The Garbage Can Model
The Garbage Can Model is a theory that seeks to explain decision-making processes within organizations. This model was first introduced by Michael D. Cohen, James G. March and Johan P. Olson in their 1972 book “A Garbage Can Model of Organizational Choice”. According to the model, decisions in an organization can be compared to a garbage can into which various elements and components are continually being thrown. The primary focus of the model is on the decision-making process rather than the result of the decision.
The garbage can model is based on the idea that there is no clear, consistent decision process in an organization. In many cases, organizations make decisions based on available resources, proposals, and the availability of decision makers. Ultimately, organizations are likely to make decisions that are seen as satisficing (a mix of satisfactory and sufficing) rather than optimizing.
The garbage can model consists of four interconnected components: choice opportunities, problems, solutions, and participants. Choice opportunities refer to the incentives and opportunities that exist within an organization to make a decision. Problems refer to existing issues that need to be addressed within the organization. Solutions refer to potential options that can be used to address the problem. Finally, participants refer to decision makers within the organization, who are responsible for making the decision.
The garbage can model, has been criticized for being too simplistic and for lacking the ability to accurately predict a decision. However, some organizational theorists have argued that the garbage can model is useful for understanding the unpredictability of organization decision making. Indeed, the model does emphasize the role of chance and coincidence in decision making, which can be seen in the notion of “satisficing” rather than “optimizing.” Additionally, the model can be used as a lens to examine decision-making processes within organizations, including how choices are made and how they take into account existing resources and problems.
In conclusion, the Garbage Can Model is a theory that seeks to explain the unpredictable nature of decision making in organizations. This model focuses on the decision process rather than the result, emphasizing the role of chance and coincidence in decision making. The garbage can model consists of four components- choice opportunities, problems, solutions and participants- which must all be taken into account when making a decision. This model has been criticized for being too simplistic and lacking predictive power, but it can be useful for understanding the unpredictable nature of organizational behavior.
