Introduction: Deciding who to include in decision-making can be challenging, particularly when balancing the interests of the team and the organization. The Hoy-Tarter Model of Decision Making, developed by Wayne K. Hoy and C. John Tarter in 1993, provides a framework to guide leaders in determining the level of involvement and influence team members should have in the decision-making process.
Key Considerations in the Model
The Hoy-Tarter Model helps determine the degree of involvement in decisions based on three main factors:
- Personal Stake: Whether the person has a personal stake in the outcome.
- Expertise: Whether the person has relevant expertise or experience.
- Group Interests: Whether they are likely to act in the best interests of the group, rather than their own.
Five Levels of Involvement in Decision Making
- Group Consensus:
- Criteria: The team has a personal stake, expertise, and can be trusted to act in the group’s interest.
- Approach: All team members participate equally, share opinions, and reach a unanimous decision.
- Techniques: Use tools like Round-Robin Brainstorming or Stepladder Technique to facilitate equal participation. Be mindful of groupthink by encouraging multiple perspectives (e.g., through the Six Thinking Hats technique).
- Example: Deciding on a new company-wide policy, such as remote work arrangements.
- Group Majority:
- Criteria: The team has a personal stake and expertise, but consensus is hard to reach.
- Approach: Decision is made based on a majority vote after open discussion.
- Techniques: Facilitate open communication and protect minority opinions.
- Example: Voting on which new product feature to prioritize.
- Group Advisory:
- Criteria: The team has a personal stake and expertise, but their judgment may be biased by personal interests.
- Approach: Seek advice from the group but retain authority to make the final decision.
- Techniques: Discuss opportunities and constraints to ensure understanding and acceptance.
- Example: Asking for input on team restructuring but making the final call as a leader.
- Individual Advisory:
- Criteria: The individual has limited personal stake but possesses useful expertise.
- Approach: Consult individuals with relevant knowledge while keeping final decision authority.
- Techniques: Use Stakeholder Analysis to identify experts and gather input.
- Example: Seeking IT specialists’ advice on technology adoption without involving the entire team.
- Unilateral Decision:
- Criteria: Team members have no personal stake and limited expertise.
- Approach: Make the decision alone, without consultation.
- Appropriate Situations: Emergencies or quick decisions where input is unnecessary.
- Example: Making an immediate decision on handling a security breach.
Leadership and Decision Making Tools
- Vroom-Yetton-Jago Decision Model: Use this model to determine the most appropriate decision-making style based on the situation.
- Stakeholder Analysis: Identify which individuals or groups should be consulted for their expertise or experience.
Practical Considerations and Limitations
The Hoy-Tarter Model is well-suited for internal team-level decisions, but it may not apply to every scenario. For instance:
- Customer or organizational interests: Some decisions may prioritize these over the teamās input.
- Legal or policy constraints: Managers may need to act independently in some cases, such as handling misconduct or compliance issues.
It is essential to apply common sense when deciding whether to involve the team or make a decision unilaterally.
Key Points:
- The Hoy-Tarter Model offers a structured way to decide the level of team involvement in decision-making.
- Factors include personal stake, expertise, and group interest.
- Use the model’s levels, from Group Consensus to Unilateral Decision, based on your teamās dynamics and the decision at hand.
- Remember to consider when itās necessary to make decisions independently for the greater good of the organization.
By adapting your leadership style and applying the appropriate level of involvement, you can make better decisions while maintaining team morale and motivation.
This organized structure provides a clear, step-by-step explanation of the Hoy-Tarter Model, making it easier for you to adapt it to your specific decision-making scenarios.
