corporates and the limitations of body corporate managers in facilitating the business of body corporates.I became Chairperson by default. No-one wanted the job. The place had become quite run down, so I contacted owners directly which resulted in a six person committee the following year. We dumped the body corporate manager and have made a lot of progress with maintenance and improvements since then but it's me doing most (95%) of the work. There's a lot of it. I acknowledge the risk to the body corporate of me becoming a petty tyrant, should I become so inclined. I'm aware of the dangers of groupthink and have taught group dynamics at university level. We began with every decision reaching a consensus. Over time there has developed in the committee a certain amount of opposition and even disaffection. The disaffection usually manifests in failure to participate in a decision although it has occasionally resulted in open hostility when the matter has involved individual self interest. The cohesiveness of the group has definitely deteriorated and probably I'm partly responsible. Nonetheless, a majority goes along with whatever I recommend but I suspect it's not always that they necessarily agree with me but because they don't have the time or the will to come up with alternative ideas and don't want to risk me throwing in the job. There is still no-one else who wants it. However, I find I'm also getting a bit tired after five years in office and a little apprehensive about