Organizational dissent is the "expression of disagreement or contradictory opinions about organizational practices and policies". Since dissent involves disagreement it can lead to conflict, which if not resolved, can lead to violence and struggle. As a result, many organizations send the message – verbally or nonverbally – that dissent is discouraged. However, recent studies have shown that dissent serves as an important monitoring force within organizations. Dissent can be a warning sign for employee dissatisfaction or organizational decline. Redding (1985) found that receptiveness to dissent allows for corrective feedback to monitor unethical and immoral behavior, impractical and ineffectual organizational practices and policies, poor and unfavorable decision making, and insensitivity to employees' workplace needs and desires. Furthermore, Eilerman argues that the hidden costs of silencing dissent include: wasted and lost time, reduced decision quality, emotional and relationship costs, and decreased job motivation. Perlow (2003) found that employee resentment can lead to a decrease in productivity and creativity which can result in the organization losing money, time, and resources. Types of dissent There are three types of dissent: articulated, latent, and displaced (Kassing, 1998). Articulated Involves expressing dissent openly and clearly in a constructive fashion to members of an organization that can effectively influence organization adjustment. This may include supervisors, management, and corporate officers. Latent Employees resort to expressing dissent to either their coworkers or other ineffectual audiences within the organization. Employees employ this route when they desire to voice their opinions but lack sufficient avenues to effectively express themselves. Displaced Involves expressing dissent to external audiences, such as family and friends, rather than media or political sources sought out by whistle-blowers. Factors influencing dissent expression Kassing (1997) states there are three factors that influence which dissent strategy an employee will decide to use: Individual Relational Organizational Individual influences Individual influences concern qualities that employees bring to the organization, expectations they have acquired, and behaviors they enact within organizations. Preference to avoid conflict Roberto (2005) claims that employees may have a preference for avoiding conflict. Therefore, they find confrontation in a public setting uncomfortable. Individual's sense of powerlessness and senses of right and wrong are contributing factors (Kassing & Avtgis, 1999). Verbal aggressiveness and argumentativeness Kassing and Avtgis (1999) demonstrated that an individual's verbal aggressiveness and argumentativeness influence the manner in which an individual will approach expressing dissent. Verbal aggressiveness involves attacking another person's self concept. This may include character attacks, competence