Garbage Cans in an Open Field

In the anarchy mode of decision making, goals are ill-defined, processes are unclear, and participation is fluid.

Organizations make choices by attaching solutions to problems, subject to chance, timing, and who happen to be on the scene.

In the loosely-coupled mode of decision making, goals are ill-defined, processes are unclear, and participation is fluid.

Organizations make choices by connecting solutions to problems, relying on experience, intuition, and the conviction of those who are on the scene.

A decision situation is like a garbage can into which various kinds of problems and solutions are dumped by participants as they are generated.

A decision then happens when problems, solutions, participants, and choices coincide. When they do, solutions are attached to problems, and problems to choices by participants who happen to have the time and energy to do it.

Which solutions are attached to which problems is a matter of chance and timing, depending on which participants with what goals happen to be on the scene, and when the solutions and problems are entered.

A decision situation is like an open field into which various kinds of problems and solutions are introduced by participants to deal with an unfamiliar situation.

A decision then happens when problems, solutions, participants, and choices connect. When they do, solutions are linked to problems, and problems to choices by participants who have the experience and the conviction to do so.

Which solutions are attached to which problems is a matter of insight and timing, depending on which participants with what experience happen to be on the scene, and when the solutions and problems are perceived.