Decision-Making in Public Administration

Module 7-1: How Public Servants Make Choices That Matter

CRJU/POSC 320: Introduction to Public Administration

David P. Adams, Ph.D.

Opening Scenario

You’re the Police Chief. It’s 2 AM and you get these calls:

You have 12 patrol officers on duty citywide.

Questions: How do you decide who goes where? What information do you need? How quickly must you decide? Who’s responsible if things go wrong?

Today’s focus: Understanding how public administrators make decisions under pressure, uncertainty, and competing demands

Why Decision-Making Matters in Public Administration

The Stakes Are Higher

Public decisions affect:

Criminal Justice Examples:

Key difference: Public decisions must serve the public interest, not just efficiency

The Information Challenge: “Fake News” and Decision-Making

Making Good Decisions with Bad Information

Information Problems in Criminal Justice:

Example: High-profile police incident

Challenge: How do administrators make sound decisions amid information chaos?

Strategies for Better Information

Tools for Cutting Through the Noise

Source Verification:

Information Systems:

Stakeholder Input:

Four Models of Decision-Making

Different Ways to Make Choices

  1. Rational Model: Comprehensive analysis and optimization
  2. Bounded Rationality: “Good enough” solutions with limited information
  3. Incremental Model: Small changes to existing policies
  4. Garbage Can Model: Solutions looking for problems in chaotic environments

Reality: Public administrators use all four depending on the situation

Model 1: Rational Decision-Making

The “Textbook” Approach

Steps in Rational Decision-Making:

  1. Define the problem clearly and completely
  2. Identify all alternatives and possible solutions
  3. Evaluate each option using consistent criteria
  4. Select the best alternative based on analysis
  5. Implement the decision systematically
  6. Monitor and evaluate results for future learning

When It Works: Complex policy decisions with adequate time and resources

Criminal Justice Example: Developing a new community policing strategy with research, community input, pilot testing, and evaluation

Rational Model: Strengths and Limitations

Why Pure Rationality Is Rare

Strengths:

Limitations:

Reality: Most public decisions involve bounded rationality

Model 2: Bounded Rationality

“Satisficing” Instead of Optimizing

Herbert Simon’s Concept:

Criminal Justice Applications:

Bounded Rationality in Action

Real-World Example: Police Deployment

Situation: Friday night, limited patrol coverage

Rational approach would require:

Bounded rational approach:

Result: Good enough decisions made quickly with available information

Model 3: Incremental Decision-Making

“Muddling Through” with Small Changes

Charles Lindblom’s Approach:

When It Works:

Criminal Justice Example: Police reform through gradual policy changes rather than complete department restructuring

Incremental Model: Benefits and Drawbacks

The Politics of Small Steps

Benefits:

Drawbacks:

Example: Gradual police training improvements vs. comprehensive reform demands

Model 4: Garbage Can Decision-Making

When Organizations Are in Chaos

Cohen, March, and Olsen’s Model:

When It Happens:

Criminal Justice Example: Major incident response where multiple agencies, problems, and solutions collide in unpredictable ways

Garbage Can in Crisis Situations

Example: Major Public Safety Crisis

Multiple Problems:

Multiple Solutions:

Multiple Participants:

Result: Solutions may be chosen based on who’s in the room and what’s available, not optimal analysis

Public Choice Theory

Applying Economic Logic to Government Decisions

Core Assumptions:

Applications to Criminal Justice:

Insight: Understanding self-interest helps predict organizational behavior

Public Choice: Insights and Limitations

When Market Logic Applies to Government

Useful Insights:

Limitations:

Balance: Recognize self-interest while promoting public service values

Bargaining and Participative Decision-Making

Involving Stakeholders in Decisions

Why Involve Others:

Criminal Justice Applications:

Participative Decision-Making: Benefits and Challenges

When More Voices Help (and Hurt)

Benefits:

Challenges:

Risk Management in Public Decisions

Dealing with Uncertainty and Consequences

Types of Risk in Criminal Justice:

Risk Assessment Tools:

Risk Management Strategies

How Public Administrators Handle Uncertainty

Risk Avoidance: Don’t do risky things

Risk Mitigation: Reduce likelihood or impact

Risk Transfer: Shift risk to others

Risk Acceptance: Acknowledge and monitor

Challenge: Balancing risk aversion with mission accomplishment

Information and Values in Decision-Making

Facts vs. Values in Public Decisions

The Fact-Value Problem:

Criminal Justice Example: Police Use of Force Policy

Balancing Professional Judgment and Democratic Accountability

The Expertise vs. Democracy Tension

Professional Expertise:

Democratic Accountability:

The Challenge: When professional judgment conflicts with democratic preferences

Case Study: Community Policing Implementation

Multiple Decision-Making Models in Action

Situation: City considering community policing implementation

Rational Elements:

Bounded Rational Elements:

Incremental Elements:

Participative Elements:

Technology and Data-Driven Decisions

Modern Tools for Better Decisions

Data Analytics in Criminal Justice:

Benefits:

Challenges:

Ethical Considerations in Decision-Making

Right vs. Right Decisions

Common Ethical Dilemmas:

Ethical Frameworks:

Crisis Decision-Making

When Normal Processes Don’t Work

Crisis Characteristics:

Adaptations Required:

How Decision-Making Is Evolving

Technology Integration:

Citizen Engagement:

Evidence-Based Practice:

Your Future as Decision-Makers

Skills You’ll Need

Analytical Skills:

Political Skills:

Ethical Skills:

Leadership Skills:

Discussion Questions

Thinking About Decision-Making:

Module 7-1 Summary

Key Takeaways:

Next: Examining budgeting and financial management in public organizations