The garbage can model of decision making, developed by Cohen, March, and Olsen, portrays decision-making processes as organized anarchy.
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It suggests that organizational decisions often emerge in a chaotic manner, influenced by factors like decision-maker preferences, prevailing problems, available solutions, and timing.
According to this model, decision-making is akin to a “garbage can” where problems, solutions, participants, and decision opportunities are randomly juxtaposed. When these elements align, a decision is made. The model challenges the notion of rational and linear decision-making, proposing that chance occurrences play a significant role.
The garbage can model emphasizes the complexity and unpredictability of decision-making in organizations. It suggests that decisions may not always result from logical reasoning but can be influenced by factors like fortuitous events or solution availability.