Factional conflict in groups: How majorities and minorities relate to one another

Abstract

Disagreement between numerically larger (majority) and smaller (minority) factions in groups is both common and consequential. For these reasons, there is a long tradition of social psychological interest in the causes and consequences of such disagreement. Early work focused on minority members’ movement toward the majority (majority influence) and majority members’ (negative) perceptions and evaluations of those who refused to move. Later work focused on similarities and differences between majority influence and its mirror opposite, minority influence, and on majority members’ (sometimes relatively positive) perceptions and evaluations of minority members. This paper summarizes current knowledge on these topics and suggests promising avenues for future research.

Group decision-making from an evolutionary/adaptationist perspective

“…One of the key components of Laughlin and Ellis’s (1986) definition of a task which has a “demonstrably correct solution” is a shared system of axioms or beliefs that provide the context in which a solution’s “correctness” can be demonstrated. Thus, nonmajority factions favoring a demonstrably correct solution can sway incorrect majorities to accept the minority position (see also J. M. Levine, 2017).…”

Twenty years of group processes and intergroup relations research: A review of past progress and future prospects

“…Theoretically and practically, the study of minority and majority influence requires linkage between theories of interpersonal influence, small-group decision processes, and intergroup relations, and in many senses captures questions at the core of the mission of this journal. Reviewing the field of minority and majority influence, John Levine (2017) argues that factional influence is ubiquitous, and he offers new and intriguing questions for how we should understand factional relations within groups. Most groups, at least those larger than three people, form factions or subgroups, sometimes in opposition to one another.…”

Tabling, discussing, and giving in: Dissent in workgroups.

“…Studies as early as Asch (1956) demonstrated an enormous pressure to fall in line and support group decisions, even when those decisions are believed to be incorrect. Those who disagree with majority opinions are typically seen as threats, even when minority opinions could benefit the group (Levine, 2017), and groups often ostracize such dissenters (Garner & Iba, 2015; Pendell, 1990). Organizational dissent is likewise perilous (Waldron & Kassing, 2011).…”