Abstract
Purpose. The Harvey-Bearley Decision-Making Model structures decision making into six specific steps, each with a purpose and specific intents. This model advocates the use of structuring devices, or tools, to address specific intents for each step. The purpose of this study was: (1) to identify, by way of a literature scan, prominent structuring devices applicable to steps 1 through 6 of the Harvey-Bearley Decision-Making Model; (2) to discover and identify what structuring devices are being used and the extent of their use as reported by selected consultants and trainers; and (3) to determine the applicability and utility of these suggested structuring devices within the Harvey-Bearley Decision-Making Model. Methodology. The type of research selected for use in this study was descriptive research. The design for this study involved three phases: (1) scanning the literature; (2) interviewing selected experts; and (3) comparing findings about structuring devices and their uses found in the literature scan with findings from interviews with consultants and trainers. Findings. A comprehensive list and descriptions of 192 structuring devices were found in the literature scan while 37 practitioners identified 147 devices. Of those, approximately five structuring devices were determined to be applicable for each of the six specific steps of the model. Step 1, Mind Set, contained the least number of structuring devices found to be congruent with the intent of the Harvey-Bearley Decision-Making Model while step 2 had the highest number of devices identified as congruent. Several devices seem to be used as "all purpose tools": Brainstorming, Cause and Effect Diagram, Decision Matrix, Flow Chart, Force Field Analysis, Multi-Voting, Nominal Group Technique, and Pareto. Conclusions and Recommendations. The following conclusions regarding the use of structuring devices surfaced: (1) Structuring devices work! (2) In practice, only a few structuring devices are widely used and many of these are used as all-purpose tools. (3) Current use of structuring devices is determined by the background and experience of decision-makers. The following recommendations also surfaced: (1) Trust the devices; (2) Read the signals; (3) Choose carefully. Let the needs of the decision drive the selection of structuring devices.