Group decision making is the process of arriving at a judgment or
             solution based on the feedback of several individuals. This method of
             decision making assumes significance for organizations since organizational
             performance depends on group rather than individual action (Lahti, 1996).
             However, while group decision making may be recommended over individual
             models for organizations, it is important that the chosen construct allow
             for inclusion of all relevant criteria, consideration of all alternatives,
             and access to the most accurate cause/effect information (Scholl, 1999).
             Thus, in order to determine the appropriate use of a group decision making
             model, the advantages and disadvantages should be taken into account
             especially since a multiplicity of models such as the rational, political,
             process, and garbage can models exist (Lahti, 1996). As such, this paper
             will describe the steps as well as the pros and cons of the rational model
             The rational model is based on an economic view of decision making
             and is, therefore, grounded on goals/objectives, alternatives, consequences
             and optimality. The rational model assumes that it is possible to arrive at
             one correct conception of a problem or decision through using a logical
             process of evaluating alternatives and their consequences, always bearing
             the defined goals and objectives in mind. Thus, the rational model of group
             decision making arrives at a selection of the alternative that is deemed to
             be the optimal choice or the one that affords the maximum utility. The
             rational model has a salient advantage in that it uses a logical,
             sequential approach to decision making. However, the model assumes that
             complete information regarding the decision is available and that there are
             no intrinsic biases to the decision making process (Lahti, 1996). It is,
             therefore, important to exercise a certain amount of care when using the
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