Garbage Can Model of Organizational Choice
쓰레기통 모형
An organizational decision-making model positing that in "organized anarchies," choices result from temporal intersections of relatively independent streams: problems, solutions, participants, and choice opportunities.
| Field | Management · Political Science |
|---|---|
| Level of analysis | Meso · Groups & Organizations |
| Paradigm | Complexity Approach Institutionalism |
| Key figures | 👤 Michael D. Cohen (마이클 코언) 👤 Johan P. Olsen (요한 올센) |
| Year | 1972 |
Key Claims
Michael Cohen, James March, and Johan Olsen demonstrated that decision-making in ambiguous organizations does not follow linear rationality. Instead, organizations operate as ‘garbage cans’ where problems, pre-packaged solutions, shifting participants, and choice opportunities converge haphazardly in time.
Further Reading
- Cohen, M. D., March, J. G., & Olsen, J. P. (1972). A garbage can model of organizational choice. Administrative Science Quarterly, 17(1), 1–25.
Related theories 2개
A foundational administrative and behavioral theory demonstrating that human decision makers face cognitive processing and information limits, leading them to "satisfice" rather than optimize.
A public policy framework showing that policy systems typically maintain long periods of stasis and incrementalism, punctuated by brief bursts of rapid, large-scale institutional transformation.
Theories pointing to this one 3개
A public policy framework showing that policy systems typically maintain long periods of stasis and incrementalism, punctuated by brief bursts of rapid, large-scale institutional transformation.
A classic decision-making framework asserting that due to bounded information and political conflict, policymakers practice "muddling through"—making marginal, incremental adjustments to existing policies.
A foundational administrative and behavioral theory demonstrating that human decision makers face cognitive processing and information limits, leading them to "satisfice" rather than optimize.