• Employee Opinion Survey
  • Employee Opinion
  • Demos
  • Dimensions
  • Item Bank
  • Create your own
• 360-Feedback
  • About 360 Feedback
  • Example Surveys
  • Item Bank
  • Create your own
  • Systems Overview
  • Competency Model
  • Foreign Languages
  • Quick Questionnaire
  • AI Tool
• Performance Management
  • Performance Appraisals
  • Competency Model
  • Administrative Screens
  • Sample Email Notices
  • Examples
• Training Needs Analysis
  • About Training Needs
  • Sample Questionnaires
  • Sample Results 1
  • Sample Results 2
  • Sample Results 3
• Job Interview
  • Interview Questions
• Client Login
  • Client Login

350 Questionnaire Items Measuring Decision Making

Decision-making is an important skill in business. Decision-making is required to perform critical business functions such as:

• Setting goals and objectives Goals and Objectives are set using decision-making. Setting an objective to achieve means that you have decided on what objective must be met. Establishing goals means that you have decided on what goals to meet.
• Problem Solving Decision-making is required to determine the particular strategy or strategies to be used in solving the problem.
• Allocation of Resources Whether budgets, finances, supplies, or personnel, all are allocated through decisions made by employees.

Personal attributes required for excellent Decision-Making are:

• Confidence Making decisions and being confident in those decisions brings clarity to the direction and focus of the organization/department/team.
• Decisiveness Making decisions promptly and independently.
• Analytical Evaluates information and data from a variety of sources.
• Critical Thinking

In essence, adaptability is not just about surviving; it's about thriving. It enables businesses and individuals to embrace change, overcome obstacles, and discover new opportunities for success. It's a key trait for long-term resilience and prosperity in any career or industry.

360-Degree Feedback Questionnaire Items

Decision making is a critical skill that affects every aspect of business operations and directly impacts success or failure. Decision making determines the strategic goals and allocation of resources. Competent decision makers can critically analyze a situation and address problems promptly to prevent them from escalating. In times of crisis, the ability to make quick, informed decisions is essential to mitigate risks and navigate through challenging situations.



Confident

• Is confident in the decisions they make.
• Is firm in their decision and not easily influenced by the whims of others.
• Supports, encourages or helps others to be sure about the decisions they are making.
• Comes across as confident, decisive, and resilient
• Acts confidently in the absence of guidance.
• Is confident in their actions.
• Very intent in their decisions.
• Remains calm when making important or difficult decisions.

Decisiveness

• Is able to make decisions quickly.
• Makes decisions independently (without having to be told what or how).
• Is assigned the difficult decisions that need to be made.
• Takes decisive action to address problems, following up with relevant team members and coaching them on how to improve
• Takes charge when in charge.
• Focuses attention on treating the causes of problems rather than simply addressing the symptoms
• Remains decisive after discovering a mistake.
• Makes effective decisions autonomously.
• Responds quickly to tough "people issues" when dealing with internal or external customers
• Is not afraid to take risks that may yield significant results.

Analytical

• Breaks complex issues into manageable parts and organizes them in a systematic way before making decisions
• Evaluates information before making a final decision.
• Regularly evaluates information before making important decisions.
• Carefully evaluates information before making an important decision.
• Assesses the Pros- and Cons- before making a decision.
• Determines where actual results differ from desired results and makes necessary corrections
• Makes logical assumptions in the absence of facts.
• Balances analysis with decisiveness in order to meet deadlines

Critical Thinking

• Uses reasonable assumptions and logic to decide between alternate courses of action
• Skillfully integrates diverse and opposing information sources.
• Effectively chooses appropriate courses of action.
• Examines relevant factors needed to make a decision.
• Combines and makes sense of contradictory pieces of information.
• Is able to decline bad ideas to avoid making poor decisions.
• Relates and compares information from different sources to identify possible cause-and-effect relationships.
• Uncovers critical issues to use as a guide in both making decisions and taking advantage of opportunities.
• Defers decisions upwards only when necessary and appropriate
• Makes effective, practical decisions based on knowledge, experience, and judgment.
• Improvises within supervisor's intent; handles a fluid environment.

Decision Quality

• Exercises good judgment by making sound and informed decisions.
• Employs sound judgment and logical reasoning.
• Makes good decisions for the department.
• Makes decisions that positively impact team/departmental performance
• Makes sound and timely decisions.
• Makes sound and timely decisions under pressure
• Makes good decisions even under conditions of uncertainty.

Goals and Objectives

• Does not lose sight of the big picture when making decisions
• Maintains focus on the "big picture" when making decisions.
• Decides which short- and long-term goals should be created.
• Stays focused on the main objective when making decisions.
• Decides which long-term goals should be met.
• Makes decisions that support the department's goals and objectives.
• Remains focused on the immediate goal when making decisions.

Informed Decisions

• Asks for additional information when making critical decisions.
• Gathers information before making a decision.
• Systematically gathers, analyzes, and interprets information from a variety of sources
• Understands the issues, problems, and potential solutions.
• Gathers and analyzes relevant information about changing situations to recognize and define emerging problems.
• Knows how to obtain accurate and up-to-date information about the situation or problem.
• Is well-versed in Company's reports and uses them to make effective business decisions
• Keeps informed about developments and policy changes inside and outside the organization.
• Makes decisions that are based on available facts, existing constraints, and probable outcomes.
• Helps the Supervisor/team make effective business decisions by ensuring the correctness of Company's reports/resources
• Makes effective, practical decisions based on factual information.

Includes Others

• Coaches team members individually when "poor" decisions are made; helps them see what could have been done differently
• Seeks input from key people who should be involved in, or will be affected by, decisions
• Facilitates meetings with others to try to consider alternative courses of action.
• Coaches team members individually when "incorrect" decisions are made; helps them see what could have been done differently
• Includes stakeholders in the decision-making process as necessary.
• Encourages team to provide input on branch decisions when appropriate
• Involves others in decisions and keep them informed of consequences that affect them.
• Develops and shares effective decision-making practices and tools to further develop the team
• Trains/coaches others on how to make effective decisions
• Solicits feedback from others on the quality of his/her decision-making
• Coaches team on decision-making, especially from a multiple-site-management perspective

Forward Thinking

• Examines for patterns in data to help predict future possibilities.
• Evaluates short and long term consequences when making decisions.
• Considers the impact and implications of decisions on others and on situations.
• Considers contingencies and their consequences.
• Evaluates the effectiveness of decisions and uses this information to guide future decisions
• Prepares for potential problems and opportunities in working toward desired goals.
• Anticipates needs for action.

Self-awareness

• Learns from previous bad decisions and rarely repeats them.
• Is able to learn from mistakes.
• Effectively prioritizes and organizes themselves and their workload.
• Accepts the consequences of decisions made.
• Aware of his/her own skills and abilities.
• Learns from the consequences of decisions made.

Different Perspectives

• Considers the ethical implications of decisions.
• Views the long and short-term impact of decisions.
• Views the issues from multiple perspectives before making a decision.
• Understands how different perspectives can help make better informed decisions.
• Uses data from different sources to confirm information.

Creativity

• Makes decisions based on novel interpretations of the facts.
• Recognizes and generates innovative solutions.
• Makes creative decisions.
• Formulates imaginative decisions.
• Applies creative reasoning in making decisions.
• Is creative about the decisions they make.

Parameters and Constraints

• Defines parameters that will impact the decision making process.
• Determines constraints that may impact what decisions are acceptable.
• Identifies parameters impacting the decision.
• Outlines the parameters influencing the decision making process.
• Defines what constraints must be met for the decision making process.

Flexibility and Openness

• Willing to change their strategy if new information arises.
• Is open to listening to others who may have different ideas.
• Willing to consider information from other sources.
• Open to the suggestions from subordinates.
• Receptive to new ideas from others when making decisions.

Costs and Benefits

• Assesses the risks, benefits, and potential impact of a number of options when deciding a course of action
• Understands what factors are important for deciding if a decision is "worth it"?
• Determines the costs and potential benefits of decisions.
• Performs a cost/benefit analysis before making a decision.
• Weighs the pros and cons of decisions.
• Develops alternative courses of action and choose the best course of action based on analysis of their relative costs and benefits.

Emotional Intelligence

• Takes into account the impact decisions will have on others.
• Understands how their decisions will affect others.
• Is aware of the impact of decisions and informs others about potential outcomes.
• Has a good rapport other people which is helpful in making decisions on the team.
• Has enough self-control to avoid making impulsive decisions.
• Understands the importance of decisions they are making.

Employee Opinion Survey Items

Adaptability helps organizations and departments thrive in the business environment.



Autonomy

• Co-workers learn from their bad decisions and rarely repeat them
• Coworkers are able to acts in the absence of guidance
• 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 authority to make decisions that I need to do my job well
• I am responsible for making important decisions
• I am responsible for the decisions made in my department
• I have the responsibility to make important decisions
• The Company has a well defined organization chart which shows who has responsibilities for certain decision areas

Empowered

• I am involved in important decisions that affect me
• I am able to make decisions independently (without having to be told what or how)
• Team members are involved in decisions that directly impact them.
• Employees are able to make decisions on issues that affect their work
• Employees should be involved in decision making because they have to deal with the consequences of those decisions
• I have the trust, confidence, and respect of my Manager
• Decisions made by co-workers help to achieve the Company goals and mission
• Employees are included in important decisions made about the Company
• When making decisions, employees consider the Company's goals, values, and mission

My Ideas

• Employee opinions are valued
• My input is taken into consideration when decisions are being made
• My unique competencies are valued in decisions made at the Company
• I am able to learn from my mistakes
• My ideas and opinions are considered when decisions are made
• Managers value employee competencies in decision making

My Supervisor

• My supervisor seeks my opinions before making decisions that impact the team/department
• My supervisor remains calm when making important or difficult decisions.
• My Supervisor trusts the decisions I make
• Whenever possible, my supervisor considers the opinions of others before making important decisions.
• My Supervisor considers the opinions of others before making important decisions
• My Supervisor coaches me on how to make good decisions
• My Supervisor rarely 'second guesses' the decisions I make
• My supervisor asks for my opinion on various matters

Multiple Sources

• Decisions are usually made with input from multiple individuals
• As a team, we make decisions together
• 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 Supervisor consults with others before making decisions
• Multiple levels of employees share in the decision making process

Communication

• Senior Management discusses issues and ideas with employees before making major changes
• Decisions are made in the open and with transparency
• Senior managers listen to the ideas of employees
• The Company communicates information about the situation so that employees stay informed

Technology

• Our department uses the best technology in decision making.
• We look for ways to apply technical or process innovation to decision making
• I use technology to enhance decision making
• I use spreadsheets and database software to help organize information when making decisions
• I am comfortable using technology to assist in decision making

Action Oriented

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

Data Driven

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

Impact of Decisions

• My manager views the long and short-term impact of decisions
• In our department, we are careful to views the issues from multiple perspectives before making a decision
• Leadership considers the ethical implications of decisions
• The team leader makes decisions that positively impact team/departmental performance
• The decisions I make have an impact on my department/team
• Employees understand how their decisions support the Company's goals and vision
• Co-workers are accountable for the decisions they make
• Employees understand how their decisions affect the Company

Self-awareness

• Employees I work with learn from previous bad decisions and rarely repeat them
• 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

Forward Thinking

• My manager evaluates the effectiveness of decisions and uses this information to guide future decisions
• Leadership considers contingencies and their consequences
• I takes into account the impact decisions will have on others
• Supervisors consider the impact and implications of decisions on others and on situations
• I regularly evaluate short and long term consequences when making decisions
• Our department prepares for potential problems and opportunities caused by our decisions

Decision Quality

• My manager makes good decisions regarding the limited budget
• My coworkers employ sound judgment and logical reasoning when making decisions
• I feel the department head makes good decisions even under conditions of uncertainty
• My manager makes good decisions for the department
• My manager exercises good judgment by making sound and informed decisions
• I am able to make sound and timely decisions under pressure
• Our department makes good decisions regarding the allocation of limited resources
• Senior leaders makes sound and timely decisions

Critical Thinking

• My supervisor uses reasonable assumptions and logic to decide between alternate courses of action
• Co-workers defers decisions upwards only when necessary and appropriate
• My department effectively chooses the appropriate courses of action
• People in my department evaluate relevant information before making decisions
• The Customer Service department responds quickly to tough "people issues" when dealing with internal or external customers

Resolute

• 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

Confidence

• Leadership is confident in the decisions they make.

Costs and Benefits

• I always consider pros- and cons- before making a decision
• I know how to 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
• My manager assesses the risks, benefits, and potential impact of a number of options when deciding a course of action
• Our department tries to develop alternative courses of action and choose based on an analysis of costs and benefits
• My manager determines the costs and potential benefits of decisions

Self-Assessment Items

Confident

• You support, encourage or help others to be sure about the decisions they are making.
• You are confident in the decisions you make.
• You come across as confident, decisive, and resilient
• You are firm in your decision and not easily influenced by the whims of others.
• You act confidently in the absence of guidance.
• You are confident in your actions.
• You are very intent in your decisions.
• You remain calm when making important or difficult decisions.

Decisiveness

• I am able to make decisions quickly.
• You make decisions independently (without having to be told what or how).
• I am responsible for making important decisions.
• You are not afraid to take risks that may yield significant results.
• You respond quickly to tough "people issues" when dealing with internal or external customers
• You remain decisive after discovering a mistake.
• You make effective decisions autonomously.
• You take charge when in charge.
• You focus attention on treating the causes of problems rather than simply addressing the symptoms
• You take decisive action to address problems, following up with relevant team members and coaching them on how to improve

Analytical

• You break complex issues into manageable parts and organize them in a systematic way before making decisions
• I evaluate information before making a final decision.
• I carefully evaluate information before making an important decision.
• I regularly evaluate information before making important decisions.
• You make logical assumptions in the absence of facts.
• I can balance analysis with decisiveness in order to meet deadlines
• You assess the Pros- and Cons- before making a decision.
• You determine where actual results differ from desired results and makes necessary corrections

Critical Thinking

• You examine relevant factors needed to make a decision.
• You skillfully integrate diverse and opposing information sources.
• You effectively choose appropriate courses of action.
• I combine and make sense of contradictory pieces of information.
• You use reasonable assumptions and logic to decide between alternate courses of action
• You make effective, practical decisions based on knowledge, experience, and judgment.
• I defer decisions upwards only when necessary and appropriate
• You uncover critical issues to use as a guide in both making decisions and taking advantage of opportunities.
• You are able to decline bad ideas to avoid making poor decisions.
• You improvise within supervisor's intent; handles a fluid environment.
• You relate and compares information from different sources to identify possible cause-and-effect relationships.

Decision Quality

• You exercise good judgment by making sound and informed decisions.
• I make good decisions for the Department.
• You employ sound judgment and logical reasoning.
• You make decisions that positively impact team/departmental performance
• You make good decisions even under conditions of uncertainty.
• You make sound and timely decisions.
• You make sound and timely decisions under pressure

Goals and Objectives

• You do not lose sight of the big picture when making decisions
• You decide which long-term goals should be met.
• I stay focused on the main objective when making decisions.
• You maintain focus on the "big picture" when making decisions.
• You remain focused on the immediate goal when making decisions.
• I decide which short- and long-term goals should be created.
• I make decisions that support the department's goals and objectives.

Informed Decisions

• You ask for additional information when making critical decisions.
• You systematically gather, analyze, and interprets information from a variety of sources
• I gather information before making a decision.
• You make effective, practical decisions based on factual information.
• You are well-versed in company's reports and uses them to make effective business decisions
• You gather and analyze relevant information about changing situations to recognize and define emerging problems.
• You make decisions that are based on available facts, existing constraints, and probable outcomes.
• You understand the issues, problems, and potential solutions.
• You help the Supervisor/team make effective business decisions by ensuring the correctness of Company's reports/resources
• You keep informed about developments and policy changes inside and outside the organization.
• You know how to obtain accurate and up-to-date information about the situation or problem.

Includes Others

• You seek input from key people who should be involved in, or will be affected by, decisions
• You coach team members individually when "poor" decisions are made and helps them see what could have been done differently
• I facilitate meetings with others to try to consider alternative courses of action.
• You encourage team to provide input on branch decisions when appropriate
• You involve others in decisions and keep them informed of consequences that affect them.
• You include stakeholders in the decision-making process as necessary.
• You coach team members individually when "incorrect" decisions are made and helps them see what could have been done differently
• You develop and share effective decision-making practices and tools to further develop the team
• You solicit feedback from others on the quality of your decision-making
• You coach team on decision-making, especially from a multiple-site-management perspective
• You train/coach others on how to make effective decisions

Forward Thinking

• I examine for patterns in data to help predict future possibilities.
• You consider the impact and implications of decisions on others and on situations.
• You anticipate needs for action.
• You evaluate short and long term consequences when making decisions.
• You evaluate the effectiveness of decisions and use this information to guide future decisions
• You consider contingencies and their consequences.
• You prepare for potential problems and opportunities in working toward desired goals.

Self-awareness

• I am able to learn from my mistakes.
• You learn from previous bad decisions and rarely repeat them.
• You learn from the consequences of decisions made.
• You effectively prioritize and organize yourself and your workload.
• You accept the consequences of decisions made.
• You are aware of your own skills and abilities.

Different Perspectives

• You view the long and short-term impact of decisions.
• You understand how different perspectives can help make better informed decisions.
• I view issues from multiple perspectives before making a decision.
• I consider the ethical implications of decisions.
• You use data from different sources to confirm information.

Creativity

• You make decisions based on novel interpretations of the facts.
• I make creative decisions.
• I formulate imaginative decisions.
• I am creative about the decisions I make.
• You apply creative reasoning in making decisions.
• You recognize and generates innovative solutions.

Parameters and Constraints

• I define the parameters that will impact the decision making process.
• You determine the constraints that may impact what decisions are acceptable.
• I define what constraints must be met for the decision making process.
• I identify the parameters impacting the decision.
• You outline the parameters influencing the decision making process.

Flexibility and Openness

• I am receptive to new ideas from others when making decisions.
• You are willing to consider information from other sources.
• You are open to the suggestions from subordinates.
• You are willing to change your strategy if new information arises.
• I am open to listening to others who may have different ideas.

Costs and Benefits

• You assess the risks, benefits, and potential impact of a number of options when deciding a course of action
• You weigh the pros and cons of decisions.
• You understand factors are important for deciding if a decision is "worth it"?
• You determine the costs and potential benefits of decisions.
• I perform a cost/benefit analysis before making a decision.
• You develop alternative courses of action and choose the best course of action based on analysis of their relative costs and benefits.

Emotional Intelligence

• You take into account the impact decisions will have on others.
• You have a good rapport other people which is helpful in making decisions on the team.
• You are aware of the impact of decisions and informs others about potential outcomes.
• I understand how my decisions will affect others.
• I have enough self-control to avoid making impulsive decisions.
• You understand the importance of decisions they are making.

Job Application

None

• Have you used computers to assist you in solving problems? If so, how?
• What does it mean if an account is out of balance?
• How do you identify potential problems before they occur?
• What has been the most difficult decision you've had to make in the last 3 years?
• What does it mean if you have spent more than you have encumbered?
• What judgmental errors have you made?
• What plan of action do you take when facing a problem?
• What problems have you seen team-based companies face?
• Under what circumstances do you typically make mistakes?
• How do you analyze problems?
• Describe a time you had a problem with decisiveness.
• How do you feel you have improved your planning process in the last few years?
• What decisions did you handle in your last job?
• What happens when two priorities compete for your time?
• What do you do when you're stuck on a problem?
• Describe the most common problems you encounter at your (previous/current) job.
• What is the difference between quantitative and qualitative analysis?
• Have you used (algebra/trigonometry/calculus/statistics) at work? If so, what was the problem you were solving?
• When was the last time you used a spreadsheet?
• What types of decisions are easiest for you to make and which ones do you find most difficult?
• Describe how you solve difficult problems.
• Who are our competitors?
• What do you do when faced with an important decision?
• How do you make important decisions?
• Do you have an analytical mind?
• When do you decide to stop working on a difficult problem?
• What do you do when you have difficulty solving a problem?
• Describe your problem solving skills.
• What decisions are difficult for you?
• Have you worked under multiple deadlines? If so, what did you do?
• What is the toughest problem you've ever solved?
• What errors have you made in your work?
• How do you solve problems?
• Describe how you use computers.
• What difficult decisions have you made?
• How do you fix unexpected problems?
• Describe a situation in which you would utilize computers.
• Describe a time you had to make a quick decision.
• How would you predict a product's success?
• Do you consider yourself analytical?
• What factors would you use to predict a product's performance in the marketplace?
• Are you an analytical type of person? If so, explain.
• Describe a problem in which you might use (algebra/trigonometry/calculus/statistics)?
• Describe a difficult problem you solved.
• How do you make decisions?
• Have you worked in a group to solve a problem? If so, what role did you play?
• What personnel crises have you dealt with in your job?
• What do you believe to be the prime factor that allows people to succeed in business today?
• Do you use computers to solve problems?
• How often do you use computers at work?

© Copyright 2025, HR-Survey, LLC

Legal Notice

Web: www.hr-survey.com

Site Map

Email: info@hr-survey.com