Abstract
ABSTRACT: Water management in the United States has historically been characterized by a decisionmaking system that is fragmented along three dimensions: (1) physical, (2) institutional, and (3) political‐technical. The result is often ‘garbage can’ decision‐making in open decisionmaking structures with the attributes of an ‘organized anarchy’ rather than the rational, comprehensive decisionmaking prescribed for water management. A case study of water quality management decisionmaking in the New York Finger Lakes is used to illustrate how the garbage can model can illuminate the forces that operate in fragmented water management. Interorganizational decisionmaking theory and experience from water management integration initiatives are then applied to assess what strategies may be effective in reducing the organizational anarchy that results from fragmented water management institutions.
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