Strengths of the garbage can model

Garbage Can Management Theory

The Garbage Can Model of Management

The Garbage Can Model (GCM) of Management was originally introduced the 1972 journal article A Garbage Can Model of Organizational Choice (Cohen & March, in Daft, 2005). In principle, it sought to propose a conceptual process for addressing the problems encountered by business and other professional organizations, such as the institution of higher learning in connection with which it was first described by its authors. In general, the GCM provides a means of understanding, approaching, and applying organizational decision theory to organizations in which certain internal dynamics generate uncertainty in decision-making. The characteristics that suggest the need for the GCM are those consistent with or functions of organizational anarchy, such as typically occurs in the absence of any formal means of interdepartmental collaboration, coordination, and joint decision-making processes, procedures, or protocols (Daft, 2005).

More specifically, the GCM addresses organized anarchy as defined by a high degree of uncertainty in the identification of problems and in the uncertainty with respect to identifying appropriate solutions to those problems. It is a useful concept within organizations (such as universities) in which numerous unrelated departments must contribute toward the overall strategic vision and goals of the organization. Conversely, the GCM is much less likely to provide beneficial results in organizations where very detailed collaboration and coordination between and among different organizational components. Examples of organizations where the GCM would not likely provide beneficial results would be aerospace engineering because deviations in processes or in decisions about solutions to problems could undermine the quality of the product or even the prospect of completing projects that require contribution from multiple departments.

The Garbage Can Model in Greater Detail

In theory, the GCM views the entire universe of organizational problems and solutions to those problems as a garbage can in which all problems and all possible solutions are tossed (Daft, 2005). The GCM also views the garbage can as containing solutions to some problems that might not have even manifested themselves yet in the organization but which might become useful in connection with some of those problems that materialize after solutions have already been devised generally (Daft, 2005).

There are four principal parameters that Cohen and March described in relation to the organizational problems encountered in anarchistic situations are: (1) Problems, defined as issues requiring change to the existing situation; (2) Solutions, defined as ideas proposed to address problems; (3) Participants, defined as employees who may come and go from the organization; and (4) Choice Opportunities, defined as situations requiring decisions (Daft, 2005).