Define: Garbage-can theory describes an organizational tool whereby leaders create a space for participants to discuss “issues and feelings looking for decision situations in which they might be aired, solutions looking for issues to which they might be the answer, and decision makers looking for work" (Cohen, March, & Olsen, 1972). A garbage can is useful in anarchical or highly egalitarian groups where every member wants to voice their problems and creates a space where many problems can be brought to the table without the need to address all of them (Cohen & March 1974).
Apply: In Community Development working with a large community can bring chaos if everyone has an individual concern they want solved. Rather than focus on all the individual needs, a “garbage can” could be used to allow community members a chance to voice their concerns through an event like an open town hall meeting. This allows participants to voice their complaints without an expectation of action on all of the concerns. Ultimately the goal is to sift through smaller issues and get to larger goals that affect more members of the community (while being careful not to completely dismiss any ideas or openly refer to the session as a “garbage can” space).
Adapt: In a university, faculty often function on an egalitarian basis where they all have an equal voice in decision making. Because of this many faculty members feel a need to have all of their problems heard and considered. On campus, the faculty senate could be referred to as a “garbage can” space, since it allows for faculty to come together and voice complaints, but most senates have very little authority to take action. The faculty senate is about creating space to be heard rather than moving towards action and allows the community the opportunity to burn off steam.
Sources:
Cohen, M. D., March, J. G., & Olsen, J. P. (1972). A garbage can model of organizational choice. Administrative science quarterly, 1-25.
Cohen, M. D. & J.G. March. (1974). Leadership in an organized anarchy. In Leadership and Ambiguity: The American College President (2nd Ed.) pp. 195-229 . Boston: Harvard Business School Press.
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