Garbage Can Theory
Theory: A Theory of Organizational Choice
Theorist(s): Michael D. Cohen, James March, and Johan Olsen
Keywords: organized anarchies, processes, decision-makers, rational process\
Biography: Cohen received his B.A. in History at Stanford University in 1966, and his
Ph.D. in Social Science at the University of California, Irvine in 1972. He wrote many
articles and books which contributed to theories of organizational decision making. Much
of his work employed computer simulation. By 1981, Cohen was working at the
University of Michigan. Cohen's research and publication continued to use computers to
model complex organizational behavior. Cohen's later work included studies in
organizational behavior in hospitals, with a view to improving patient care.
James March is the father of four children and is a grandfather and received his B.A.
from the University of Wisconsin and his M.A. and Ph.D. from Yale University. March
is also known for his seminal work on the behavioral perspective on the theory of the
firm along with Richard Cyert .
Johan P. Olsen was born August 14, 1939 and is a Norwegian political scientist. He was a
professor at the University of Bergen and member of the Norwegian Research Council.
He established ARENA (Advanced Research on the Europeanization of the Nation State)
in 1994. He was Research Director at ARENA for many years, and is now professor
emeritus.
Description of Theory:
The Garbage Can theory, or model, attempts to explain some organizational decisionmaking anomalies that are found within the theory. These decisions are made by
organized anarchies where there are no clear preferences, or technology. In the Garbage
Can Theory a decision is an outcome of independent sources within the organization.The
problems, solutions, and decision makers move from one choice to another depending on
the mix of recognized problems, the choices available, the mix of solutions available for
problems, and outside influences on the decision makers. The problems are disengaged
from choices giving an image of digging around inside a garbage can. Problems are
addressed based on a solution choice, but choices are made based on shifting
combinations of problems, solutions, and decision makers. In this situation decisionmaking appears foolish instead of rational. The Garbage Can theory allows problems to
be addressed and choices to be made, but does not necessarily following a rational
process. Poorly understood and addressed problems can drift into and out of the garbage
can process, depending on the factors.
Theory Measurement and Instrumentation:
The garbage can model doesn't see the decision-making process as a sequence of steps
that begins with a problem and ends with a solution. Instead, decisions are the outcome of
independent streams of events within an organization. These are problem points, potential
solutions, participants and choice opportunities. The organization is a 'garbage can' where
these streams are stirred. To measure these outcomes the organizational structures
determine the energy required and applied to the choices to resolve the problems. The
decisions are made in three different ways: by resolution, by oversight, and by flight. The
length of time can vary depending on the number of problems and some choices resolve
the problems after a certain time of working on them. Sometimes the choice is activated
and there is energy to make new choices quickly. Sometimes problems are associated
with choices without being solved, these choices often attach themselves to new choices
in order to reach a resolution.
Prepared by: Sandy Kelso
References:
Cohen, M. D., March, J., & Olsen, J. P. (1972, March). A garbage can model of
organizational choice. Administrative Science Quarterly, 17(1), 1-25.
Fioretti, G., & Lomi, A. (2008). An Agent-Based Representation of the Garbage Can
Model of Organizational Choice. Simulation Modelling Practice and Theory,
16(2), 192-217.
Fioretti, G., & Lomi, A. (2010). Passing the buck in the garbage can model of
organizational choice. Computational and Mathematical Organization Theory,
16(2), 113-143.
Masuch, M., & LaPotin, P. (1989). Beyond garbage cans: an al model of organizational
choice. Administrative Science Quarterly, 34(1), 38-67.