They argue that unchallenged ideas and practices tend to be bland, uninspired, repetitive and second-rate. Dissenting, it is argued, leads to innovation and better ideas. Tension can create involvement, interest and creativity. The pro-dissenting school believe that in defending their views, both the majority and the dissenters are forced to clarify their views. They thus have a chance to test their ideas and capabilities.
Further dissent allows long-standing, even festering, problems to surface and be dealt with.
This involves the authoritarian position of might is right. But how they deal with the dissenter may also reflect the corporate culture. The aim is to mitigate or temporise dissent by containing it. Often the organisation is prepared to charm or seduce dissenters and play the long game to wear them down. But the bottom line is that dissenters are wrong and dissent is undesirable.