Garbage can model

Definition

The garbage can model is a theory of organizational decision-making that depicts the chaotic and seemingly random nature of how choices are made within organizations. It suggests that decisions result from a confluence of problems, solutions, participants, and choice opportunities, often without clear structure or order. This model emphasizes that decision-making can be messy, with various elements coming together in unpredictable ways, reflecting the complexity of real-world organizational behavior.

5 Must Know Facts For Your Next Test

1. The garbage can model was developed by Cohen, March, and Olsen in 1972 as a way to understand decision-making in organizations characterized by ambiguity and complexity.
2. In this model, problems are seen as 'garbage' that can float around until they find a suitable solution, reflecting how solutions may not always align directly with identified problems.
3. Participants in the decision-making process may have different motivations and agendas, which adds to the unpredictability of outcomes.
4. The model highlights that not all decisions follow a rational or linear path; instead, they emerge from the interaction of various elements at any given moment.
5. Real-world examples include how organizations often respond to crises, where rapid decision-making is required and options are limited, leading to chaotic yet functional outcomes.

Review Questions

• How does the garbage can model challenge traditional views of rational decision-making in organizations?
  • The garbage can model challenges traditional views by suggesting that decision-making is not always a rational, linear process where problems are clearly defined and solutions are systematically applied. Instead, it illustrates that decisions often emerge from a complex mix of problems, solutions, and participants interacting in unpredictable ways. This reflects the reality that organizations frequently operate in ambiguous environments where clarity is lacking, leading to more chaotic decision-making scenarios.
• Discuss how the garbage can model can be applied to understanding coalition building within organizations.
  • The garbage can model illustrates that coalition building within organizations can be influenced by the random convergence of various issues and potential solutions. When participants with different interests come together, they may find common ground on certain problems or solutions simply because those elements happen to align at that moment. This process highlights that coalitions may form not necessarily out of strategic planning but rather from the serendipitous alignment of interests and circumstances present in the organization's decision-making environment.
• Evaluate the implications of the garbage can model for policy-making processes in public organizations.
  • Evaluating the implications of the garbage can model for policy-making reveals that public organizations may face challenges when attempting to implement structured and coherent policies. The model suggests that policies may evolve from a mix of unresolved issues and opportunistic choices rather than from thorough analysis. This can lead to policies being adopted based on political expediency or prevailing circumstances rather than being rooted in systematic assessment. Understanding this chaotic nature helps policymakers anticipate potential pitfalls and embrace flexibility in adapting to shifting contexts.

Related terms

Organizational Decision-Making: The process through which members of an organization identify and choose among alternative courses of action to address issues or achieve goals.

Coalition Building: The process of forming alliances among stakeholders or decision-makers to support a particular solution or course of action within an organization.

Multiple Streams Framework: A model that describes how policy changes occur when three streams—problems, policies, and politics—converge at the right time and place.