power (Shaw and Condelli, 1986). This has implications for leaders to manipulate others to identify with them, rather than to enforce consequential punishment. However, if coercive power is enforced, success and a trusted leader (Friedland, 1976) are necessary in order for group conflict not to escalate. Extrinsic punishment and reward are also suggested to detract from intrinsic motivation. A sense of freedom must be advocated to the group. Decision-making in groups Decision-making is an important political process which influences the course of a country's policy. Group decision-making is largely influenced by three rules; "majority-wins rule", "truth-wins rule", and "first-shift rule". Decision-making is also coerced by conformity. Irrational decisions are generally made during emotional periods. For example, an unpopular political party may receive more votes during a period of actual or perceived economic or political instability. Controversial studies by George Marcus (2003) however imply that high levels of anxiety can actually cause an individual to analyze information more rationally and carefully, resulting in more well-informed and successful decisions. The psychology of decision-making however must be analyzed in accordance with whether it is within a leadership context or a between-group context. The implementation of successful decision-making is often enhanced by group decision-making (Hill, 1982) especially if the decision is important to the group and when the group has been working together for an extended period of time (Watson, Michaelson and Sharp, 1991). However, groups can also hinder decision-making if a correct answer is not clear. Janis (1972) introduced the notion of Groupthink that advocates an increased chance of groups making faulty decisions under several conditions; strong group cohesion, isolation of group decision from public review, the presence of a directive leader in the group, and high-stress levels. Group polarization (Janis, 1972) suggests that group decision-making is often more extreme whether is it more risky or cautious. Groupthink refers to "a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members' striving for unanimity override their motivation to realistically appraise alternative courses of action." Techniques to establish more effective decision-making skills in political dimensions have been suggested. Hirt and Markman (1995) claim that implementing an individual in a group to find faults and to critique will enable the members to establish alternative viewpoints. George (1980) suggested "multiple advocacy" which implements that a neutral person analyses the pros and cons of various advocate suggestions and