HR-Survey > Employee Opinion > Dimensions

Survey Questions: Decision Making

Definition: Decision-making is a deliberate and strategic process in which individuals confidently assess information, consider multiple perspectives, and apply analytical reasoning to make informed choices that align with department goals and objectives. Effective decision-making involves decisiveness, creativity, emotional intelligence, and collaboration, ensuring that problems are tackled at their root while remaining adaptable to changing circumstances and constraints. By emphasizing accountability, data-driven insights, and forward-thinking strategies, decisions empower individuals and teams to take action that drives meaningful impact and long-term success.

Questionnaires Measuring
Decision Making:
Example 1 (5-point scale; numbers; NA)
Example 2 (7-point scale; radio buttons)
Example 3 (4-point scale; radio buttons)
Example 4 (5-point scale; radio buttons)
Example 5 (5-point scale; words)
Example 6 (Pulse Survey)
Example 7 (5-point scale; item comments)
Example 8 (3-point scale; words; N/A)
Example 9 (4-point scale; numbers)
Example 10 (Comment boxes only)
Example 11 (Single rating per dimension)
Example 12 (Slide-bar scale)

Confident

Confidence: the attitude and presence of individuals when making decisions. It highlights qualities such as calmness under pressure, assurance in choices, and the ability to instill confidence in others. This dimension reflects how decision-makers inspire trust and certainty through their demeanor, approach, and encouragement of others to feel secure in their decisions. It revolves around the mindset and perception of the decision-making process.

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

Resolute/Decisiveness

Resolute/Decisiveness emphasizes the actions and results of the decision-making process. It pertains to making firm, timely, and effective decisions, even in challenging or ambiguous situations. This dimension captures the ability to address root causes, take ownership, and follow through with necessary actions. It reflects the drive to act with purpose and ensure that decisions lead to meaningful outcomes.

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

Analytical

Analytical emphasizes the systematic and data-driven evaluation of information. It focuses on breaking down complex issues into manageable parts, using technology and tools (like spreadsheets or databases), balancing pros and cons, and applying technical innovations. The analytical approach prioritizes logic, organization, and precision to arrive at well-reasoned decisions based on clear patterns and measurable facts.

We look for ways to apply technical or process innovation to decision making
My supervisor evaluates information before making important decisions.
I use technology to enhance decision making
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
I am comfortable using technology to assist in decision making
My division balances analysis with decisiveness in order to meet deadlines
Decision making in our department involves careful analysis of the facts and consideration of parameters and constraints.
My department breaks complex issues into manageable parts and organizes them in a systematic way before making decisions
Colleagues carefully evaluate information before making an important decision.
The project manager makes logical assumptions in the absence of facts.
Our department uses the best technology in 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 manager understands when gut instinct is helpful and when it needs to be supplemented with evidence.

Critical Thinking

Critical Thinking goes beyond systematic analysis, delving into the interpretation and integration of diverse, sometimes contradictory, information sources. It emphasizes reasoning, judgment, and the ability to identify cause-and-effect relationships while navigating fluid or uncertain environments. Critical thinking is more adaptive and holistic, incorporating assumptions, context, and practical knowledge to evaluate options and make sound decisions.

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

Decision Quality

Decision Quality focuses on the soundness and effectiveness of the decisions themselves. It reflects the ability to make good judgments, even under pressure or uncertainty, and highlights qualities like logical reasoning, timeliness, and practicality. This dimension is outcome-oriented, emphasizing the results and reliability of decisions, as well as their alignment with organizational goals and resource optimization.

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

Goals and Objectives

Goals and Objectives within the Decision-Making dimension emphasize strategic alignment and clarity of purpose. This competency ensures that decisions are consistently tethered to departmental or organizational priorities, helping individuals and teams maintain focus on both short- and long-term objectives. Leaders and contributors alike are expected to keep the "big picture" in mind, resisting distractions and making choices that reinforce the mission. Whether defining which goals to pursue or staying disciplined in execution, this trait reflects a commitment to making decisions that serve clearly articulated ends. It's about knowing what we're aiming for and ensuring every decision moves us closer to that destination.

Leaders maintain focus on the "big picture" 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.
Associates make decisions that support the department's goals and objectives.
My supervisor remains focused on the immediate goal when making decisions.
Managers decide which short- and long-term goals should be created.
My coworkers stay focused on the main objective when making decisions.

Informed Decisions

Informed Decisions emphasize the process of gathering, analyzing, and interpreting relevant information to ensure choices are based on accurate, up-to-date, and comprehensive data. This dimension highlights fact-finding, research, and the use of resources like reports and insights to recognize problems, evaluate constraints, and predict outcomes. It underscores the preparation and knowledge needed to make effective decisions.

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

Includes Others

Includes Others focuses on the process of involving individuals in decision-making. It highlights the deliberate inclusion of relevant stakeholders, employees, or team members to gather input, ensure their voices are heard, and engage them in the decision-making process. This dimension reflects a culture of inclusiveness, collaboration, and shared ownership of decisions, emphasizing who is involved in the process and how their participation is valued.

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

Forward Thinking

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

Self-awareness

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

Different Perspectives

Different Perspectives emphasizes diversity of thought and the integration of varying viewpoints to improve decision-making outcomes. It focuses on considering alternative approaches, ethical implications, and unique competencies, fostering a broader understanding of complex issues. This dimension reflects what kinds of insights are sought and the importance of leveraging contrasting perspectives to make better-informed and balanced decisions.

Leaders approach challenges from unconventional angles, revealing new paths forward.
My Supervisor considers the opinions of others before making important decisions
My department considers the ethical implications of decisions.
Our department fosters a collaborative environment and leverages the insights of employees directly involved in the decisions.
My ideas and opinions are considered when decisions are made
Associates are willing to consider information from other sources.
My supervisor asks for my opinion on various matters
Our manager seeks input from various stakeholders to enrich the decision-making process with fresh viewpoints.
Facilitates meetings with others to try to consider alternative courses of action
My unique competencies are valued in decisions made at the Company
I can understand how different perspectives can help make better informed decisions.
Managers value employee competencies in decision making
Employees view the issues from multiple perspectives before making a decision.

Creativity

Creativity in decision making emphasizes imaginative problem-solving, innovative reasoning, and the ability to challenge conventional norms. It involves generating novel interpretations of facts, framing decisions in compelling narratives, and using iterative, user-centered approaches like prototyping or scenario planning to refine ideas before committing. This competency thrives on originality and vision--encouraging individuals and teams to explore unconventional paths, simulate outcomes, and formulate decisions that break from routine. Creativity is not just about having ideas; it's about applying them in ways that inspire buy-in, clarify direction, and unlock new possibilities.

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

Parameters and Constraints

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

Flexibility and Openness

Flexibility and Openness centers on receptivity, collaboration, and adaptive thinking. It reflects a willingness to listen to diverse perspectives, incorporate feedback, and adjust strategies when new information emerges. This competency values transparency in decision processes, shared ownership, and the use of objective tools to evaluate alternatives. Leaders and teams who embody flexibility and openness foster inclusive environments where decisions evolve through dialogue and mutual understanding. While creativity pushes boundaries, flexibility ensures those boundaries remain permeable--allowing decisions to be shaped by collective insight and changing conditions.

As a team, we make decisions together
Senior Management discusses issues and ideas with employees before making major changes
Our department is open and flexible to using tools to objectively assess and rank alternatives based on weighted criteria.
Senior managers listen to the ideas of employees
Decisions are made in the open and with transparency
The project manager develops and shares effective decision-making practices and tools to further develop the team
Leaders facilitate meetings with others to try to consider alternative courses of action.
My division is willing to change their strategy if new information arises.
The Company communicates information about the situation so that employees stay informed
Managers are open to suggestions from subordinates.
The project manager is receptive to new ideas from others when making decisions.
Colleagues are open to listening to others who may have different ideas.

Costs and Benefits

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

Emotional Intelligence

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

Autonomy

Autonomy primarily emphasizes independence and individual authority in decision-making. It focuses on an employee's ability to act without guidance, take ownership of decisions, and navigate responsibilities independently. This dimension underscores self-sufficiency, clarity in roles, and the structural support (e.g., defined organizational charts) that enables employees to make decisions effectively on their own.

Co-workers learn from their bad decisions and rarely repeat them
I have the authority to make decisions that I need to do my job well
I am responsible for making important decisions
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
I am responsible for the decisions made in my department
My coworkers are able to make effective decisions on their own.
Decisions are made by one person instead of involving many others in order to save time
Co-workers learn from their mistakes
I have the responsibility to make important decisions

Empowered

Empowered: emphasizes active involvement and support in decision-making processes. It highlights the importance of trust, respect, coaching, and inclusion by leaders or managers, allowing employees to feel confident and capable of contributing to decisions that affect their work. Empowerment is less about acting alone and more about creating a collaborative environment where employees are supported, trusted, and equipped to make informed choices aligned with organizational goals and values.

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

Action Oriented

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

Data Driven

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

Impact of Decisions

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