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All the strange things that happen in the exercise are the core of organized anarchies
Ambiguity in decision making o Technologies and tasks are uncertain o Preference change o Ideas, people are mixed together o Decisions have loose relevance o Problems are not connected to solutions o Decisions are inconsistent Decisions move from conceptions of order to conceptions of meaning o Order Reality Causality Intentionality o Meaning Decisions are vehicles for constructing meaningful interpretations They are NOT outcomes produced by a comprehensible environment The decisions become MEANING generators, instead of consequence generators
Metaphor used in his class to think about the organization (Authors: Cohen, March and Olsen (1972))
Round, Sloped Soccer field Many different people can join the game (but not everyone) Everyone kicks in the direction of their own interests The slope of the field produces a bias The course of a specific decision (kick) is not easily anticipated, although can look rather obvious after the fact (and usually normative reassuring)
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Prepared by Ariadna73
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Choice Opportunity = policy window - TIMING is very important. It guides Choice Opportunity o Decisions happen when problems, solutions, participants and choices coincide o Timing is right: Participants happen to have the time and energy to see them through o Solutions are attached to problems Deadlines o Arrival times (affect problems) o Seasons (affect solutions) o Work days, school years (affect participants) o Budget schedules (affect choice opportunities) Decisions arise from the interaction of o Constraints o Time-dependent flows of problems o Solutions o Participants (decision-makers)
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Be an enthusiast
Be a Pragmatist
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