Furthermore, employees consider expressing upward dissent as a "risky proposition". In several studies Kassing (1997, 1998) found that employees decided to express dissent by considering whether or not they will be perceived as constructive or adversarial, as well as the risk of retaliation associated with dissenting. In 2002, Kassing found that once an individual decides to strategically express dissent, they use five different categories: direct-factual appeal, repetition, solution presentation, circumvention, and threatening resignation. Direct-factual appeal When an employee uses factual information derived from physical evidence, knowledge of organizational policies and practices, and personal work experience, they use the direct-factual appeal strategy. This strategy is considered active and constructive because the employees seek evidence and base their assumptions on facts, evidence, and first-hand experience. Employees avoid using verbal attacks and unsupported data. Repetition Repetition involves expressing dissent about a topic/issue repeatedly at different points in time. This strategy is often used when an employee feels nothing is being done to correct the original articulated problem/issue and feel that the issue warrants being repeated. The problem with this strategy is that repetition in a short period can be seen as destructive. Especially if the abbreviated time frame does not allow the supervisor enough time to respond. However, if repetition is used over an extended time period it may be considered active–constructive since it may serve as a reminder to the supervisor. Solution presentation strategy The solution presentation strategy is deemed as active–constructive since an employee will provide solutions, with or without supporting evidence. This allows the supervisor to be receptive to the expressed dissent and indicates that effort has been put into solving the problem/issue. Circumvention If an employee feels their immediate supervisors are not responsive to dissent, they may employ the circumvention strategy. This entails the employee choosing to dissent to an audience higher in the organizational hierarchy. If an employee uses this strategy before giving their supervisor they opportunity to handle the situation first, this strategy can be deemed active–destructive. However, when used to express dissent regarding unethical practices it is considered active–constructive since the dissent is issue driven. Threatening resignation Threatening resignation can also be seen as both active–constructive and active–destructive. This strategy involves the employee threatening to resign as a "form of leverage for obtaining responsiveness and action from supervisors and management." When used to express your concerns about unsafe and intolerable work conditions it is deemed constructive.