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This study examines the Nemeth (1986) model of minority influence in a field study of natural work‐groups. Confederates (who were also permanent members of the ongoing, interacting groups) served as designated minority influence agents during the 10‐week study. Results demonstrated that experimental groups engaged in more divergent thinking and developed more original products than control groups. Minority influence groups did not experience more social conflict than control groups. Contrary to expectations, minority influence agents received higher peer ratings than other group members. Exploratory analysis of qualitative data, however, indicates that the role of a minority influence agent is stressful. Results are discussed in terms of managing the minority influence process in organizations in order to facilitate divergent thinking and originality while protecting agents from excessive personal strain.
Dyne et al. (Fri,) studied this question.