To foster constructive disagreements, organizations should encourage individuals to modify their observable behaviors during conflicts. More specifically, the authors' research has shown that employees should be more attentive to their linguistic behavior-to carefully choose the words they speak-because unlike a person's thoughts and feelings, language is observable by counterparts, trainers, and mentors. Individuals can use several approaches in conversations where there are different points of view. They can signal a desire to learn by saying they're curious about their counterpart's position. They can acknowledge a colleague's position by restating the core of that person's statement. They can find common ground and make the similarities they share explicit. They can hedge their claims, leaving open the possibility of being wrong. And they can build trust by sharing their personal stories. For their part, organizations can train people to improve their verbal skills. They can use technology to monitor those skills and give employees direct feedback on their conversational behavior immediately after an interaction. They can hire and promote employees who disagree constructively. And finally, leaders can model the right behaviors.