the property industry
Range Statement
The range statement relates to the unit of competency as a whole. It allows for different
work environments and situations that may affect performance. Bold italicised wording in
the performance criteria is detailed below. Add any essential operating conditions that may
be present with training and assessment depending on the work situation, needs of the
candidate, accessibility of the item, and local industry and regional contexts.

CPPDSM4056A Manage conflict and disputes in the property industry
Conflict or dispute situations may
include:
• accidents resulting in injury
• arguments and disagreements
• conflict or disputes between staff and
members of the public
• destruction of property
• ejection of persons
• persons suffering from emotional
distress or mental illness
• persons under the influence of
intoxicating substances
• persons with criminal intent
• refusal to follow directions and
guidance
• riots and demonstrations
• situations affecting the security of self,
others or property.
Organisational requirements may be
outlined and reflected in:
• access and equity principles and
practice guidelines
• business and performance plans
• complaint and dispute resolution
procedures
• goals, objectives, plans, systems and
processes
• legal and ethical requirements and
codes of practice
• mission statements and strategic plans
• OHS policies, procedures and programs
• policies and procedures in relation to
client service
•quality and continuous improvement
processes and standards
• quality assurance and procedure
manuals.
Legislative requirements may be
outlined and reflected in:
• Australian Securities and Investments
Commission, Australian Competition and
Consumer Commission, and Foreign
Investment Review Board requirements
• Australian standards
• federal and state taxation requirements
• consumer protection laws and
guidelines
• court and tribunal precedents
• environmental and zoning laws
affecting access security, access and
property use
• freedom of information
• home building requirements
• licensing requirements
• privacy and confidentiality
requirements and laws applying to
owners, contractors and tenants
• public health
• quality assurance and certification
requirements
• relevant common law
• relevant federal, and state or territory
legislation and regulations affecting
organisational operation, including:
• anti-discrimination and diversity
• environmental issues
• EEO
• industrial relations
• OHS
• relevant industry codes of practice
covering the market sector and industry,
financial transactions, taxation,
environment, construction, land use,
native title, zoning, utilities use (water,
gas and electricity), and contract or
common law
• relevant local government policies and
regulations
• strata, community and company titles
• tenancy agreements
• trade practices laws and guidelines.
Communication techniques may
include:
• active listening
• clear, legible writing
• giving customers full attention
• maintaining eye contact
• non-verbal communication, including
body language and personal presentation
• speaking clearly and concisely
• using appropriate language and tone of
voice
• using open and closed questions.
Specialist advice may be sought from:
• clients
• colleagues
• counsellors
• emergency personnel
• health and safety personnel
• legal representatives
• members of industry associations
• supervisors.
Negotiation techniques should
include:
• control of tone of voice and body
language
• demonstrating flexibility and
willingness to negotiate
• using positive, confident and
cooperative language
• using clear presentation of options and
consequences
• using language and concepts
appropriate to the
people involved

CPPDSM4056A Manage conflict and disputes in the property industry
• using strategic questioning and
listening to gather
information and direct the focus of
people involved
• using summarising of positions and
agreements to
move understanding.
Social and cultural differences may
be expressed in:
• beliefs, values and practices
• conventions of gender and sexuality
• cultural stereotypes dress
• food and diet
• religious and spiritual observances
• social conventions
• traditional practices and observations
• verbal and non-verbal language.
Clients may include:
• building supervisors
• company management
• fund managers
• fund providers
• government and legal instruments or
agencies
• institutions
• insurers
• internal and external property groups
• owner–occupiers
• private investors
• property agents
• property owners
• strata companies
• tenants.
Contingency measures may include:
• counselling
• cultural support
• defusing strategies
• first aid
• intervention
• mediation
• selecting alternative actions that may
require use of force within legal
requirements
• separation or isolation of source of
conflict
• special watch
• specialists and experts.
Business equipment and technology
may include:
• computers
• data storage devices
• email
• facsimile machines
• internet, extranet and intranet
• photocopiers
• printers
• scanners
• software applications, such as
databases and word applications.
•.
•s

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Questions
Question 1:
Explain what the term ‘conflict’ means to you.
Provide 3 reasons why working in the property sector might involve
high levels of conflict.
a) Conflict can be considered as a sort of disagreement between two or
more bodies. The reason of conflict can vary from smaller issues to larger
ones. The professionals at Strata are being hired in order to manage the
property. So, in these interactions, sometimes various situations happen
when Strata may cheat with the specific authority to have their own
profits, so in cases like these, there are possibilities of getting various
conflicts between the Strata and the person who has to purchase or sell
their property. Then, there are equal chances of getting injured in some
incidents as well. The rate of arguments and disagreements in dealing with
the properties is a very basic and well known phenomenon. So, there can
occur various situations when some disputes may happen between the
staff and the members of Strata Industry. Also, there are various people
with criminal intent, which means that in various cases, if the Strata
Industry intentionally cheats the person by selling someone's property to
someone else by means of cheating. Then, there are some cases where
the persons are under the impact of some intoxicating substances such as
there are various people who are in a habit of doing drinking, smoking,
some are also involved in substance abuse. So, these substances are
efficiently intoxicated and are responsible for the dis functioning of brain.
So, when it will affect the brain, the person at Strata, involved obviously
lose their potential to think and understand, so it is considered as a fact
that it can turn into a conflicting situation and also cause many issues.

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b) Conflict can be considered as a sort of disagreement between two or
more bodies. There are various reasons why conflicts can occur in Strata
but a few of them are discussed as under :
Cultural differences
Cultural differences can actually act as one of the biggest reasons
for causing conflicts because this difference can be observed in various
cases. Like at the time of advertising conflicts, there is a possibility that
the ideas and views of people does not match in Strata. It usually happens
because people come from different backgrounds and cultures, so their
thoughts does not match.
Disagreement of thoughts
Also, when various people are working in Strata, there is a possibility
that not everyone's thoughts will match. So, there can be a disagreement
of thoughts and ideas between people which can further become a reason
for causing conflicts.
Lack of knowledge
When various people will be working in Strata, every one must be
having different education qualifications. Also, some must be well skilled
and talented from others. So, the ones with lack of knowledge can become
a reason for causing conflicts in Strata.

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Question 2:
List 3 examples of behaviour that might indicate that a
person is feeling uncomfortable about a situation.
A person can feel uncomfortable in any situation where the person in front,
is doing and involving a set of activities that they should not. Some very
common examples of it can be represented as under :
 When any member at Strata who is dealing with the customer makes
a smaller talk about the deal and often with awkward silences, so this
can make the person quite uncomfortable.
 Also, if the person who is dealing with the customer has a body

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language that is expressing that there is something wrong but is not
able to guess it, that can also make the person uncomfortable.
 If the person or authority at Strata is in a meeting or conference with
some external bodies and it can be observed that the person is
showing no expression towards the discussion. So, it can actually
make the discussion ineffective and also, will make the person
uncomfortable as well.

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Question 3:
a) How might the following body language identifiers be
interpreted?
Crying If the person is crying or showing crying emotion, it implies that he or she is
emotionally frustrated. This reaction or emotion can leads to huge dispute or
conflict situation.
Arms crossed If an individual or parties from the contract related with the property has
crossed his or her arms, it indicates the submissiveness.
Smiling Smiling is either the sign of embarrassment or happiness. This emotion or
gesture showed by an individual indicates that he or she has confidence in
others.
Nodding of head A nod of the head is a gesture in which the head is tilted in alternating up and
down arcs along the sagittal plane. In many cultures, it is most commonly, but
not universally, used to indicate agreement, acceptance, or acknowledgment
Silence Silence is the emotion shown by an individual which generally means either he
or she is trying to listening and comprehending things or it shows the kindness
of individual.
Gazing into space This is the gesture shown by an individual when he or she is not listening
precisely to the property dealer or property dealer is not listening to the
individual.
Hands on hips If an individual kept his or her hands on hips, it indicates impatience. It means,
the person or communicator making the individual impatience.
b) Provide 3 examples of how you might interpret body language
differently depending upon the cultural background of the parties
involved.
As Australia is known as one of the largest multicultural country Strata manager needs to know the way of
communication in order to interact with the diversified people efficiently. While communicating by using non-
verbal communication, the Strata manager needs to know about the gesture so that he or she can communicate

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wisely. In this context, the 3 example interpreting the body language depending on the cultural background is
listed below:
Eye Contact: In some Australian Culture it is believed that making eye contact with another person shows
signs of honesty. Albeit in indigenous culture and Pacific Island culture, one must not make eye contact with the
elderly people or people who have some high or social status in the society.
Thumbs Up: In all the cultures of Australia, Thumbs up shows the sign of agreement o positive affirmation. By
thumbs up, the strata manager or the party to the contract believes that either the manager or the party
accepted the deal.
Communicating Through Touch: In all the cultures of Australia, communicating through touching is
considered as wrong gesture. One simply cannot communicate the person living in Australia until and unless he
or she knows the person very well. Thus, strata manager needs to consider this while making communication.

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Question 4:
Being able to identify issues before they eventuate can
reduce the onset of a dispute. To do this you will need to be
able to assess and predict the consumer/s needs and
expectations and the most common causes of conflict, so that
you can see where potential trouble lies?
For the following common causes of conflict, provide an example from
your own experience, related to the property sector, and what could
have been done to prevent this conflict occurring again. You might
like to use the table below to complete this question.

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Common cause of conflict Example of this from property sector What could have been done to prevent this conflict
occurring
information (or lack of it) Lack of information can leads to conflicts and disputes. For
example, while working in the property sector as a Strata
manager, I had a meeting with client on Monday at 11:00
AM. As I had no prior information about time, I reached late
there at 11:40 AM. This increases infuriation in client.
Further, I also not had any information about his or her
cultural background thus, it leads to the conflict due to
miscommunication and lack of cultural information.
In order to avoid this conflict, I must have the proper
information about the time, place and about the client. If I
had all these information in appropriate manner, the conflict
can be ceased or can be avoided.
errors in judgement An error in judgement or making wise decision can leads to
the devastating conflict and dispute. As a Strata manager, I
have faced a issue related with the error in judgement.
While dealing with the client, I was not agreeing with some
of the terms and which leads to the increase in stress and
tension in client. This eventually leads to the conflict.
In order to avoid the conflict, I must have listened carefully
what the needs and expectations of the client. If I have
carefully listened to the client’s wishes and justify him the
reason of disagree, then I might have avoided the conflict.
not tolerating other people’s differences Not tolerating other people’s differences leads to conflicts
and disputes in strata industry. For example, the conflict was
faced with one of the Indigenous client. I was not listening to
the opinions and thoughts of the indigenous client that in
the end results in conflicts and dispute.
Not tolerating other people differences is not a good gesture
as it eventually leads to the conflict. In order to prevent it, I
must have respected the client culture and treat him equally
as I have treated other client. It is very important for me to
focus on the client needs and expectations in order to make
the deal successful and fruitful.

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resources (or lack of them) Lack of resources while dealing in the property market leads
to huge conflict situations and consequences. For example,
while dealing with corporates clients, I have faced huge
difficulties as I was not having proper resources with me.
The corporate clients become infuriated and thus behaved
not properly with me. This leads to conflicts and disputes
and the deal eventually terminated.
In order to avoid this issue, I must have prepared myself at
the beginning as I was informed about the nature of the
client. I must have planned the needs of resources properly
and then move forward towards dealing with client.

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Question 5:
Identify 3 situations that may require specialist advice and assistance when
resolving conflict in the property sector and where you might go to obtain this.
Conflicts can be arises when two or more parties to are not agreeing with options, responses or courses of action
to satisfy a particular event or situation. It must be the duty and responsibility of the affected party to take
certain measures in order to avoid the conflict as it can leads to both, psychological or physical damage. In this
context, the three situations that may require advice of specialists and assistance in resolving conflicts are listed
below:
Legal Practitioner: Legal practitioners or lawyers have adequate knowledge about the laws and legislation.
While dealing in the property sector, it is important to contact or make communication with the legal advisor
before entering into any contract. The legal practitioners kept engage in the laws and have adequate amount of
knowledge for resolution of conflicts. They are used to resolve a matter that requires the use of the legal system,
for example suing for compensation that exceeds the NCAT financial capacity. One can seek lawyers in courts
and from Law Access NSW.
Language Conflict: It is the situation in which both the parties used the words which are not meant to be used
in public or while making contract. In order to avoid these types of conflicts, the parties must call the cops
immediately. These conflicts can be dangerous. One should call the helpline number and make contact with the
police in order to resolve conflict in property dealing.
Consumer rights violations: Consumer rights violations leads to the conflicts especially in property sector of
Australia. In this case if the conflicts are unresolved, one should seek NSW Fair Trading. The primary role of NSW
Fair Trading is to manage consumer laws and to look after the rights of consumers. At the same time, they can
advise businesses and traders on fair and ethical practices. One can seek them either calling them or from their
website which is www.fairtrading.nsw.gov.au.

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Questions – CPPDSM4056A Manage conflict and dispute in the
property Industry
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Workplace Project
Part 1
You have accepted an appointment to become the agency manager in the office
you work in, and as such, the agency owner/licensee has instructed you that one
of the priority areas they would like handled by you is the management of conflicts
and disputes in the agency.
a) List and describe the statutory requirements related to handling conflicts with
clients, customers and also between staff (eg handling complaints and privacy,
harassment, discrimination etc) that you will need to consider when developing
policies and procedures for the agency.
In the Property, Stock and Business Agents Act 2002 and Regulation 2014, the legal requirements for
the property agents have been described briefly. In order to handle the conflicts, the agency manager
needs to consider the following laws and their mandatory requirements. In accordance with this context,
the required statutory and legislation an agency manager needs to follow the laws which are listed
below:
Anti-Discrimination Legislation: While dealing with clients or colleagues an agency manager must
follow the anti discrimination laws proposed by the government of Australia. These are Anti-
Discrimination Act 1997 (New South Wales) and Racial Discrimination Act 1975 (Commonwealth). As per
Anti-Discrimination Act 1997 (New South Wales), the agency manager must prohibits any kind of
discrimination in the organisation and avoid discriminating the customer on the basis of his or her caste,
creed, religion, gender and culture. Further, the manager must create equality in the organisation so
the disputes and conflicts can be avoided. As per Racial Discrimination Act 1975 (Commonwealth), the
agency manager must avoid discrimination on the basis of colour of the customer or colleague.
Australian Human Rights Commission (Commonwealth) covers the complaints made under the
following acts:
• Human Rights and Equal Opportunity Commission Act 1986: As per this law, it is the duty
and responsibility of the agency manager to follow the human rights act and provide equal
opportunity to everyone.
• Sex Discrimination Act 1984: As per this act, the government mandates the organisation
must not discriminate in terms of sex or gender. The management of organisation must
encourage the environment of equality within the company.
• Racial Discrimination Act 1975: as per this act the agency manager must avoid
discrimination on the basis of colour of the customer or colleague.

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• Disability Discrimination Act 1992: According to this act, the management must not
discriminate any one on the basis of their disability. It is strictly prohibited in the Australia.
• Age Discrimination Act 2004: According to this act, the agency manager and employees
must not discriminate or being discriminated on the basis of their age.
Australian Consumer Law: While formulating any policies and procedure, the agency manager must
consider the Australian Consumer Law as there are laws and legislation formulated by the government
of Australia in order to protect the rights of consumers. The Competition and Consumer Act 2010
(Commonwealth) is legislation that aims to promote fair trading conditions for all Australian businesses
and to protect both consumers and businesses against unfair practices.

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b) Describe the role an agency ‘Code of Conduct’ might play in assisting you as
agency manager to manage conflicts with consumers and between staff. List at
least 6 issues that you think should be addressed as essential items in the
Code.
A code of conduct is a set of rules outlining the social norms and religious rules and
responsibilities of, or proper practices for, an individual, party or organization. Related concepts include
ethical, honour, moral codes and religious laws. Codes of conducts are the guidelines which are
prepared by the management of the business organisation in order to maintain the discipline in the
organisation. In property or Strata industries, code of conducts plays crucial and most important role in
order to prevent conflicts and disputes internally and externally. In order to provide equality, honesty
and diligence in the organisation, the agency manager must formulate Code of Conduct effectively and
efficiently. As a general rule, applying common sense, good judgment and integrity to the issues that
are faced on a day-to-day basis will help ensure that Members’ business decisions are consistent with
SCA (NSW)’s values and this Code. Acting with integrity and the highest ethical standards is good
business practice and policy. By following code of conduct in the organisation, the employees and
agency manager will able to prevent conflicts. These are the general rules and regulations which must
be followed by the organisation in order to prevent conflicts. There are ample of issues that lead to the
conflicts and disputes in the strata industry. It is the duty and responsibility of the strata manager and
agency manager to formulate and follow the code of conduct effectively and efficiently. In this context,
the 6 issues which must be covered by code of conduct are listed below:
• Discriminatory issue
• Inequality Issue
• Unethical Issue
• Confidentiality issue
• Conflicts of interests
• Legislation issues

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c) Describe how you will set up mechanisms to report on incidents to ensure that
your agency collects accurate data about conflicts and disputes including
accurate reporting of facts and outcomes.
Gathering of data is very essential and crucial in order to analyse the conflicts and disputes. As an
agency manager, I will set up a grievance box in the organisation where customers are allow to share
any issue or conflicts they have faced with the staff members of the organisation. In order to collect the
data from employees, I will install a grievance box on their employee portal and computer system
where they are free to share the issues they faced while working in the organisation. In the rise of
information and technologies, I will ensure to use the appropriate technology that will helps in
development of the organisation aid in minimising the conflicts situation. In this context, I will make
sure that these grievance boxes are being checked in the end of each month and the entries will be
documented efficiently. After analysing the number of issues faced by both customers and employees, I
will create a report that will help in demonstrating the precise outcome. This mechanism will helps in
identifying the root cause of conflicts and disputes and the implications can be made in order to resolve
them effectively and efficiently.

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d) Describe how you intend to evaluate the resolution process of any conflicts that
occur and how you would ensure continuous improvement of agency practices
based on the evaluation.
Conflicts can be seen in property industry. In order to resolve the conflicts,
each and every organisation formulates effective strategies and
implications so that the conflicts can be obliterated from the organisation.
In accordance with this context, as an agency manager, the evaluation of
resolution process can be done by following the specific method. After
conflict resolution, I will seek to the affected party in order to acquire
information whether the conflict has been resolved or not. If the party
agreed with the solution, I will mark it as conflict resolved and if the party
denies with the solution I will mark it as conflict unresolved. If the conflict
remain unresolved, I will again seek the affected party and gather his or
needs and expectations. Then I will make measures in order to fulfil those
needs and expectations. If the affected party got satisfied than I will
terminate the case and mark it as resolved conflict. In this way, I will
evaluate the resolution process. For ensuring continuous improvements,
various rules and regulations will be formulated in order to reduce and
eliminates the conflicts from the organisation. In this way, the organisation
will move forward towards the path of growth and development.

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Part 2
a) Your agency licensee has asked you to prepare a one page step by step process
for dealing with disputes in the agency and/or create a flow chart or other
depiction of the process. This document will be used to train agency staff
regarding how to deal with conflicts and disputes so it needs to be generic to all
staff.
b) Following on from your above report, the agency licensee asks you to list and
describe the various communication techniques that agency staff will need in
order to be able to effectively deal with conflicts and disputes and attain a positive
outcome. Your document will then be used as the basis for organising training of
staff to manage disputes and conflicts.

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Dispute and conflicts can be seen in the property industry. In order to
resolve the disputes and conflicts efficiently, the agency manager needs to
follow the certain steps. This will helps in improving reputation of the
company and leads the organisation towards growth and development. The
steps are listed below:
Step 1 - Determining the type of investigation required: Conflicts are set
according to their degree. For higher degree of conflicts deep investigation
is required and for low level of conflicts minimum investigation is required.
The first for the agency manager is to determine the conflicts require the
full scale investigation or can be done with mediated discussion with the
affected parties. It’s also important for managers to remind the involved
parties that there can be no victimisation during, or as a result of, an
investigation process. Affected individuals cannot retaliate or victimise
each other; make that clear, and make it known that everyone will have
their chance to be heard.
Step 2 - Following internal procedures: The second step in dispute
resolution process is to follow the internal procedure. Whatever the case,
the managers need to make sure compliance with internal grievance
procedures. At this stage, the manager needs to determine whether to
approach the organisational internal and external lawyer. This is the most
essential and important step which must be followed by the agency
manager while resolving dispute. Here the documentation of legal
formalities is done and the early legal assistance may allow for a more
effective investigation process and help manage legal risk and final
outcomes. In this way, the agency manger will able to move proceed
towards resolving the dispute effectively and efficiently.
Step 3 - Identifying root core of the dispute: Identifying the root cause of
the dispute is the third stage or step in the dispute resolution process. Here
the agency manager make efforts in order to identify what are the core
causes or factors that causes the specific conflict and dispute. This will aid
him or her to focus on the investigation and eventually will able to proceed
forward towards resolving the dispute. This step will provide an idea to the

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agency manager about the factor that impacts on the organisation and
causes dispute within the organisation. After following this step, the
manager will able to identify the root cause or core factor that affects the
disputed parties.
Step 4 -Focusing on long term goal: In this step, the manager will focus on
the long term goals of resolving dispute. Here the affected parties are
being called by the manager. He or she will discuss the issues they faced
and formulate specific strategies so that the dispute can be resolved
effectively and efficiently. This is the important stage where manager will
interact with the affected party or parties in precise manner so that their
issues can be comprehend and appropriate strategies can be formulated.
In this way, the manager will able to solve the dispute or conflict
adequately.
Step 5 – Evaluation of resolution process: This is the last stage of the
dispute resolution process where the agency manager will evaluate the
dispute resolution process. If the dispute is solved then it will considered as
resolved dispute and if the dispute is not solved and it will be considered as
unresolved dispute and further investigation will be made in order to solve
it permanently.
b.) In order to attain the positive outcome and to avoid conflicts, it is the
duty and responsibility of the agency manager and staff members to
communicate with the clients as well as customers effectively and
efficiently. Conflicts and disputes can be resolved if the parties make good
communication with each other. In according with this context, the
communication techniques that the agency staffs needs in order to deal
effectively with conflicts and disputes are listed below:
• Listening: Listening is one of the most essential and core component
of the communication. While making interaction with the client, the agency
staffs needs to develop the ability of listening. Speaking without listening
leads to disagreement and conflicts. Thus, in order to handle the conflicts,

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the agency staffs needs to increase their listening skills in order to make
effective communication.
• Stress management: Making communication with the conflict
affected parties leads to stress and communication can be very stressful.
Managing stress in the communication is one of the important technique
which the agency employees must have in order to handle conflicts
efficiently.
• Empathy: Showing empathy to the client will help in lowering his or
her stress. In order to make the communication effectively, the agency
staff must show empathy towards client feelings or emotions. This is
considered as the good gesture in countries especially in Australia. In
strata industry, it is important for the agency to show empathy in the
communication process to gain the trust of customer and minimising the
chances of disputes.
• Enthusiasm: In order to get the positive outcome in the process of
communication one must show enthusiasm in the interaction. In order to
gain the trust and belief of client, it is necessary for the agency staff to
show enthusiasm. This will help lowering the stress level of client and
reduce the chances of increase in conflicts. Thus, being enthusiastic the
agency staff member will able to generate the positive outcome.
• Choice of language: Choice of language is very important and
essential technique of communication. Major cases of conflicts are
observed because of inappropriate use of language. It is not only necessary
but mandatory to behave appropriately and uses right words in order to
get positive outcome. Thus, by using right choice of language the agency
staff will able to increase the effectiveness in the process of
communication.
• Smiling: Smiling is considered as good gesture and shows honesty
and trustworthiness. While making communication with the customer, the
agency staff must smile. This will aid in gaining the trust of the client and

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the positive outcome can be generated.

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Assessor Use only:
Assessment Tool:
Workplace Project – CPPDSM4056A Manage conflict and dispute in the property
industry
Feedback:
Assessor’s Name:
Assessor’s Signature:
Date:

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Practical Performance Checklist
A requirement of the training package is for a student to show that they are competent at a task/skill
over a period of time. Please review your student over a period of time and indicate where appropriate
yes or no. It is also important that you provide comments about your observations of the trainee. This
can also be conducted by a senior member of staff who works with the student and/or the RETS
assessor.
When managing conflicts and disputes does the student: Y N
Overall Comments -
please ensure this is
completed
have evaluation skills to decide upon appropriate
conflict resolution strategies
have adaptable interpersonal skills to adapt to a
variety of people
communicate and deal with a variety of people on a
day to day basis in the workplace using appropriate
language skills
use effective negotiation and problem solving
techniques
evaluate the resolution process and accurately
record outcomes
have an understanding of the offices procedures
with regards to conflicts and disputes
During the period between / / to / /
I determined that the student is capable of performing the above tasks
Observed by:
Position:
Signature:
Date:
Trainee Name:
Office:

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Student Feedback
Name:
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Employer:
About the Learning Material
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course material     Not suitable
About the Assessment Material
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to the material     Not suitable
Comments/ Problems that need fixing - please refer to the page - eg typos, unclear
material....

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Assessment to be sent to:
Real Estate Training Solutions
Assessments
Student Checklist
Prior to sending your assessments to RETS take a moment to
complete the checklist below

 Signed all necessary parts of the assessment cover sheet
 Supervisor signed all necessary parts of the declaration section
 Produced work which is legible
 Completed all assessments
 Made a copy of my assessment workbook before posting and for my
records