The Garbage Can Model was developed in 1972 by Cohen, March and Oslen. It deals with the pattern and flow of decision within a firm under a high degree of uncertainty. More specifically, it shows that under total uncertainty within the environment, a person’s behavior shifts to irrational or varying from a homo economicus (Tolbert & Hall, 2009, p. 115). There are four basic components that influence decisions which include: problems, solutions, participants and choice opportunities. Problems can arise from internal or external factors, thus this will prompt a decisions in which the person will rummage through the garbage can ("Garbage Can Model of Organizational Choice," 1999). Solutions are the answers looking for a question, in that the person already possesses an answer, but as you know large issues need preparation and thought ("Garbage Can Model of Organizational Choice," 1999).
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Lastly, choice opportunities, are the expectation to derive a decision ("Garbage Can Model of Organizational Choice," 1999). In the Garbage Can Model, these elements flow in and out of a garbage can unassociated, and which problems get assigned to answer is vastly due to luck. In other words, unlike the tradition theory, decisions do not flow in a systematic fashion from problem to solutions, rather they jump around unmethodically. As a result, decision by oversight, flight, and resolution is
Lastly, choice opportunities, are the expectation to derive a decision ("Garbage Can Model of Organizational Choice," 1999). In the Garbage Can Model, these elements flow in and out of a garbage can unassociated, and which problems get assigned to answer is vastly due to luck. In other words, unlike the tradition theory, decisions do not flow in a systematic fashion from problem to solutions, rather they jump around unmethodically. As a result, decision by oversight, flight, and resolution is