Decision rationality, action rationality, and organisational hypocrisy (Brunsson)

(Symbolic framework) Can be compared with Janis' theory of groupthink Decision rationality: One clear goal/problem. Much information and different alternatives which can be analysed. According to theory, can lead to paralysis. Action rationality: Acting on issue without too much analysis (do as has been done before). Can be triggered by artifact (remember the people lost in the mountain) Organisational hypocrisy: The organisation does not act accordingly with their own guidelines (much like espoused theories vs. theories in use). Can be good as it increases organisation's room for maneuvering - especially important when opinions are divided.