(4) all analyses are comprehensive — that is, every important factor is 

 taken into account; and 



(5) theory is frequently utilized (Lindblom 1959). 



Although the above model may be the ideal method for making decision choices, 

 Lindblom asserted that it is not always feasible to follow. This is t^ue for 

 several reasons. First, rational-comprehensive decisionmaking is extremely 

 difficult to achieve in reality because: 



...it assumes intellectual capacities and sources of information 

 that men simply do not possess, and it is even more absurd as 

 an approach to policy when the time and money that can be 

 allocated to [resolve] a problem is [sic] limited, as is always 

 the case (Lindblom 1959:80). 



Indeed, Simon asserts that: 



In actual organization practice, no one attempts to find an 

 optimal solution for the whole problem. Instead, various 

 particular decisions ... are made by specialized units ... In 

 making these particular decisions, [they] do not solve the 

 whole problem, but find a "satisfactory" solution ... (Simon 

 1964:16). 



Incremental decisions are usually arrived at by setting a general 

 objective. Then a comparison is made of the obvious and most feasible alter- 

 natives to reach that objective. There is heavy reliance on the record of 

 past experience rather than on theory; incremental alterations of present 

 policy are projected into the future, to judge the possible consequences of 

 each. The most feasible means-end combination open to the decisionmakers is 

 ultimately chosen. Typically, goals are only partially achieved; thus, one 

 would expect to repeat the above sequence as conditions, preferences, and 

 information changes or improves (Lindblom 1959). Incremental approaches to 

 policymaking are also less likely to disturb the status-quo, and thus are very 

 conservative. Further, small adjustments to existing policy are politically 

 easier to achieve than are sweeping changes. 



Instream flow decisionmaking is typically incremental in a number of 

 ways. State laws and programs developed for the protection of instream values 

 are themselves incremental efforts, within the wider body of water law, to 

 resolve the conflict that exists over who uses what water, in what amounts, 

 and for what purposes. Second, within organizations, decisions are also made 

 incrementally, i.e., internal organizational choices regarding what policies 

 to pursue and recommendations to make in a particular conflict are based in 

 large part on that organization's past experience, and new decisions tend to 

 differ only marginally from 'past policy stands. Finally, as organizations 

 negotiate among themselves while trying to protect their respective interests, 



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