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.