Unit 04 Group Dynamics

Sociology of Organization

Group
A group is any collection of individuals who have mutually dependent relationships. It refers to a collection of two or more interacting individuals with a stable pattern of relationships between them, who share common goals and who perceive themselves as being a group.

Group
A group is two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person -Marvin Shaw

Types of Groups

Groups may be classified into different types. The basis of differentiation may be based on purpose, extent of structuring and process of formation, membership and size of the group.
The groups are classified as: Primary Groups and Secondary Groups Formal and Informal Groups Membership and Reference Groups Command and Task Groups In-Groups and Out-Groups Open and Closed Groups

Primary Groups
A Primary Group is characterized by intimate, face to face association and co-operation. The membership of such a group is small and is based on intimate relationship. For Ex: Family, Friendship Groups or Neighbourhood Groups.

Secondary Groups
A Secondary Group is more formal, general and remote. The members of the secondary group may not have any interest in the problems and pleasures of others. The continuous interaction, intimacy, face-to-face interaction, co-operation and association of Primary Groups may not be found in Secondary Group. For Ex: employment, vendor-to-client relationships, etc.

Formal Groups
A Group that is officially, deliberately and consciously created to perform certain tasks is know as Formal Groups. It refers to the structure of well-defined jobs each bearing a definite authority, responsibility and accountability. Such a group has a hierarchical structure.

The members of the group are allotted definite tasks.

They have to adhere to certain rules and regulations.

Formal Groups
It is also known as Command Group. Every superior has subordinates to whom he delegates authority to enable them to carry out the tasks assigned. For the performance of the tasks by the subordinates, the superior is answerable to his own superior. For Ex: Departments, task forces, project groups, board of directors.

Characteristics of Formal Groups

A Specific Function Norms Division of Labour Authority Bureaucracy Rationality Tests of Membership Substitution

Formal Groups
According to Classical theorists, the formal organization is built on Four Pillars: I. Division of Labour II. Scalar and Functional Processes III. Structure IV. Span of Control

Characteristics of Formal Organization

Organization structure is designed by the top management to fulfil certain requirements- performance of necessary activities thereby achieving organizational goals. Organization Structure is based on the principle of Division of Labour and efficiency in operation. Organisation concentrates more on the performance of the jobs, and not on the individuals performing the job.

Characteristics of Formal Organization

The authority and responsibility assigned to each job have to be adhered to by the job holders. Based on the concept of authority and responsibility, people are placed in hierarchy and their status id determined accordingly. Coordination among members and their control are well specified through process procedures, rules, etc.

Informal Group
An Informal Group is one that is unofficially created, it arises owing to personal relationships between the individuals in an organization.

Factors such as friends, language, religion and hobbies, personal likes and dislikes influence the formation of informal groups.
Informal Groups maintain and strengthen the values and beliefs of their members.

Informal Groups
The provide a feeling of security to the members and help them interact with one another. They further strive to solve work related problems.

For Ex: Clubs

Types of Informal Groups

Friend Group: The Friendship Group emerge to meet the Social affiliation needs of members for belonging, for affection, acceptance, etc.

Interest Group: Emerge to pursue certain goals and interest. Few members in an organization may band together to protect their interest. For Ex: A volley ball group.

Characteristics of Informal Organization

Informal organization is a natural outcome at the workplace, it is not designed and planned. Informal organization is created on the basis of similarity among its members. The basis of similarity may be age, sex, place of origin, caste, religion, personality characteristics, likes and dislikes etc. Membership in an informal organization is voluntary, a person may become member of several informal organization at the same time.

Characteristics of Informal Groups

Behaviour of members of the informal organization is coordinated and controlled by group norms and not by the norms of the formal organization.

Membership Groups
A Membership Group is one which an individual really belongs. An individual may be member of several groups at a time but he may not participate actively in all such groups but he would like to participate in that whose norms are more attractive and gratifying. Ex: Literary Group, History Club, Golf Club

Reference Groups
Reference Group is one with which the individual identifies or to which he would like to belong. The attractiveness of the Reference Group makes the norms of that group more attractive to the individuals who aspire to it and its norms will become more influential in determining behaviour. They have more relevance to organizational behaviour

Command Groups
A command group is composed of the subordinates who report directly to a common superior. This type of group is determined by organization chart. Ex: College Principal and Teachers

Task Groups
A task group is comprised of employees who work together to complete a particular task or project. Task Group is usually formed to solve a problem or perform an activity, thus membership of the group may extend beyond the hierarchical command of a superior.

In-Groups
The In-Groups represent a clustering of individual holding prevailing values in a society or at least having a dominant place in social functioning.

It can be a majority numerically, or it may represent the power structure with it a pattern of behaviour considered desirable.

Out-Groups
The Out-Group is the conglomerate looked as subordinate or marginal in the society it is usually referred to as the minority group even though in certain instances, it may represent the numerical majority.

Open Groups
An open Group is one that is in a constant state of change. Its membership keeps fluctuating, i.e. existing members may leave and new members may join. The group accepts the ideas of the new members and may slowly give up certain old practices, in view of such trend , the group can have plans and proposals only for a short period of time. Open Groups faces conditions of imbalance and instability

Closed Groups
A closed group is one that is stable. It maintains stable membership and does not shed established practices. It therefore can have proposals for a fairly longer period of time. It does not face conditions of imbalance and instability.

Importance of Groups

Delegate Tasks
Working in a group allows members to share responsibilities, rather than the brunt of the work falling in the hands of one person.

Instead, group members can delegate tasks to individuals who possess the knowledge, skills and abilities necessary to accomplish the task successfully.

Spark Creativity
Group work helps spark creativity in the minds of the group members giving them a wider range of ideas as they work to come up with solutions for organizational problems.

Individuals may go into a group with ideas, but with the help of the group, their ideas get expanded upon and turned into creative, attainable, strategic or timely solutions.

Share Diverse Opinions

Group work gives members an opportunity to explore diverse opinions, which can provide different points of view, as they work to solve problems. One group member may consider an option or have a stance that other members of the group have not considered. With diverse experiences and knowledge, group work ensures that problems are not solved using one person's input.

Learn to Combine
Group work teaches members the essence of compromising and not insisting upon their own ways. As group members come up with solutions, they work to incorporate the ideas and opinions of the group in their final decisions.

Combine Skills
Groups are composed of individuals who may share some of the same knowledge and skills, however, oftentimes, members come from different educational backgrounds and have different work and volunteer experiences, which uncovers strengths that one group member may have, while others are lacking.

Build Relationships
Working in a group can help individuals build long-lasting relationships based on trust and loyalty. As group members, people learn about the commonalities they share and differences, which leads them to seek group members they can build relationships with even outside of the group.

Nature of Groups

Shaw has summarized various definitions of groups into four categories. First, group is defined as consisting of individuals who perceive the existence of a group & their membership in it. Second, group is defined on the basis of a common motivation or goal. Third, this class of definitions looks to the structure of the group the relationships and ties among group members which bind them into a group. Fourth, this definition perceives the central element of a group to be interacting among its members.

 This approach, Shaw finds most acceptable and defines group as two more persons who are interacting with one another in such a manner that each person influences and is influenced by each other. This definition may be expanded further to include qualifications, as identified by Shepherd. Firstly, the small group is a kind of social phenomenon which is more enduring and tighter than social relationship but is looser or less organized than a formal organization.

Second, a group should be large enough so its members feel a sense of common identity and mutual awareness. This size of a group cannot be prescribed in terms of exact number of persons.

 However as small group increases in size, it reaches some upper limit where the group altered so that its members establish some formal rules and regulations and group members more like a formal organization. Third, the small group, apart from its size, possesses some other characteristics. Moreover, it is not necessary that a group can be informal only, as pointed out by Shepherd. Thus, a group may be defined as the aggregation of small number of persons who work for common goals, develop a shared attitude, and are aware that they are part of a group and perceive themselves as such.

Group Dynamics

Group Dynamics
In simple terms group dynamics refers to the study of forces operating within the group. The social process by which people interact face to face in small groups is called group dynamics. Group dynamics is concerned with the interaction of the individual in a face to face relationship.

Group Dynamics
It focuses on the team work where in small groups are constantly in contact with each other and share common ideas to accomplish the given tasks.

The group develops in its goals clearly and furnishes suggestions to its members for the accomplishment of goals.
Every goal chooses its leader who may effectively coordinate group efforts towards accomplishment of these objectives.

Group Dynamics
Group dynamics can be studied based on different views of KURT LEWIN. NORMATIVE VIEW : is that group dynamics which describes how a group should be organized and conducted. VIEW THAT TAKES GROUP DYNAMICS AS A SET OF TECHIQUES: here role playing, brain storming, buzz groups, group therapy, sensitively training, team building are traditionally equated with group dynamics. Third view: this is closest to Lewin s conception group dynamics is viewed from the perspective of the maternal nature of groups, how they form their structural and processes and how they function and affect the individual member, other groups and the organization.

How Group Dynamics Influence and Affect the Working of the Organization??

Organizational Goals and Tasks

Just like individual and groups, organizations are formed to pursue certain goals which are at once sources of cooperation and conflict. such goals as survival, self-reliance, freedom of action, adaptation, unity and the like, tend to be shared by group members as goals. Organizations undertake certain tasks to achieve their goals.

Tasks may be differentiated in some way: Tasks vary in their complexity, skill requirements, co-operation requirements, specificity, measurability and divisibility.

Assumption and Assignment of Roles

The term role is defined as a set of behaviours expected of a member who occupies a particular position in a organization. For ex: the role expected of a senior in an organization is different than a junior. The expected role of each member in a group is explicitly or implicitly indicated . Roles also differ in the degree of their clarity and compatibility.

Leadership in Organization
Informal leaders emerge in an organization by common consent. They reflect and shape the views and values of members. They tend to command more influence and power than formal leaders. They gain confidence and acceptance of organization members by virtue of their personality traits, abilities and skills.

In general, leaders in organization are expected to interact more intensely and frequently with group members.

Leadership in Organization
They are also expected to undertake functions such as providing emotional support and sense of direction to members, facilitating tasks to perform for achieving goals, enforcing norms or behaviour to maintain the entity, unity and autonomy of the organization, building the organization image and strength and creating climate in which members derive some social satisfaction.

Group Behaviour

 It refers to the situation where people interact in large or small groups, it happens that some groups perform well and result into social loafing.

This happens because there are several factors, both within groups and outside these, which affect group performance.

Factors Affecting Group Behaviour

Physical Proximity Age and Experience Social Background Ethnicity Status of Job

How does Group behavior affect the output of an organization?

External Conditions
A group is not an independent but is created by an organization to perform certain specified work. Thus, A group has to work within the framework provided by the organization. Organizational factors that impose conditions for group working are organizations strategy, its resources, rules and regulations, authority structure, performance evaluation and reward systems, physical work setting, and culture. To the extent these are positive, group performance will be positive. In alternative scenario, group performance will be negative.

 A groups potential performance depends to a great extent, on the resources that its individual members bring to the group. These resources may be classified into two groups: Knowledge, skills, abilities; and personality characteristics. If the Knowledge, skills, abilities of group members match with group requirements, group performance is likely to be better. Besides these, members personality characteristics are also relevant to group performance.

Group Member Resources

Group Structure
A group is not unorganized mob of few individuals but a conscious and purposive creation. Therefore, the group must have structure just like an organization has structure, in simple term; structure is the pattern in which various parts or components of an object are interrelated or interconnected. In the case of the physical object, such a pattern is visible but in case of a social object like work group, this is not visible. Therefore, the structure of a work group has deducted from its various components and how they work. These are group composition, group size, roles, leadership, group norms, group cohesiveness and status. All these affect group performance.

Group Composition
The composition of a group plays a important role in determining group performance. Group composition is most often defined in terms of homogeneity of the group members. A group is homogeneous if the members are similar in one or several ways that are critical to the work of the group, such as age, work experience, education, technical specialty, etc. in a heterogeneous group, the members differ in one or more ways that are critical to the work of the group.

Group Size
A group can have as few as two members as can interact meaningfully and influence one another. Group size can have an important effect on group performance.

Group Norms

What are norms?

Norms are more encompassing than roles. While roles involve behavioural expectations for specific positions, norms help organizational members determine right from wrong and good from bad.

Definition of Norm
Norms are Shared attitudes, opinions, feelings, or actions that guide social behaviour (that is by two or more people that guides their(Group) behaviour).

According to Michael Argyle:

"Group norms are rules or guidelines of accepted behaviour

which are established by a group and used to monitor the behaviour of its members".

Why Norms
They are framed to achieve objectives of the group. They can be social and fair in nature. Norms define boundaries between acceptable and unacceptable behaviour. They make the members to identify themselves with the group. Norms play a significant role in disciplining the members of a group to make them to work regularly and properly. This reduces absenteeism and employee turnover. The members of the group are expected follow the norms strictly. This will make the group more organized.

Group Norms in simple terms,

Group members follow standards of behaviour that they all agree on. Once these standards have been accepted by everyone in the group, they become norms. Norms determine how the members should or should not behave in certain

circumstances.
Norms represent value judgments about appropriate behaviour in social situations. Although they are infrequently written down or even discussed, norms have powerful influence on group behaviour. Norms guide behaviour and reduce ambiguity in groups.

 Although Norms are typically unwritten and seldom discussed openly, they have a powerful influence on group and organizational behaviour.

For example, groups establish performance normssome groups push

each other to work hard, others to see who can do the least; appearance
norms as to what is acceptable and unacceptable; and norms regarding punctuality and loyalty to the organization.

 Group members positively reinforce those who adhere to current norms with friendship and acceptance. On the other hand, nonconformists experience criticism and even ostracism, or rejection by group members. Norms can be put into proper perspective by understanding how they develop and why they are enforced.

The norms in an organization may be formalized or informal norms.

 Formal Norms: Formalized norms are described in organization manuals. These norms establish the rules and procedures that the employees should follow.

Informal Norms: Although organizations have written norms, most of the norms in organizations are informal, unwritten and unspecific. The experiences of individuals regarding the type of behaviour that helps or hinders their job performance and satisfaction give rise to these informal norms.

Thus, depending on their effectiveness, informal norms can be functional or dysfunctional in nature.

While norms of a functional nature help achieve organizational goals.

Norms of a dysfunctional nature do just the reverse. Though every work group has a unique set of norms, there are certain classes of norms that are common to most work groups.

Types of Group Norms

Behaviour Norms
Behaviour norms are rules that standardise how individuals act while working on a day-to-day basis.

Examples are: "do not come to committee meetings unless you have read the reports to be '"discussed"', "greet every customer with a smile'', etc. These norms tend to reflect motivation, commitment to the organization and therefore result in high level of performance.

Performance Norms
Performance norms are rules that standardize employee output and number of hours worked.

The Development of Norms

Norms usually develop slowly as groups learn those behaviours that will facilitate their activities. However, this slow development can be short-circuited by critical events or by a group's decision to change norms.
Most norms develop in one or more of four ways: (1) Explicit statements by supervisors or co-workers; (2) Critical events in the group's history; (3) Primacy, or by virtue of their introduction early in the group's history; and (4) Carryover behaviours from past situations.

Why Norms Are Enforced

Group norms are important determinants of whether a group will be productive. A work group with the norm that its proper role is to help management will be far more productive than one whose norm is to

be antagonistic to management.

Norms are fundamental element of a group's structure, for they provide direction and motivation, organize social interactions, and make other peoples responses predictable and meaningful.

Why Norms are Enforced

The most important reason is to ensure group survival. They are also enforced to simplify or make predictable the expected behaviour of group members. That is, they are enforced to help groups avoid embarrassing interpersonal problems, to express the central values of the group, and to clarify what is distinctive about it.

Norms tend to be enforced by group members when they

Help the group or organization survive. Clarify or simplify behavioural expectations. Help individuals avoid embarrassing situations.

Clarify the groups or organizations central values and/or

unique identity.

Uniqueness of Group Norms

The norms of one group cannot be easily mixed with

another group.
Some differences are primarily due to the difference in

structure of the groups.

However, even very similar work groups may develop

different norms
The members of one group may be friendly with their

supervisor whereas those of another group may not.

Norm Conformity
Norms have the power to force a certain degree of

conformity.
There are several factors consist of norm conformity, which

are as follows: Some groups may exert more pressure for conformity than others because of the personalities of the group members. The history of the group and its members also plays a part in conformity.

Norm Conformity
For example, if the group has always been successful by following certain behaviours, new group members are also asked to follow the same. If the group was not successful in the past, a new group member may have greater freedom to exhibit other behaviours.

Aspects of Group Norms

Prescriptive norms: define the socially appropriate way to respond in a social situation. Example: Food should be shared equally, Follow the orders of the leader. Proscriptive norms: in contrast are prohibitions; they define the types of actions that should be avoided if at all possible, Example: Do not take more than your share of food and water

Aspects of Group Norms

Descriptive norms: describes what most people usually do, feel or think in a particular situation, Example: Most people arrive for the meeting on time, Most people clap when the speaker finishes. Injunctive norms: are more evaluative they describe the sorts of behaviours that people ought to perform. Example: those who failed to do their share of work were criticized by others, given distasteful chores and sometimes even denied food and water.

Group Cohesiveness

 Group cohesiveness refers to the extent which the members of a group are attached to each other and willing to remain within the group.

Factors which influence group cohesion

Interaction
Differences of opinion are bound to arise in any workplace. Such differences have to be sorted out through discussions and deliberations.

Threat
The kind of threat the members face both from the internal and external environments can influence group cohesion.

Leadership
If the leader is capable, he will be able to secure cohesion easily among members.

Conviction
If there is always a sense of conviction among the group members on the decisions reached, it is an indication that cohesion is absolute.

Values
If every member starts acting as per his value system securing group cohesiveness will become difficult.

Size of Group
When the size of the group increases, securing cohesion among members becomes difficult.

Location of Group
Vague lines between different groups have a negative effect on group cohesion.

Competition
While intergroup competition (between 2 different groups) is constructive for the groups cohesiveness, intra-group competition will be detrimental to the groups stability and therefore, cohesiveness.

Measures to Increase Group Cohesiveness

Inducing agreement on group goals:

 Increasing the membership of like minded persons:

Measures to Increase Group Cohesiveness

Increasing interaction among the members:

Measures to Increase Group Cohesiveness

Taking care of the group size: If the group is unwieldy, securing consensus among the members is sure to become difficult. It is, therefore, necessary to take care of the group size.

Measures to Increase Group Cohesiveness

Encouraging competition among groups:

Measures to Increase Group Cohesiveness

Rewarding the group instead of the individuals:

 Isolating the group members from rival groups:

Group Decision Making Process

Meaning
Group decision making is an activity based on the old adage two heads are better than one. It permits many persons simultaneously to interact and to arrive at a decision. In group decision making, there can be either consensus among the members of the group or the decision can be arrived at through simple majority unless the group prescribes any other mode of majority. Consensus implies that all members must agree to the proposed decision, whereas majority vote implies that it is enough for the majority of the group members to agree on the decision arrived at.

Process of decision making

Specific Objectives
The need for decision making arises in order to achieve certain specific objective. Every action of human being is goal directed. This is true for decision making also which is an action. Therefore, the starting point in may analysis of decision making involves the determination of whether a decision need to be made. In fact, setting of specific objective itself is an outcome of an earlier decision. However, since the objective setting is an outcome of the earlier decision, this may not be considered truly as the first step of decision process but provides framework for the decision.

Problem Identification
Since a particular decision is made in the context of certain given objectives, identification of problem is the real beginning of decision making process. A problem is a felt need, a question thrown forward for solution. It is the gap between present and desired state of affairs on the subject matter of decision. It is just like the diagnosis of patient by the doctor. A problem can be identified through diagnosis and analysis of the problem.

 Diagnosis: Diagnosing the real problem implies knowing the gap between what is and what ought to be, identifying the reasons for the gap and understanding the problem in relation to higher objectives of the organization Analysis: The analysis of the problem requires to find out who would make the decision, what information would be needed and from where the information is available. This analysis may provide managers with revealing circumstances that help them to gain an insight into the problems.

Search for Alternatives

A problem can be solved in several ways, however all the ways cannot be equally satisfying. Therefore the decision maker must try to find out the various alternatives in order to get the most satisfactory result of a decision. Identification of various alternatives not only serves the purpose of selecting the most satisfactory one, but it also avoids bottlenecks in operation as alternatives are available if a particular decision goes wrong.

 While generating the alternatives, the concept of limiting factor should be applied. A limiting factor is one which stands in the way of accomplishing a desired objective. If these factors are identified, managers will confine their search for alternatives to those which will overcome the limiting factors. A decision maker can use several sources for identifying alternatives: his own past experience, practices followed by others and using creative techniques.

Evaluation of Alternatives
After the various alternatives are identified, the next step is to evaluate them and select the one that will meet the choice criteria. In narrowing down the number of alternatives, two approaches can be followed: constraint on alternatives and grouping of alternatives of similar nature. Having narrowed down the alternatives which require serious consideration, the decision maker will go for evaluating how each alternative may contribute towards the objectives supposed to be achieved by implementing the decision.

 Evaluation of various alternatives dissects an alternative into various tangible and intangible factors. Tangible factors are those which can be quantified because they are quite obvious like the cost per unit, investment required, output to be received, etc. Intangible factors are mostly qualitative and cannot be measured in terms of quantity. For example, in a plant location, various non-economic factors like psychological problem arising out of displacement of persons from the plant sight, ecological balance, etc.

Choice of alternative
The evaluation of various alternatives presents a clear picture as to how each one of them contributes to the objectives under question. A comparison is made among the likely outcomes of various alternatives and the best one is chosen. Choice aspect of decision making is related to deciding the most acceptable alternative which fits with the organizational objectives. It may be seen that the chosen alternative should be acceptable in the light of the organizational objectives. Thus, it is not necessary that the chosen alternative is the best one. In choosing an alternative, the decision maker can go through three approaches: experience, experimentation and research and analysis.

Action
Once the alternative is selected, it is put into action. Decision making, being a continuous and on-going process, must ensure that the objectives have been achieved by the chosen alternative. Unless this is done, managers will never know what way their choice has contributed. Therefore, the implementation of decision may be seen as an integral aspect of decision making process.

Once the creative and analytical aspects of decision making through which an alternative has been chose is over, the managerial priority is one of converting the decision into something operationally effective. This is the action aspect of decision making

 Implementation of a decision required the communication to subordinates, getting acceptance of subordinates over the matter involves in the decision and getting their support for putting the decision into action. The decision should be effected at appropriate time and in proper way to make the action more effective. The effectiveness of action is important because it is the only effective action through which organizational objectives can be achieved and right decisions help in effective action.

Results
When the decision is out into action, it brings certain results. These results must correspond with objectives, the starting point of decision process, if good decision has been made and implemented properly. Thus results provide indication whether decision making and its implementation is proper. Therefore managers should take up a follow up action in the light of feedback received from the results. If there is any deviation between objectives and results, this should be analyzed and factors responsible for this deviation should be located.

 The feed back may also help I reviewing the decision when conditions change which may require changes in decision. Therefore, a successful manager is one who keeps a close look at the objectives and results of the decision and modifies his decision according to the changes in the situations.

Individual Vs Group Decision making

Nature of Problem: If the policy guidelines are given, individual decision making will result in greater creativity as well as more efficiency. Where the problem requires a variety of expertise, group decision making is suitable.

Acceptance of Decision: Where organizational prescription makes it mandatory to go for group decision, the decision should be accepted only when it has been made by the appropriate group, for e.g., committee decision. In other cases also group decision is more accepted for implementation

 Quality of Decision: Group decision making generally leads to higher quality solutions unless an individual has expertise in the decision area and this is identifies in advance. Climate of decision making: Supportive climate encourage group problem solving whereas competitive climate stimulates individual problem solving. Time availability: Group decision making is a time consuming process and therefore when time at the disposal is sufficient, group decision making can be preferred.

Merits of group decision making process

Every member of the group will come out with his views on the problem considered. The problem , therefore, can be thoroughly discussed and the best solution can be found out. Such an advantage is not available in the case of individual decisions. The decision of the group, usually, will not be a biased one. This is because every member of the group has his own ideals and values. No member can impose his views on others. There is always a chance for bias in individual decisions.

 The group usually consists of members who represent different segment of an organization. Therefore, each member will ensure that injustice is not done to segment he represents. The process of group decisions making also provides scope for proper coordination and cooperation among the members. Every member has to take the other members into confidence when he discusses any issues.

Group decisions enjoy a greater sense of acceptability than individual decisions.

Demerits of group decision making process

There may be delay in arriving at a decision as the group members may take longer time to discuss the issue.
There is no fixed responsibility on any member of the group for the quality of the decision made. It is, therefore, possible that a casual approach may be adopted throughout the decision making process.

Group decisions are often found to be compromise decisions. This happens because the members may give divergent views on the issue and a consensus has to be reached somehow at the end. The decision is finally made so as not to hurt anybodys sentiments. Such a decision can only be a compromise decision and may not be the best

 It is also possible that a few influential members of the group may try to put pressure on others and get their consent. Group decisions are always expensive when compared to the individual decisions in terms of time, money and efforts required.
Conflicts may also arise between the members of the group which may affect the decision of the group