Illusion of unanimity Sharing the false belief that everyone in the group agrees with its judgments. Self-appointed mindguards Protecting the group from negative, threatening information. But some people believe that dissent can be an organisational asset. 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.