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Garbage Can Model

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Garbage Can Model
A Garbage Can Model of Organizational Choice Michael D. Cohen; James G. March; Johan P. Olsen Administrative Science Quarterly, Vol. 17, No. 1. (Mar., 1972), pp. 1-25.
Stable URL: http://links.jstor.org/sici?sici=0001-8392%28197203%2917%3A1%3C1%3AAGCMOO%3E2.0.CO%3B2-9 Administrative Science Quarterly is currently published by Johnson Graduate School of Management, Cornell University.

Your use of the JSTOR archive indicates your acceptance of JSTOR 's Terms and Conditions of Use, available at http://www.jstor.org/about/terms.html. JSTOR 's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www.jstor.org/journals/cjohn.html. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission.

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http://www.jstor.org Mon May 21 10:08:10 2007

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

A Garbage Can Model of Organizational Choice
Organized anarchies are organizations characterized b y problematic preferences, unclear technology, and fluid participation. Recent studies of universities, a familiar form of organized anarchy, suggest that such organizatio.ns can be viewed for some purposes as collections of choices looking for problems, issues and feelings looking for decision situations in which they might be aired, solutions looking for issues t o which they might be an answer, and decision makers looking for work. These ideas are translated



Citations: Conceptual Models and the Cuban Missile Crisis Graham T. Allison The American Political Science Review, Vol. 63, No. 3. (Sep., 1969), pp. 689-718.

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