based on individuals in a group setting with specific roles and responsibilities and effect decisions that are a product of interaction in the team. The determinant that affects escalation of commitment is institutional inertia. This phenomenon is used to describe how individual attitudes and behavior changes frequently, so therefore, a group's stature is also unpredictable and controllable. "Organizations have very imperfect sensory systems, making them relatively impervious to changes in their environments." This is one factor that plays a role in how issues are addressed. When there are a group of individuals involved in communication, decisions, and change, with the lack of consistency in the group, most of the tasks fail to complete. This phenomenon occurs in situations such as policy change, rulings and procedures. This issue can also cause havoc for an organization when they are too attached to a policy, thought process or identity because they are not free to change. "On occasion, a project, product, or policy can become so closely tied to the values and purposes of the organization that it becomes almost unthinkable to consider withdrawal." One primary example of this phenomenon is the downfall of the Pan American World Airways company, commonly known as Pan Am. Pan Am was a well known airlines and hotel with hundreds of employees. With the turn of industry, airline policies were deregulated and caused financial downfall for Pan Am. The company over time made cuts to their company to stay afloat. The company believed that their image of being an airline was more important than being a successful company that they removed all of the assets that were in fact making them the largest amount of revenue only to save the image they thought they needed to remain to be Pan Am. Groups vs individuals In groups, it can be more difficult to attribute issues to a single, simpler determinant. While determinants are still applicable, oftentimes there are more complex factors when organizational goals and actions misalign. Groups, especially as they grow larger, can be resistant to changing course. Even if the need to change course or cease action is recognized, communication speed, policies, and business politics can be hindrances. A larger organization, especially one with a spread of subgroups, has to communicate the argument and decision to go against previous actions across the appropriate levels. If this communication does not occur in a timely manner or is