been apparent during the process itself. If these relationships are not repaired, trust could be lost which could negatively affect the effort of the next collaboration. Additionally, leaders should celebrate constructive conflict management and help others to remember the success of the process (Roberto, 2005). Establish a supportive climate Bennis (2004) emphasizes that corporate leaders must promise their followers that they will never be devalued or punished because they express dissent. All too often in the past, organizations would marginalize or terminate any employee who voiced an opposing view. Additionally, leaders should reward dissent and punish conflict avoiders. Anyone who clearly withholds a dissenting view only to obstruct the implementation later should be held responsible. When leaders establish a climate of openness, they make constructive conflict a habit in the organization and develop behaviors which can be sustained over time. Kassing's (2000) research found that when leaders emphasize workplace freedom of speech, employees openly and clearly express dissent to audiences that are responsible for "organizational adjustment". However, for leaders to ensure this type of sustainability, they need to not only change the way they make decisions, but they must develop a pipeline of leaders who approach decision-making differently (Roberto, 2005). Situations that may undermine a leader's efforts Even if a leader takes all the steps indicated above they must be aware of four situations that can undermine their efforts (Roberto, 2005). Crowding out response time Leaders should avoid crowding out opportunities to respond or discuss policies. Overloading an agenda can decrease the amount of time that is available for an individual to express their view. Appointing the same devil's advocate every time Employing the same person as devil's advocate can cause the view that it is an "empty ritual". It is seen as being done for procedural reasons instead of seeking dissenting views. Allowing too much time for subgroups Leaders should not allow employee subgroups to have too much time before coming together as a group. Doing so can cause the employees to become attached to an argument and as a result they may not be open to other ideas. Focusing on qualitative data Leaders should avoid focusing on qualitative data. The employees may become more focused on the data than the real issue(s). Whistle-blowing Whistle-blowing is a subset of dissent. It involves the expression of dissent to external organizations such as media and political avenues that have the power