The organization operates based on trial and error procedures, learning from accidents of past experiences, and pragmatic inventions of necessity. The organization's processes are not understood by the organization's own members. It is unclear which problems matter, and which do not. Organizations discover their preferences through actions, more than actions are taken on the basis of preferences. The organization can be described more accurately as a loose collection of ideas, rather than as a coherent structure. It operates on the basis of a variety of inconsistent and ill-defined preferences, goals, and identities. The organization has no clear preference or guidelines. These properties of organized anarchy are characteristic of any organization in part, part of the time. The behavioral theory of organized anarchy views organizations, and/or decision-situations/choice-opportunities, as generally characterized by the three properties of problematic preferences, unclear technology, and fluid participation (detailed below). Amongst the confusion, participants try to make sense of their role in the organization. Many things happen at once, all competing with each other for attention. All participants involved do not get the chance to fully participate, and have limitations on their time and energy. Proposed solutions change during bargaining. Problems and solutions are loosely coupled. Organized anarchies can be characterized by a sense of chaos and dynamism. This anarchic view of decision making contrasts with traditional decision theory. The mix of garbage in a single can also depend on the speed at which the garbage is collected and removed from the scene, for example, how long before problems, solutions, and/or participants move on to other choice opportunities, or, depending on how long the current choice opportunity remains available. The mix of garbage (streams) in a single can (choice opportunity) depends on the mix of cans available, on the labels attached to each can, and on what garbage is currently being generated. These three streams only meet when the fourth stream of choice opportunity arises, as a garbage can, for the streams to flow into. The model portrays problems, solutions, and participants/decision-makers as three independent "streams" that are each generated separately, and flow disconnected from each other. The "garbage can" term's significance is best understood by considering the manner in which items in a trash can are organized, which is a messy, chaotic mix. Within this context, of an organized anarchy view of organizational decision making, the garbage can model symbolizes the choice-opportunity/decision-situation (for example: a meeting where ideas are discussed and decided on) as a "garbage can" that participants are chaotically dumping problems and solutions into, as they are being generated. While some organizations (such as public, educational, and illegitimate organizations) are more frequently characterized by these traits of organized anarchy, the traits can be partially descriptive of any organization, part of the time. Organized anarchies are organizations, or decision situations (also known as choice opportunities), characterized by problematic preferences, unclear technology, and fluid participation. The model originated in the 1972 seminal paper, A Garbage Can Model of Organizational Choice, written by Michael D. The garbage can model (also known as garbage can process, or garbage can theory) describes the chaotic reality of organizational decision making in an organized anarchy. Conceptual illustration of the garbage can model of decision making in an organized anarchy
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