A decision-making model, in the tradition of the 'garbage can' and its variants, is introduced. The model also draws heavily on concepts drawn from research into the power-political model of organizational decision making. In particular, the critical dependencies at the core of the power-political model drive an organizational communications network. This network, in turn, is the principal determinant of the outcomes of political activity. The objective is to extend previous explications of the garbage can by putting some real substance into the problems, decision alternatives and actions facing problem solvers.