However, this strategy will appear to be destructive when the managers view the threat as "antagonistic and unprincipled". Encouraging dissent in the workplace There are some "tricks" that leaders can utilize to develop their employees' attitudes, knowledge, and skills that are needed to foster constructive dissent. Change decision-making focus Leaders should focus on "How I should make the decision" instead of "What decision should I make". In the end, if they perform the following steps the decision the leader should make will be obvious. Encourage constructive conflict Leaders need to ensure that conflict remains constructive. That is, they must stimulate task-oriented disagreement and debate while trying to minimize interpersonal conflict. Eilerman (2006) claims that the way conflict is handled will determine whether the outcome is constructive or destructive. According to Roberto (2005) leaders can create constructive conflict by taking concrete steps before, during, and after a critical decision process. Establish ground rules Before the process begins, leaders can establish ground rules for how people should interact during the deliberations, clarify the role that each individual will play in the discussions, and build mutual respect. Asking individuals to role play or to become the devil's advocate ahead of time can help reduce affective conflict while also stimulating constructive conflict (Roberto, 2005). Macy and Neal (1995) claim that since the role of the devil's advocate is to present convincing counterarguments and to challenge the main position, its benefit lies in the fact that it automatically builds conflict into the decision-making process. Intervene when necessary During deliberations, leaders can intervene when debates get heated. They might redirect people's attention and frame the debate in a different light, redescribe the ideas and data in novel ways so as to enhance understanding and spark new branches of discussion or may revisit ideas in hopes of finding common ground (Roberto, 2005). Deutsch and Coleman (2000) explain that reframing allows conflicting parties to see themselves as being in a collaborative, while producing a positive atmosphere that is conductive to creativity and one that increases the potential solutions available. Reflect on the process After a decision process ends, leaders should reflect on the process and try to derive lessons learned regarding how to manage conflict constructively. Since reflections can lead to new insight, individuals must take time to critically assess the experience. They also must address and repair any hurt feelings and damaged relationships that may not have