According to the garbage-can theory of organizational choice, issues often do what?

In the context of the garbage-can theory of organizational choice, issues are conceptualized as floating in a metaphorical garbage can, where various decisions, problems, and solutions all coexist. This theory posits that issues do not follow a linear path towards resolution but rather move unpredictably within the garbage can.

The correct answer describes how issues can simultaneously rise and fall in priority based on the dynamics of the organization and the interactions among individuals involved. This perspective stresses the chaotic and often random nature of decision-making processes within organizations, illustrating that issues can resurface or lose prominence depending on changes in the environment or organizational focus.

The other options suggest a more structured or predictable trajectory for issues, which contrasts with the inherent randomness and complexity captured in the garbage-can model. Specifically, the notion of issues sinking to the bottom or becoming irrelevant overlooks the fluidity and cyclical nature of concerns within an organization, while floating near the top implies a stability in access that does not align with the theory’s emphasis on disorder and opportunism in decision-making processes.