Garbage Can Model

Cohen, Michael D.; March, James G.; Olsen, Johan P.

doi:10.4135/9781412956246.n187

Cited by 6 publications

(6 citation statements)

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“…113 Another is to in¯uence the access of issues and participants to arenas for collective interpretation and decision-making. 114 In the short run, individuals have to be taken as given. In the long run, it is possible to construct institutional frameworks that help bring about new citizens.…”

Section: Beyond the Worst Case Scenariomentioning

confidence: 99%

Institutional Design in Democratic Contexts

Olsen

1997

J Political Philosophy

111

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I. TRANSCENDING EXISTING INSTITUTIONST his paper considers the design and redesign of political institutions.Speci®cally, it discusses how the signi®cance of design may be affected by key institutional features of contemporary democratic polities. The ®rst question is: To what degree do democratic contexts create a viable space for institutional designÐmaking design necessary, politically feasible and legitimate? The second question is: What kind of processes tend to make designers able to exploit the available space of design?The paper aims at going beyond the idea that design can best be understood as a process of problem-solving or power-struggle over policy-bene®ts in terms of prede®ned preferences and powers. It argues that design is more likely when designers exploit shifting political attention and the con¯uence of temporary, favorable circumstances; when they stabilize attention over extended periods; and when they trigger self-driving processes that make design independent of one-shot, grand decisions that change an institutional arrangement at once. Design is, furthermore, more likely when political actors evoke aspects other than an institution's instrumental valueÐin particular deontological concerns. Finally, design is more likely when political actors take into account how the working of institutions depends on properties of the citizens, not only rules and incentives; and when they take into account how institutions fashion, not only regulate, citizens. A. THEORETICAL ASPIRATIONSJohn Stuart Mill thought that a proper understanding of how political institutions are constituted, sustained and transformed would require reconciliation of two old traditions. One was interpreting change instrumentally, as a matter of social

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Section: Beyond the Worst Case Scenariomentioning

confidence: 99%

Institutional Design in Democratic Contexts

Olsen

1997

J Political Philosophy

111

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“…Nutt (1 984) concentrated on health related service organizations, which included hospitals, governmental agencies, insurance companies and consulting firms, and did not aim to contrast their decision making with that in other kinds of organization. Cohen et al (1972) were similarly limited. They postulated a greater tendency to 'garbage-can' type decision making in 'organized anarchies', where preferences are inconsistent or unclear, where technology rests on trial and error, and where participants change capriciously.…”

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confidence: 92%

Success in Decision Making: Different Organizations, Differing Reasons for Success

Rodrigues

Hickson

1995

J Management Studies

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In an attempt to elucidate some possible conditions for success in managerial decision making, data were analysed from 53 cases of decisions in eight British organizations, five business firms and three non-business organizations (two universities and a District of the National Health Service). No clear relationships between features of the processes of making the decisions, and their successfulness were found until the business firms and the non-business organizations were separated. Clear differences then showed up, relatively speaking, in the conditions conducive to success. In the business firms, a successful decision was more likely to result from a decision-making process in which resources were available. In other words, in business a successful decision is most likely when sufficient information and sufficient means of implementation are to hand. By contrast, in the universities and the Health District, a successful decision was associated more with the social qualities of the decision-making process itself. In other words, in non-business organizations a successful decision is most likely when the right people participate and the people at the very top do not interfere too much. ORGANIZATION DIFFERENCES?Are the conditions conducive to a successful decision in one kind of organization the same as those appropriate in another kind, or are they different? Probably they differ, for no one argues that managerial decisions are made the same way and for the same reasons in every organization. It is taken for granted that what happens in different kinds of organization must differ, given differing conditions. Though Hickson et al. (1986a) firmly conclude from their extensive data that 'the matter for decision matters most', meaning that processes of decision making are patterned primarily by what is being decided, they emphasize that there are also considerable differences according to type of organization. This is because for the making of decisions an organization is the ruling framework governing how a Address for re@&. r:

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“…76 The problem of Communist radicalism became coupled with the MBL law as its solution. 77 When the MBL law replaced the earlier collective agreement on work councils, education about the MBL law was tucked under the umbrella of the Swedish state's subsidies for popular adult education, folkbildning. The formula 'free and voluntary', guiding Swedish state subsidies for folkbildning since 1944, meant that MBL education was to be organised independently by the unions themselves, who also decided the educational content.…”

Section: How Mbl Addressed the Communist Threatmentioning

confidence: 99%

The Origins and Myths of the Swedish Model of Workplace Democracy

Hedin

2015

Contemporary European History

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In 1976 Sweden adopted a law on workplace democracy, presented by the Social Democratic government as the ‘reform of the century’. What can the reform tell us about the history of the Swedish Model and how it was revised during the early 1970s under the prime minister, Olof Palme? This article compares four grand narratives of the development of welfare states, viewing dominant narratives of the Swedish Model as influential myths in their own right. The article argues that despite its global reputation as a hallmark of ‘democratic socialism’, the Swedish workplace democracy reform was a broad cross-class compromise, in the wake of a pan-European wave of similarly labelled reforms. Furthermore, the reform served to protect workplaces against Communist activism. The argument builds on the internal meeting protocols of the board and executive committee of the Swedish Social Democratic Party.

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Garbage Can Model

Cited by 6 publications

References 0 publications

Institutional Design in Democratic Contexts

Institutional Design in Democratic Contexts

Success in Decision Making: Different Organizations, Differing Reasons for Success

The Origins and Myths of the Swedish Model of Workplace Democracy

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