Herbert Simon’s Forgotten Legacy for Improving Decision Processes

ABSTRACT:Public administration scholarship could benefit from a return to its Simonean roots for distinctively managerial insights about decision processes. Though Simon is often juxtaposed with Dwight Waldo and portrayed as a rationalist focused on the limits of human cognition, a full understanding of his work reveals a rich understanding of the decision context that managers face. Simon argued that decisions should (1) account for norms and values; (2) link means to ends; (3) identify feasible alternatives; and (4) automate processes where automation improves transparency and evaluation. To date, economics and psychology have exploited these insights to a greater degree than has the study of management and administration in the public sector. We use one example of a structured decision process in a salmon fishery and another in a case of religious and cultural conflict in schools as illustrations of the potential for Simon’s decision principles to improve public sector decision making.