The case of Deepwater Horizon/ BP oil spill and shed an enormous light on how decision making is critical and shouldn’t be taken lightly. This case provided a vivid description of how officials from both BP and Transocean were caught up by the problem and not a solution. Researchers L. Lovata described how the garbage can decision making model mimics this type of behavior. Lovata (1987) states, “Those preferring the garbage can model would focus on the proper matching of problem data with solution data rather than the decision maker's motivational forces” (Lovata, 1987, pg. 148). The major lesson learned in reading the case would be not to over emotionalize a problem. When problems are emotionalized individuals spend more energy attending
