Development of Organizational Memory in Presidential Agencies

Abstract

This article models how organizational memory develops and applies that model to three presidential agencies. Such memory is information generated within an organization, providing a sense of identity and an ability to learn. It enables staff agencies to ground information and advice to the president in sound historical knowledge. Presidential demands and extrapresidential responsibilities influence six organizational features, which in turn affect how memory develops. Usually, presidential requirements disrupt memory, and extrapresidential demands facilitate it. Data from staff interviews allow application of the model to staff components of the National Security Council, the Office of Management and Budget, and the Council on Environmental Quality. As expected, OMB receives the most extrapresidential pressures and the fewest presidential demands, and its organizational features help memory to develop. NSC depends on the president alone, and its features deter memory development. CEQ receives few external demands from any source, and its features mildly support some types of memories. Hence OMB has the most extensive memory, strongest learning capability, and clearest identity; NSC has the least memory, learning capacity, and sense of identity; and the CEQ's memory results in strong identity but weak learning.