ABSTRACT
In the first case study, many of the theoretical points highlighted in the preceding chapters, will play an important role. We find an organisation that is confronted with the new task of constructing a waste management system that includes waste treatment as an element. Furhtermore, the organisation is lacking established organisational routines that would allow much of the uncertainty created by the ambitious and ambiguous legal prescriptions to be absorbed. As a reaction to the problems of unclear responsibilities, of ambiguity and of lacking routines, this organisation initiated a complex procedure of public participation in the decision process. The details of this very interesting case will be developed in the following sections.
