A Garbage Can Model of
Organizational Choice
Candy
Outline
Introduction
Basic ideal of garbage can model
Organizational structure
The garbage can model
Conclusion
Introduction
Two major phenomena critical to
anarchy
Organizations make choices without
consistent, shared goals
The way members of an organization are
activated
Introduction
Decision situations are characterized by
three properties
Problematic preferences
Unclear technology
Fluid participation
Basic ideals of garbage can model
View a choice opportunity as garbage
can
Attention: choice changes over times
Energy
Basic ideals of garbage can model
Four streams
Problems
Solutions
Participants
Choice opportunities
Organizational structure
Access structure
Decision structure
Energy distribution
Access structure
The mapping of problems onto choices
Three pure types
Unsegmented access
Hierarchical access
Specialized access
Decision structure
The mapping of choices onto decision
makers
Three pure types
Unsegmented decisions
Hierarchical decisions
Specialized decisions
Energy distribution
Important people – less energy
Equal energy
Important people – more energy
The garbage can model
Four basic variables
Each is a function of time
Three key behavioral assumptions
To connect variables
Variables
A stream of choices
Entry time
Decision structure
A stream of problems
Entry time
Access structure
An energy requirement
Variables
A rate of flow of solutions
To determine the problem solving output
A stream of energy from participants
A time series of energy available for
organizational decision making
Assumptions
Energy additivity assumption
Energy devoted to a choice is the sum of
the energies of decision makers attached
to that choice
When the total energies equals or exceeds
the requirements at a particular point in
time, a decision is made
Assumptions
Energy allocation assumption
the energy of each participant is allocated
to one choice
Problem allocation assumption
Each problem is attached to one choice
Conclusion
Limitations: decision style, problem
activity, problem latency, decision
maker activity, decision difficulty
Resolve problems not well, but enable
choices to be made and problems
resolved
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