attacks, ridicule, and threats. Argumentativeness, on the other hand, is when an individual argues about controversial issues. Individuals will choose their strategy for expressing dissent based on the strength of their arguments. Kassing and Avtgis (1999) found an individual who is more argumentative and less verbally aggressive is prone to use articulated dissent. On the other hand, an individual who lacks argumentative skills will resort to using a less direct and more aggressive strategy, latent dissent. Work locus of control Work locus of control can also be a contributing influence. An individual with an internal locus of control orientation believes that they have control over their destiny. They feel the only way to bring about a desired outcome is to act. Individuals who see their lives as being controlled by outside forces demonstrate an external locus of control (Robbins, 2005). Kassing's (2001) study demonstrated that employees with an internal locus of control used articulated dissent whereas an employee with an external locus of control preferred to use latent dissent. Relational influences Relational influences include the types and qualities of relationships people maintain within their organization. Employee relationships Employees develop and maintain various relationships within organizations. These relationships can influence the choices employees make about expressing dissent. Employees may feel uncomfortable voicing their dissenting opinions in the presence of others because they feel the best way to preserve relationships is to keep quiet. Homogeneous groups also place pressure on individuals to conform. Since many people fear being embarrassed in front of their peers, they can easily be lulled into consensus (Roberto, 2005). Superior–subordinate relationship The superior–subordinate relationship is an important relational factor. Employees who perceive they have a higher-quality relationship with their supervisors are more often to use articulated dissent. They feel their supervisors respect their opinions and that they have mutual influence and persuasion over the outcome of organizational decisions. Conversely, employees that perceive their relationship with their supervisor as low-quality will resort to latent dissent. They feel that there is no room to voice their opinions (Kassing, 2000). Management which models the use of articulated dissent contributes to the use of articulated dissent among its employees (Kassing & Avtgis, 1999). Subordinates who witness their supervisors successfully articulating dissent may be more likely and more willing to adopt similar strategies. However, a supervisor must keep in mind that expressing dissent can be very difficult and uncomfortable for lower-level managers and