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Garbage can model - Wikipedia
While still a doctoral student at the University of Bergen in Norway, Johan P. Olsen came to the University of California, Irvine as a visiting scholar from 1968-1969.[4] At that time, James G. March was both the Dean of the School of Social Sciences (1964–1969), and a professor of psychology and sociology at the University of California, Irvine (1964–1970).[5] Coinciding with the time of Olsen's visit, and March's last year serving as a dean, Michael D. Cohen was a doctoral student at the University of California, Irvine, and was just beginning his work as a research assistant to March.[6] All three scholars were present at the right time, to witness the university conduct a search process to hire a new dean. Ultimately, the search process ended with none of the potential candidates being chosen, and the head of the search committee taking the position of dean. During an interview, Olsen describes the chaotic decision-making process that he observed at the university throughout this search process, and how it served as a foundational experience for the three scholars to later collaborate and produce their model.[7] Olsen explains in this interview how topics previously considered to be important to the decision making process, such as if the actors were reasonable or rational, actually proved to be less important, and were instead trumped by issues such as time constraints of the participants involved. An example provided was a professor being present in one meeting, only to be absent from the following meeting due to professional travel commitments, which can be common for university faculty. This prompted Olsen to consider a contextual model of decision making, one that examined the ability to make calculations and implement them, as opposed to models that focused on motivation. Olsen observed decision makers give each other head nods, and other non-verbal communication, in meetings, and noted the possible communication, or miscommunication this may have entailed. Olsen also highlighted how the search committee's decision-making process was affected by misinterpreting the silence of the current dean (March) regarding applicants as a sign for lack of support, when in fact this was not an accurate interpretation of the dean's preferences. Olsen, therefore, gained an interest to examine collective, as opposed to individual, decision making, and how routines and chance may affect the decision-making process.[7] All of these factors would lead into the development of the garbage can model.
october 2019 by copystar
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