Decision making during organizational change: observations on disjointed incrementalism in an Australian local government authority

Examines the nature of managerial decision making during the process of a programme of workplace reform at a major local government authority in New South Wales, Australia. Draws parallells between the synoptic and disjointed incrementalist approach to decision making during organizational change. In particular shows that the synoptic approach is not applicable in this case, and instead stresses the prevalence of incremental, reconstructive, serial and remedial decision making, characteristic of the disjointed incrementalist model. Presents and analyses the reasons for this. In so doing also draws attention to the importance of four factors which are interwoven with the non‐synoptic approach throughout the case, namely: continuity of purpose, probing for openings, seizing opportunities and waiting (and pouncing).