The risk-creating organization then makes substantive changes designed to address the outrage and communicates the change to the constituents. From our earlier examples of outrage sources, safety training might be improved and enforced or the organization might store less of hazardous chemical on site. Some real change is made designed to reduce the risk and the outrage it generates. Sandman notes that the risk - generating organization should emphasize how the actions it took reflect the demands made by those amplifying the outrage. Outrage should lessen if the risk-generating organization can demonstrate it has met the demands of its critics. As with the Excellence dialectic, a challenge from the constituents focuses attention on a "problem" that is then redressed by the organization.