Simon's garbage can model suggests that managers have a set of pre-established solutions to problems located in "garbage cans."

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The garbage can model, developed by Cohen, March, and Olsen, suggests that decision-making in organizations is chaotic and solutions, problems, and participants are disconnected and randomly mix in a "garbage can" of choices, rather than managers having pre-established solutions.

Simon's Garbage Can Model Suggests That Managers Have a Set