The Next Public Administration: Debates and Dilemmas by B Guy Peters & Jon Pierre

Author:B Guy Peters & Jon Pierre [Peters, B Guy & Pierre, Jon]
Language: eng
Format: epub
Tags: Political Science, Public Affairs & Administration
ISBN: 9781473993921
Google: Fk0lDwAAQBAJ
Publisher: SAGE
Published: 2017-10-23T11:38:48+00:00

Limits on Rationality

While the model of decision-making based on comprehensive rationality is appealing, if for no other reason but that we tend to applaud the notion of rationality, there are a number of barriers to achieving that goal. The model of rationality that is at the heart of much economic theory, and to some extent also in contemporary theories of public management, imposes a number of requirements that may be largely unachievable.

Perfect information and the cost of information

The first barrier to the model of comprehensive rationality is the need for perfect information. A decision-maker should be able to make adequate estimates about the decision-situation he or she is facing, and about the probable consequences of any decisions that will be made. For many, if not most, decisions of any consequence being made in the public sector, those demands for information are difficult to meet. James G. March (1994) points to four constraints on having perfect, or even adequate, information for rational decision-making:

Problems of attention – Decision-makers are busy and are faced with many simultaneous demands of their time. Can they pay enough attention to the information needed for any decision?

Problems of memory – Rational decisions will require linkages to prior decisions and previous events, but individuals and organizations are often inadequate retainers of information.

Problems of comprehension – Decision-makers may have difficulties in understanding complex information and seeing the relevance of information that is readily available. They may not be skilled in making inferences from available information.

Problems of communication – Information may not be shared adequately within the organization, and not all relevant actors will be using the same information.

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