The Logic of Organizational Disorder

The Logic Of Organizational Disorder: An Introduction
Introduction
The Emergence Of Organizational Disorder: The Garbage Can Model’S Messing With Tradition
Parallel, Emergent Behavior
Formal Structures And Emergent Behaviors
Ambiguity And Loose Coupling
Modeling Organizational Disorder
This Book
References
Sifting The Garbage: Conceptualizing And Explaining Processes Of Strategic Decision Making
Introduction
Topics Of Decision
The Settings For Decision
Sample And Data Collection
Three Types Of Decision Making Process
Sporadic Processes
Fluid Processes
Constricted Processes
Which Way Will A Decision Move?
Differences Between Organizations
In Conclusion
References
Organized Anarchies: A Reconsideration Of Research Strategies
Introduction
Presentation Of The Garbage Can Model
Questions Raised By The Use Of The Garbage Can Model In Empirical Studies
Most Of These Empirical Studies Deal With Exceptions
The Organizational Context Is Ignored
The Actors’ Rationality Is Put Into Doubt
The Interpretation Of Data Emphasizes Ambiguity And Neglects Any Kind Of “Regulation”
Our Research Strategy For The Study Of French And German Universities
Priority To The Whole System Rather Than To Isolated Decision Processes
Priority To Actors
Results And What We Learned From Them
References
The Diffusion Of Innovation In The Judicial System
Introduction
Uniformity And Diversity In The Judicial System
The Tribunaux De Grande Instance
High Organizational Diversity
Limited Management Discretion
The Two Dimensions Of The Diffusion Of Innovations
Judges Have Their Own “Toolbox”
Courts Have Their Own History
Different Types Of Innovations
The Judges’ Itinerary
Judges And Their New Assignments
The Problem Of Succession
What Happens To Innovations
Precarious Innovations
Long Lasting Innovations That Are Not Disseminated
Drifting Innovations
Innovations That Force Their Way
The Differentiation Between Courts
The Dissemination Of Innovations Through The Judicial System
A Map Of Innovations
Dissemination By Imitation
The Nature Of Change In The Judicial Institution
Overall Logic And Local Initiatives
Information Technology
Central Authorities Have No Control Over Change
Professional Mobility And Dissemination Of Innovations
Conclusion
References
Ideology And Loose Couplings In Management Control Systems
The Ideological Dimension To Control Systems
The Consolidated Control Model
New Contexts For Control
Loose Coupling And Decoupling: Unexpected Consequences
The Fortunes Of The Garbage Can Theory With Controllers And Scholars
A Case Study: Decoupling The Control System And Organizational Reality In A Knowledge-Based Company
The Birth Of A Company Research Center
Control According To The Holding Company
The Controller Goes On A Mission
Setting Up The Control System
Conclusions
References
The Relativization Of Formal Organization
The Mixed Regulation Of Social Interaction
Organization As Process: Dimensions Of Organized Action
References
Managing Organizational Disorder
Introduction
Organizations As Individuals
Organizational Inconsistency
Norms For Structure, Process And Ideology
Inconsistent Norms
Higher Order Hypocrisy
The Real Tasks Of Management
Four Principles Of Disorder Management
The Principle Of Distance
The Principle Of Morality
The Principle Of Responsibility
The Principle Of Reform
The Use Of The Accepted Order
References
The Disorder Of Organizational Logic – Makework Among Members Of Bureaucratic Organizations
Introduction
The Study
Makework
Perceived Causes Of Makework
Makework?
Discussion
Attribution Errors
The Causal Map As Evoked Set
Bounded Rationality And Irrationality
Makework As A Mirror Of Organizing
Organization
Complexity
Bias
Individual Sensitivities
Conclusions
Rational Choice
Myopic Man
References
Learning In A Garbage Can Situation: A Network Model
Introduction
The Network Structure Of The Garbage Can Model
A Network Model Of Learning In A Garbage Can Process
The Task
Actors
Learning
Simulation Results: The Emergence Of Organizational Learning
Learning To Choose
Coding The Environment Through The Division Of Labor
The Advantages Of Slow Learning
Coping With Novelties
The Robustness Of Learning
Further Comments
References
Organizational Learning Of Routines: A Model From The Garbage Can Family
Introduction
A Brief Description Of The Model
Elements Of The Model
How Does The Model Behave?
References
Bounded Rationality, Hyper-Rationalization And The Use Of Social Science Knowledge
Ambiguity, Endogeneity, And Intelligence
A Footnote On Methodology
Three Questions
Ambiguity And Disorder
Endogenizing Preferences, Meaning, And The Rules Of The Game
Finding Intelligence In Ambiguity And Disorder
A Last Word