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Survey Questions: Decision Making

• My team is confident in the decisions we make.
• Our team makes decisions with confidence.
• The project manager comes across as confident, decisive, and resilient
• My manager is firm in their decision and not easily influenced by the whims of others.
• Associates are confident in their actions.
• My manager acts confidently in the absence of guidance.
• Leaders remain calm when making important or difficult decisions.
• Supervisors are very intent in their decisions.
• Our department is confident in the decisions made.
• Leadership is confident in the decisions they make.
• My coworkers stay true to value and ethical standards even when decisions are difficult or unpopular.
• Supervisors support, encourage or help others to be sure about the decisions they are making.
• Supervisors make decisions based on facts rather than gut feelings.
• Leaders encourage the team to have confidence in their decisions.

• Coworkers in my department focus attention on treating the cause of problems rather than simply addressing the symptoms
• Supervisors remain decisive after discovering a mistake.
• My manager takes charge when in charge.
• The team leader makes the difficult decisions necessary to move the team forward.
• My manager responds quickly to tough "people issues" when dealing with internal or external customers
• My team leader makes effective decisions autonomously.
• Our team is assigned the difficult decisions that need to be made.
• Associates make decisions without having to be told.
• Employees make decisions independently (without having to be told what or how).
• My manager takes decisive action to address problems, following up with relevant team members and coaching them on how to improve
• My manager takes decisive action to address problems
• Associates make decisions quickly and efficiently.
• Our team is able to make decisions quickly.
• My manager is firm in their decision making and not easily influenced by the whims of others.

• My division balances analysis with decisiveness in order to meet deadlines
• I use technology to enhance decision making
• I use spreadsheets and database software to help organize information when making decisions
• Our manager assesses the pros- and cons- before making a decision.
• My department breaks complex issues into manageable parts and organizes them in a systematic way before making decisions
• My supervisor evaluates information before making important decisions.
• Coworkers in my department evaluate information before making a final decision.
• My manager determines where actual results differ from desired results and makes necessary corrections
• Our department uses the best technology in decision making.
• Colleagues carefully evaluate information before making an important decision.
• I am comfortable using technology to assist in decision making
• We look for ways to apply technical or process innovation to decision making
• The project manager makes logical assumptions in the absence of facts.
• Decision making in our department involves careful analysis of the facts and consideration of parameters and constraints.
• My manager understands when gut instinct is helpful and when it needs to be supplemented with evidence.

• The team leader makes effective, practical decisions based on knowledge, experience, and judgment.
• My supervisor chooses appropriate courses of action.
• My supervisor relates and compares information from different sources to identify possible cause-and-effect relationships.
• Coworkers in my department use reasonable assumptions and logic to decide between alternate courses of action
• Our team is able to combine and make sense of contradictory pieces of information.
• People in my department evaluate relevant information before making decisions
• Colleagues defer decisions upwards only when necessary and appropriate
• My department effectively chooses the appropriate courses of action
• Coworkers in my department improvise within supervisor's intent; they can work effectively in a fluid environment.
• My supervisor uses reasonable assumptions and logic to decide between alternate courses of action
• Co-workers defers decisions upwards only when necessary and appropriate
• The project manager integrates diverse and opposing information sources.
• Managers uncover critical issues to use as a guide in both making decisions and taking advantage of opportunities.
• My manager examines relevant factors needed to make the best decision.

• I feel the department head makes good decisions even under conditions of uncertainty
• My manager makes good decisions for the department
• My team exercises good judgment by making sound and informed decisions.
• My Supervisor coaches me on how to make good decisions
• Colleagues make sound and timely decisions.
• My coworkers employ sound judgment and logical reasoning when making decisions
• Our department makes good decisions regarding the allocation of limited resources
• My manager exercises good judgment by making sound and informed decisions
• My manager makes good decisions regarding the limited budget
• The supervisor makes sound and timely decisions under pressure
• Our department employs sound judgment and logical reasoning.
• Senior leaders makes sound and timely decisions
• I am able to make sound and timely decisions under pressure
• My supervisor makes good decisions even under conditions of uncertainty.
• My manager makes good decisions for the department.

• Managers decide which short- and long-term goals should be created.
• My coworkers stay focused on the main objective when making decisions.
• Leaders do not lose sight of the big picture when making decisions
• My manager decides which long-term goals should be met.
• My supervisor remains focused on the immediate goal when making decisions.
• Leaders maintain focus on the "big picture" when making decisions.
• Associates make decisions that support the department's goals and objectives.

• My team makes effective, practical decisions based on factual information.
• My team understands the issues, problems, and potential solutions.
• The project lead asks for additional information when making critical decisions.
• Colleagues gather and analyze relevant information about changing situations to recognize and define emerging problems.
• Team members effectively gather, analyze, and interpret information from a variety of sources
• Our department makes decisions that are based on available facts, existing constraints, and probable outcomes.
• My supervisor knows how to obtain accurate and up-to-date information about the situation or problem.
• Coworkers help the supervisor/team make effective business decisions by ensuring the correctness of company's reports/resources
• Managers are well-versed in company's reports and uses them to make effective business decisions
• Coworkers gather information before making a decision.
• Team members keep informed about developments and policy changes inside and outside the organization.

• Employee opinions are valued
• Decisions are usually made with input from multiple individuals
• My supervisor seeks my opinions before making decisions that impact the team/department
• Employees are included in important decisions made about the Company
• My Supervisor consults with others before making decisions
• Multiple levels of employees share in the decision making process
• The project manager invites input from peers or stakeholders to understand the impact and improve decision-making processes.
• Managers train/coach others on how to make effective decisions.
• My input is taken into consideration when decisions are being made
• Whenever possible, my supervisor considers the opinions of others before making important decisions.
• Leaders seek input from key people who should be involved in, or will be affected by, decisions
• My division encourages team to provide input on branch decisions when appropriate
• The supervisor solicits feedback from others on the quality of his/her decision-making
• Employees in my department include stakeholders in the decision-making process as necessary.
• My manager involves others in decisions and keep them informed of consequences that affect them.

• Our department evaluates both immediate outcomes and future effects to ensure sustainable choices.
• Our manager evaluates the effectiveness of decisions and uses this information to guide future decisions
• Colleagues prepare for potential problems and opportunities in working toward desired goals.
• My department examines for patterns in data to help predict future possibilities.
• Our department anticipates impacts that may not be immediately obvious, reducing risk exposure.
• My manager evaluates short and long term consequences when making decisions.
• Leadership considers contingencies and their consequences
• Post-decision reviews are conducted to learn from outcomes and improve future evaluations.
• My manager evaluates the effectiveness of decisions and uses this information to guide future decisions
• We use contingency plans and modular thinking to accommodate future changes.
• I regularly evaluate short and long term consequences when making decisions
• Our team considers the impact and implications of decisions on others and on situations.
• Our department prepares for potential problems and opportunities caused by our decisions
• The project lead considers contingencies and their consequences.
• My supervisor anticipates needs for action.
• Supervisors consider the impact and implications of decisions on others and on situations

• Our department tracks recurring tendencies and works to optimize them.
• Our manager understands how personal preferences or blind spots may skew judgment and takes appropriate steps to compensate.
• Associates are able to learn from mistakes.
• In our department, there is a deep understanding of standards, coupled with more informed and experienced judgment in decision-making
• My supervisor remains calm when making important or difficult decisions.
• My manager prioritizes and organizes themselves and their workload.
• Employees I work with learn from previous bad decisions and rarely repeat them
• Supervisors know when to delegate, collaborate, or pause based on an assessment of our team's capabilities or expertise.
• Leadership at the company is able to learn from mistakes
• Leaders learn from the consequences of decisions made.
• I am able to learn from my mistakes
• My manager solicits feedback from others on the quality of his/her decision-making
• My supervisor learns from previous bad decisions and rarely repeats them.
• Team members are aware of their own skills and abilities.
• Supervisors know when stress, urgency, or overconfidence may be affecting our performance, and they make adjustments to the workload accordingly.

• Our manager seeks input from various stakeholders to enrich the decision-making process with fresh viewpoints.
• My supervisor invites colleagues with opposing viewpoints to stress-test proposed solutions and reveal blind spots that might otherwise be overlooked.
• Our team balances the perspectives of frontline employees, customers, and leadership to ensure decisions reflect the full ecosystem of impacts.
• My ideas and opinions are considered when decisions are made
• Leaders approach challenges from unconventional angles, revealing new paths forward.
• Facilitates meetings with others to try to consider alternative courses of action
• Our department fosters a collaborative environment and leverages the insights of employees directly involved in the decisions.
• My team leader uses scenario-based thinking to explore how different stakeholders might interpret or be affected by decisions under various future conditions.
• My department considers the ethical implications of decisions.
• Managers value employee competencies in decision making
• My manager compares how similar decisions were approached in other teams, industries, or cultural contexts to uncover alternative strategies.
• Associates are willing to consider information from other sources.
• My unique competencies are valued in decisions made at the Company
• My supervisor asks for my opinion on various matters
• My Supervisor considers the opinions of others before making important decisions
• I can understand how different perspectives can help make better informed decisions.
• My team integrates insights from cross-functional partners to challenge assumptions and broaden the decision frame before committing to a direction.
• Employees view the issues from multiple perspectives before making a decision.

• My supervisor makes decisions based on novel interpretations of the facts.
• Simulations, role-playing, or scenario planning are used in our department to explore outcomes before committing to a course of action.
• I know how to recognize and generate innovative solutions.
• Managers are creative about the decisions they make.
• My team makes creative decisions.
• In our department, decisions are framed in compelling narratives that inspire buy-in and clarify vision.
• In my department, we use iterative, user-centered approaches to test, prototype and refine ideas before making any final decisions.
• Colleagues apply creative reasoning in making decisions.
• Coworkers formulate imaginative decisions.
• Colleagues in my department are willing to question entrenched beliefs or norms that may limit creativity or hinder progress.

• I can define what constraints must be met for the decision making process.
• The project manager makes it clear what is in scope and out of scope to avoid misalignment or unrealistic expectations.
• My division encourages creative problem-solving by treating constraints as design challenges rather than obstacles.
• Our team determines constraints that may impact what decisions are acceptable.
• Employees in my department make decisions based on company values, legal requirements, and long-term goals.
• Coworkers identify parameters impacting the decision.
• Critical limits (such as budget, timeline, compliance, or resource availability) are established before we evaluate alternatives.
• My coworkers can define parameters that will impact the decision making process.
• My manager tests proposed solutions to confirm they meet essential parameters before implementation.
• Our manager adjusts decision criteria as new information emerges, ensuring relevance and feasibility.
• I know how to identify which factors can be adjusted and which must remain constant to guide viable decision paths.
• We are able to integrate environmental factors that may restrict or shape decision outcomes.
• My supervisor outlines the parameters influencing the decision making process.

• Senior Management discusses issues and ideas with employees before making major changes
• As a team, we make decisions together
• My team leader encourages team members to challenge assumptions and propose unconventional approaches.
• Leaders facilitate meetings with others to try to consider alternative courses of action.
• The Company communicates information about the situation so that employees stay informed
• The project manager is receptive to new ideas from others when making decisions.
• My supervisor adapts decision-making style (collaborative, analytical, rapid, or exploratory) based on the needs of the situation rather than relying on a single default approach.
• Decisions are made in the open and with transparency
• The department head revises initial conclusions after constructive debate or stakeholder feedback reveals overlooked considerations or alternative interpretations.
• My team demonstrates a willingness to pivot strategies when early indicators show that the original plan is not producing the expected results.
• My division is willing to change their strategy if new information arises.
• The project manager develops and shares effective decision-making practices and tools to further develop the team
• Colleagues are open to listening to others who may have different ideas.
• Senior managers listen to the ideas of employees
• Our department is open and flexible to using tools to objectively assess and rank alternatives based on weighted criteria.
• Managers are open to suggestions from subordinates.
• The members of my team explore multiple viable options before committing to a course of action.
• The project lead adjusts decision criteria when new evidence emerges, ensuring choices remain relevant rather than rigidly adhering to outdated assumptions.

• My supervisor determines the costs and potential benefits of decisions.
• Colleagues understand what factors are important for deciding if a decision is "worth it"?
• Leaders perform a cost/benefit analysis before making a decision.
• I weigh the pros and cons of decisions and the impacts those decisions may have on others
• The project manager develops alternative courses of action and chooses the best course of action based on a thorough analysis.
• We try to align choices with organizational goals by considering the expected value and costs.
• My manager weighs the pros and cons of decisions.
• My manager assesses the risks, benefits, and potential impact of a number of options when deciding a course of action
• We use internal metrics and external standards to validate the cost/benefit assumptions and guide our decisions.
• Managers integrate multiple dimensions (budget, capacity, morale) into an overall evaluation of the costs and benefits.
• The project manager explains the reasoning behind decisions, including the costs incurred and benefits expected.
• My manager determines the costs and potential benefits of decisions
• Our department tries to develop alternative courses of action and choose based on an analysis of costs and benefits
• Our team assesses the risks, benefits, and potential impact of a number of options when deciding a course of action
• I know how to perform a cost/benefit analysis before making a decision
• I always consider pros- and cons- before making a decision

• The Customer Service department responds quickly to tough "people issues" when dealing with internal or external customers
• The team leader has a good rapport other people which is helpful in making decisions on the team.
• My supervisor has enough self-control to avoid making impulsive decisions.
• Colleagues admit when a choice didn't work out and use it as a learning opportunity without becoming defensive.
• Employees in my department understand the importance of decisions they are making.
• Team members understand how their decisions will affect others.
• Our department takes into account the impact decisions will have on others.

• Co-workers learn from their bad decisions and rarely repeat them
• Coworkers are able to acts in the absence of guidance
• The Company has a well defined organization chart which shows who has responsibilities for certain decision areas
• Co-workers learn from their mistakes
• I have the responsibility to make important decisions
• My coworkers are able to make effective decisions on their own.
• I am responsible for making important decisions
• I am responsible for the decisions made in my department
• Decisions are made by one person instead of involving many others in order to save time
• I have the authority to make decisions that I need to do my job well

• I am involved in important decisions that affect me
• The supervisor coaches our team on decision-making, especially from a multiple-site-management perspective
• When making decisions, employees consider the Company's goals, values, and mission
• Decisions made by co-workers help to achieve the Company goals and mission
• I have the trust, confidence, and respect of my Manager
• My Supervisor trusts the decisions I make
• Team members are involved in decisions that directly impact them.
• I am able to make decisions independently (without having to be told what or how)
• My manager coaches team members individually when "poor" decisions are made to help them see what could have been done differently.
• Employees should be involved in decision making because they have to deal with the consequences of those decisions
• My manager coaches team members individually when "incorrect" decisions are made which helps them to see what could have been done differently.
• My Supervisor rarely 'second guesses' the decisions I make
• Employees are able to make decisions on issues that affect their work

• I am able to make decisions quickly.
• Decisions are made within a firm, but realistic, timeframe
• Decision making follows a plan/schedule
• Leadership can make decisions quickly.
• Decisions are made in a timely manner
• My manager is able to take charge of the situation to make important decisions.
• Leadership at the company anticipates needs for action.
• Company leadership is not afraid to take risks that may yield significant results.
• My manager can make quick decisions.
• Our department anticipates needs for action.
• My supervisor is not afraid to take risk that may yield significant results.

• My team makes decisions based on data
• Our department makes decisions that are based on available facts, existing constraints, and probable outcomes
• My manager gathers information before making a decision
• My coworkers examine relevant factors needed to make a decision
• When deciding on something important, my manager understands the issues, problems, and potential solutions
• My team is data-driven
• Supervisors use data from different sources to confirm information.
• My Supervisor makes decisions based on facts and data
• My supervisor asks for additional information when making critical decisions
• Effectiveness of processes and programs is based on facts and data gathered from reliable sources

• My manager views the long and short-term impact of decisions.
• Our team is aware of the impact of decisions and inform others about potential outcomes.
• Employees understand how their decisions affect the Company
• The decisions I make have an impact on my department/team
• The team leader makes decisions that positively impact team/departmental performance
• Team members make decisions that positively impact team/departmental performance
• In our department, we are careful to views the issues from multiple perspectives before making a decision
• The supervisor accepts the consequences of decisions made.
• Employees understand how their decisions support the Company's goals and vision
• My manager views the long and short-term impact of decisions
• Leadership considers the ethical implications of decisions
• Co-workers are accountable for the decisions they make
• I takes into account the impact decisions will have on others