these climates by being mindful when executing: Organization changes such as large scale layoffs, the introduction of new technology, restructuring, and relocation. Individually targeted events such as performance appraisals and one on one negotiations. Downsizing and procedural justice climates Changes such as downsizing often actually increase employee silence in organizations among the remaining employees. For example, if the process of the layoff was done poorly and without concern, employees feel that decisions are being made unfairly. If this happens, employees fear the security of their own jobs. A “high degree of variance in survivors’ reactions to layoffs” indicates the absence of a procedural justice climate. When layoffs are performed fairly in organizations, reactions are not varied and employees do not fear the security of their jobs. Other things that effect employee silence are commitment levels of employees to their careers, and the status of the manager. According to Subrah Tangirala “people who are committed to their professions and value their work highly are those who would be less likely to remain silent.” He also notes that the “status of the manager has an impact on employees speaking up.” Employees are more likely to withhold information from managers with “high power status’” because they don’t want to be seen as criticizing them. “employees are especially uncomfortable conveying information about potential problems or issues to those above them. For example, several studies have shown that subordinates distort the information that they convey to their superiors, communicating upward in a way that minimizes negative information,” or withholds the information entirely. According to an article on employee silence, “structuring groups into hierarchies automatically introduces restraints against free communication, particularly criticisms by low-status members toward those in higher-status positions.” In other words, high status can intimidate employees causing them to be silent in order to protect their jobs and relationships. When trying to avoid employee silence, managers and leaders also need to know “how to facilitate varying opinions in a way that allows healthy discussion to develop towards consensus or best solutions”. In a recent business column entitled “Silence Does Not Equal Agreement,” some advice is given for leaders looking to diminish employee silence. The article suggests: "When presenting information or asking questions of a group, make eye contact with each person at the table or as many people as possible in the room. This gesture gives a message of interest and connectedness. Watch for