Recognizing multiple decision-making models: A guide for managers

Abstract

Empirical studies of decision making find that the process is more disorderly than described in rational models. New models have appeared that suggest that managers need to accommodate the randomness found in complex organizations. This article examines two approaches for dealing with this disorder: the political-bargaining model and the garbage can model. The essay clarifies the differences between these two approaches and assesses their usefulness to managers for understanding the decision-making process.