The Hoy-Tarter Decision-Making Paradigm was created by Hoy and Tarter in 2008. It is a strategic decision-making model. The major goal of this model is to assist managers in selecting the appropriate team members (subordinates) for the decision-making process and determining how much they should include subordinates in the process.
The Hoy-Tarter Decision Making Model was originally designed for use in a classroom context, but it may now be used in a variety of situations. If you’re the owner or manager of a business, you’re well aware of how tough it can be to make decisions.
It might be difficult to decide how to make those decisions, including who to include, what to consider during the process, and so on. Making excellent judgments is critical to company success, but you can only make smart judgments if you follow the right procedure.
The major purpose of this approach is to determine who should be included in the decision-making process. Different decisions may need different contributions from diverse individuals, therefore defining who should be included in the decision-making process (and who should be excluded) is an important stage that should not be neglected. Including the wrong people, or failing to include the appropriate ones, is a costly error.
Creating Matrix in Hoy-Tarter Model
The first step in applying this approach is to think about each member of your team in terms of a four-quadrant matrix that will assist you decide whether or not they should be included. This matrix is made up of two questions, each with a yes or no answer.
The question of how much of a personal investment each team member has in the choice that has to be made is on one side of the matrix. Is this a decision that the individual cares about, or is it something that has little impact on them? You’ll respond with a yes or no, with yes if the decision affects the team member and no if it doesn’t.
The issue of competence lies on the opposite side of the matrix. Is there a specific skill set or expertise that the team member in question possesses that will assist you in making an informed decision? Again, this is a yes or no question that will assist you in placing the team member in one of the four quadrants.
If a team member has skills that you believe would be beneficial, you will say yes, but a no response indicates that they do not bring much to the table in terms of experience or knowledge (with regard to this specific decision).
What are The Four Options in Hoy-Tarter Model of Decision Making?
When you have two questions and two possible answers for each, you’ll have four options for each team member to consider during this procedure. The following are the four outcomes.
Option 1) Expertise – Yes, Personal Stake – Yes.
If the answer to both questions is affirmative, the team member should almost probably be included in the decision-making process. They will provide an experience that will assist you in making your choices, and they will work diligently on the problem since they have a personal investment in the solution.
This is the type of person you want on your team when you’re attempting to make a big choice, so it’s only natural that they should be included.
Option 2) Expertise – No, Personal Stake – Yes.
This is someone who should be considered for a minor role in decision-making. On the one hand, they don’t have the technical knowledge to assist you in making the best decision. On the other side, they are concerned about the result and will most likely work tirelessly to lead the organization in the proper way.
While this is not the type of person you want to have a major role in your decision-making process, they may be considered for a minor role in assisting you in reaching the best option. This individual might be especially valuable if you already have a team with a lot of skill but no personal investment in the outcome.
Option 3) Expertise – Yes, Personal Stake – No.
This is another group of people that should be considered, but only if their knowledge and experience can have a significant impact on the decision-making process. Do they provide information and experience to your team that you don’t have?
If this is the case, they should be included in some way. Otherwise, they may need to be excluded from the project since their lack of personal investment will restrict their desire and ambition.
Option 4) Expertise – No, Personal Stake – No.
It should come as no surprise that this is a kind of team member who should be excluded from decision-making.
They have no business being involved if they aren’t going to contribute anything in terms of competence and don’t have a personal investment in the outcome. Keep folks like them out of your meetings since you don’t want to clog up the process with too many voices.
Would you believe you’ve included the correct individuals in your decision-making sessions, or will you make some adjustments as a result of the thinking presented by this model? It’s difficult to drive a company forward without making good decisions, and it’s much more difficult to make great decisions without the appropriate people on board. When appropriate, use the Hoy-Tarter Model to select the ideal team members for a decision-making process, and your choices will be better for the effort.