This chapter discusses the importance of principled dissent within an organization and explores its potential consequences when dissenters are seen as the ‘other’. It critiques the legacy of mechanistic views that still influence the present-day organizations. It contrasts them with Karl Weick's dynamic view of organizations. The chapter examines how the dominance of majority rule and the fear of being marginalized suppresses employees' willingness to engage in voicing dissent. It argues that there is need to sensitize leadership to the psychological impact of the hegemony of the majority, which deters employees from voicing their principled dissent. The chapter concludes by saying that fostering an inclusive atmosphere is essential for encouraging principled dissent and for allowing employees to express their authentic selves in order to have organizations that function well.