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The double-edged impact of future expectations in groups: Minority influence depends on minorities’ and majorities’ expectations to interact again

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  • San Martin, Alvaro
  • Swaab, Roderick I.
  • Sinaceur, Marwan
  • Vasiljevic, Dimitri

Abstract

Two studies examined whether expecting future interaction with the same group members affects minority influence. Holding constant majority members’ expectation of future interaction, Study 1 demonstrated that minorities had more influence on majorities’ private decisions and the group’s public decision when they did not expect future interaction with the majority than when they did. Study 2 demonstrated that this minority influence effect only emerged when majority members themselves expected future interaction. Study 2 also shed light on the early information sharing dynamics underlying this effect: minorities expressed more dissent when they did not expect future interaction and majorities were more open to divergent information when they expected future interaction. These two forces combined promoted more systematic information processing by the group as a whole and, eventually, resulted in greater minority influence on both private and public decisions. Implications for our understanding of minority influence and group decision-making are discussed.

Suggested Citation

  • San Martin, Alvaro & Swaab, Roderick I. & Sinaceur, Marwan & Vasiljevic, Dimitri, 2015. "The double-edged impact of future expectations in groups: Minority influence depends on minorities’ and majorities’ expectations to interact again," Organizational Behavior and Human Decision Processes, Elsevier, vol. 128(C), pages 49-60.
    • Handle: RePEc:eee:jobhdp:v:128:y:2015:i:c:p:49-60
    DOI: 10.1016/j.obhdp.2015.03.002
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    References listed on IDEAS

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    1. Wendi L. Adair & Jeanne M. Brett, 2005. "The Negotiation Dance: Time, Culture, and Behavioral Sequences in Negotiation," Organization Science, INFORMS, vol. 16(1), pages 33-51, February.
    2. Mohammed, Susan & Harrison, David A., 2013. "The clocks that time us are not the same: A theory of temporal diversity, task characteristics, and performance in teams," Organizational Behavior and Human Decision Processes, Elsevier, vol. 122(2), pages 244-256.
    3. Marwan Sinaceur & Melissa C. Thomas-Hunt & Margaret A. Neale & Olivia A. O'Neill & Christophe Haag, 2010. "Accuracy and perceived expert status in group decisions : When minority members make majority members more accurate privately," Post-Print hal-02312443, HAL.
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    Cited by:

    1. Schaerer, Michael & Kern, Mary & Berger, Gail & Medvec, Victoria & Swaab, Roderick I., 2018. "The illusion of transparency in performance appraisals: When and why accuracy motivation explains unintentional feedback inflation," Organizational Behavior and Human Decision Processes, Elsevier, vol. 144(C), pages 171-186.
    2. Dorit Efrat-Treister & Hadar Moriah & Anat Rafaeli, 2020. "The effect of waiting on aggressive tendencies toward emergency department staff: Providing information can help but may also backfire," PLOS ONE, Public Library of Science, vol. 15(1), pages 1-18, January.

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