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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 empowers managers to trust their judgment and take ownership of decisions, even in uncertain or high-stakes situations. It helps overcome hesitation and fosters credibility, which is essential when rallying others around a chosen course of action.
• Decisiveness enables managers to commit to timely decisions without getting paralyzed by over-analysis. It ensures momentum and clarity, especially when quick action is needed, and signals leadership strength in navigating ambiguity.
• Analytical allows managers to break down complex problems into manageable components, identify patterns, and interpret data effectively. This leads to more accurate assessments of risks, trade-offs, and potential outcomes.
• Critical Thinking equips managers to question assumptions, evaluate sources of information, and consider alternative viewpoints. It guards against bias and promotes sound reasoning, ensuring decisions are both well-informed and strategically aligned.

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.

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

• Supports, encourages or helps others to be sure about the decisions they are making.
• Is confident in the decisions they make.
• Stays true to values and ethical standards even when decisions are difficult or unpopular.
• Acts confidently in the absence of guidance.
• Comes across as confident, decisive, and resilient
• Is firm in their decision and not easily influenced by the whims of others.
• 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.
• Focuses attention on treating the causes of problems rather than simply addressing the symptoms
• Takes decisive action to address problems, following up with relevant team members and coaching them on how to improve
• Makes effective decisions autonomously.
• Takes charge when in charge.
• Responds quickly to tough "people issues" when dealing with internal or external customers
• Remains decisive after discovering a mistake.
• 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
• Understands when gut instinct is helpful and when it needs to be supplemented with evidence.
• Carefully evaluates information before making an important decision.
• Regularly evaluates information before making important decisions.
• Evaluates information before making a final decision.
• Makes logical assumptions in the absence of facts.
• Assesses the Pros- and Cons- before making a decision.
• Balances analysis with decisiveness in order to meet deadlines
• Determines where actual results differ from desired results and makes necessary corrections

Critical Thinking

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

Decision Quality

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

Goals and Objectives

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

Informed Decisions

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

Includes Others

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

Forward Thinking

• Examines for patterns in data to help predict future possibilities.
• Conducts post-decision reviews to learn from outcomes and improve future evaluations.
• Anticipates impacts that may not be immediately obvious, reducing risk exposure.
• Builds decisions with contingency plans and modular thinking to accommodate future change.
• Evaluates both immediate outcomes and future effects to ensure sustainable choices.
• Evaluates short and long term consequences when making decisions.
• Evaluates the effectiveness of decisions and uses this information to guide future decisions
• Anticipates needs for action.
• Considers the impact and implications of decisions on others and on situations.
• Considers contingencies and their consequences.
• Prepares for potential problems and opportunities in working toward desired goals.

Self-awareness

• Is able to learn from mistakes.
• Knows when to delegate, collaborate, or pause based on an assessment of my capabilities or expertise.
• Identifies when stress, urgency, or overconfidence may be affecting clarity and recalibrates accordingly.
• Acknowledges how personal preferences or blind spots may skew judgment and takes steps to counteract them.
• Learns from previous bad decisions and rarely repeats them.
• Tracks recurring tendencies (e.g., risk aversion, over-analysis) and works to optimize them.
• Effectively prioritizes and organizes themselves and their workload.
• Aware of his/her own skills and abilities.
• Accepts the consequences of decisions made.
• Learns from the consequences of decisions made.

Different Perspectives

• Views the issues from multiple perspectives before making a decision.
• Considers the ethical implications of decisions.
• Understands how different perspectives can help make better informed decisions.
• Views the long and short-term impact of decisions.
• Approaches challenges from unconventional angles, revealing new paths forward.
• Actively seeks input from various stakeholders to enrich the decision-making process with fresh viewpoints.
• Uses data from different sources to confirm information.

Creativity

• Is creative about the decisions they make.
• Questions entrenched beliefs or norms that may limit creativity or hinder progress.
• Connects unrelated concepts or data points to form innovative solutions that others may overlook.
• Uses simulations, role-playing, or scenario planning to explore outcomes before committing to a course of action.
• Uses iterative, user-centered approaches to prototype and refine ideas before finalizing decisions.
• Applies creative reasoning in making decisions.
• Recognizes and generates innovative solutions.
• Formulates imaginative decisions.
• Frames decisions in compelling narratives that inspire buy-in and clarify vision.
• Makes creative decisions.
• Makes decisions based on novel interpretations of the facts.

Parameters and Constraints

• Outlines the parameters influencing the decision making process.
• Establishes critical limits (such as budget, timeline, compliance, or resource availability) before evaluating alternatives.
• Tests proposed solutions to confirm they meet essential parameters before implementation.
• Adjusts decision criteria as new information emerges, ensuring relevance and feasibility.
• Defines parameters that will impact the decision making process.
• Filters choices through company values, legal requirements, and long-term goals.
• Identifies which factors can be adjusted and which must remain constant to guide viable decision paths.
• Encourages creative problem-solving by treating constraints as design challenges rather than obstacles.
• Integrates environmental factors that may restrict or shape decision outcomes.
• Identifies parameters impacting the decision.
• Defines what constraints must be met for the decision making process.
• Determines constraints that may impact what decisions are acceptable.
• Makes clear what is in scope and out of scope to avoid misalignment or unrealistic expectations.

Flexibility and Openness

• Willing to change their strategy if new information arises.
• Receptive to new ideas from others when making decisions.
• Willing to consider information from other sources.
• Is open to listening to others who may have different ideas.
• Open to the suggestions from subordinates.
• Is open and flexible to using tools to objectively assess and rank alternatives based on weighted criteria.

Costs and Benefits

• Assesses the risks, benefits, and potential impact of a number of options when deciding a course of action
• Leverages internal metrics and external standards to validate cost/benefit assumptions and guide choices.
• Understands what factors are important for deciding if a decision is "worth it"?
• Weighs the pros and cons of decisions.
• Determines the costs and potential benefits of decisions.
• Performs a cost/benefit analysis before making a decision.
• Integrates multiple dimensions (budget, capacity, morale) into a holistic evaluation of the costs and benefits.
• Aligns choices with organizational goals by calculating expected value and costs.
• Clearly explains the reasoning behind decisions, including the costs incurred and benefits expected.
• Develops alternative courses of action and choose the best course of action based on analysis of their relative costs and benefits.

Emotional Intelligence

• Understands how their decisions will affect others.
• Is aware of the impact of decisions and informs others about potential outcomes.
• Takes into account the impact decisions will have on others.
• Openly admits when a choice didn't work out and uses it as a learning opportunity without becoming defensive.
• Has enough self-control to avoid making impulsive decisions.
• Has a good rapport other people which is helpful in making decisions on the team.
• Understands the importance of decisions they are making.

Employee Opinion Survey Items

Decision Making gives managers the ability to confidently and decisively choose the most effective course of action by critically evaluating relevant information, constraints, and perspectives. It enables them to navigate complexity with flexibility and openness, balancing short-term needs with long-term impact through thoughtful cost-benefit analysis.



Confident

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

Resolute/Decisiveness

• 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 manager takes decisive action to address problems, following up with relevant team members and coaching them on how to improve
• My manager is firm in their decision making and not easily influenced by the whims of others.
• My manager takes charge when in charge.
• My manager takes decisive action to address problems
• Our team is assigned the difficult decisions that need to be made.
• Supervisors remain decisive after discovering a mistake.
• My team leader makes effective decisions autonomously.
• Our team is able to make decisions quickly.
• My manager responds quickly to tough "people issues" when dealing with internal or external customers

Analytical

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

Critical Thinking

• Coworkers in my department use reasonable assumptions and logic to decide between alternate courses of action
• The team leader makes effective, practical decisions based on knowledge, experience, and judgment.
• 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
• 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 supervisor relates and compares information from different sources to identify possible cause-and-effect relationships.
• Co-workers defers decisions upwards only when necessary and appropriate
• Our team is able to combine and make sense of contradictory pieces of information.
• My department effectively chooses the appropriate courses of action
• My supervisor chooses appropriate courses of action.
• My manager examines relevant factors needed to make the best decision.
• People in my department evaluate relevant information before making decisions
• Colleagues defer decisions upwards only when necessary and appropriate

Decision Quality

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

Goals and Objectives

• 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.
• Leaders maintain focus on the "big picture" when making decisions.

Informed 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
• 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
• Team members keep informed about developments and policy changes inside and outside the organization.
• 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.
• My team makes effective, practical decisions based on factual information.
• The project lead asks for additional information when making critical decisions.
• Our department makes decisions that are based on available facts, existing constraints, and probable outcomes.
• Coworkers gather information before making a decision.

Includes Others

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

Forward Thinking

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

Self-awareness

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

Different Perspectives

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

Creativity

• Managers are creative about the decisions they make.
• Coworkers formulate imaginative decisions.
• 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.
• Colleagues in my department are willing to question entrenched beliefs or norms that may limit creativity or hinder progress.
• 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.
• In our department, decisions are framed in compelling narratives that inspire buy-in and clarify vision.
• I know how to recognize and generate innovative solutions.
• My team makes creative decisions.

Parameters and Constraints

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

Flexibility and Openness

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

Costs and Benefits

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

Emotional Intelligence

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

Autonomy

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

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.
• My Supervisor rarely 'second guesses' 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.
• My manager coaches team members individually when "incorrect" decisions are made which helps them to see what could have been done differently.
• I have the trust, confidence, and respect of my Manager
• Employees are able to make decisions on issues that affect their work
• My Supervisor trusts the decisions I make
• 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
• The supervisor coaches our team on decision-making, especially from a multiple-site-management perspective
• Decisions made by co-workers help to achieve the Company goals and mission

Action Oriented

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

Data Driven

• My team makes decisions based on data
• My team is data-driven
• My Supervisor makes decisions based on facts and data
• When deciding on something important, my manager understands the issues, problems, and potential solutions
• Supervisors use data from different sources to confirm information.
• Effectiveness of processes and programs is based on facts and data gathered from reliable sources
• 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 manager gathers information before making a decision
• My coworkers examine relevant factors needed to make a decision

Impact of Decisions

• 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.
• My manager views the long and short-term impact of decisions.
• Co-workers are accountable for the decisions they make
• The decisions I make have an impact on my department/team
• Our team is aware of the impact of decisions and inform others about potential outcomes.
• I takes into account the impact decisions will have on others
• Team members make decisions that positively impact team/departmental performance
• The team leader makes decisions that positively impact team/departmental performance
• Employees understand how their decisions affect the Company
• My manager views the long and short-term impact of decisions
• Leadership considers the ethical implications of decisions
• Employees understand how their decisions support the Company's goals and vision

Self-Assessment Items

Employees with high Decision Making skills help organizations and departments by driving informed, strategic actions that reduce risk and improve outcomes. Their ability to analyze data, consider diverse viewpoints, and remain adaptable under pressure leads to more resilient plans, faster problem resolution, and stronger alignment with organizational goals. These employees contribute to a culture of thoughtful execution and continuous improvement.



Confident

• You support, encourage or help others to be sure about the decisions they are making.
• You come across as confident, decisive, and resilient
• You stay true to your values and ethical standards even when decisions are difficult or unpopular.
• You act confidently in the absence of guidance.
• You are firm in your decision and not easily influenced by the whims of others.
• You are confident in the decisions you make.
• 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 remain decisive after discovering a mistake.
• You focus attention on treating the causes of problems rather than simply addressing the symptoms
• You are not afraid to take risks that may yield significant results.
• You make effective decisions autonomously.
• You take decisive action to address problems, following up with relevant team members and coaching them on how to improve
• You take charge when in charge.
• You respond quickly to tough "people issues" when dealing with internal or external customers

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 understand when gut instinct is helpful and when it needs to be supplement with evidence.
• I regularly evaluate information before making important decisions.
• You determine where actual results differ from desired results and makes necessary corrections
• 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.

Critical Thinking

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

Decision Quality

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

Goals and Objectives

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

Informed Decisions

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

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

Forward Thinking

• I anticipate impacts that may not be immediately obvious, reducing risk exposure.
• I examine for patterns in data to help predict future possibilities.
• I evaluate both immediate outcomes and future effects to ensure sustainable choices.
• You conduct post-decision reviews to learn from outcomes and improve future evaluations.
• You build decisions with contingency plans and modular thinking to accommodate future change.
• You evaluate the effectiveness of decisions and use this information to guide future decisions
• You prepare for potential problems and opportunities in working toward desired goals.
• You consider the impact and implications of decisions on others and on situations.
• You consider contingencies and their consequences.
• You evaluate short and long term consequences when making decisions.
• You anticipate needs for action.

Self-awareness

• I identify when stress, urgency, or overconfidence may be affecting clarity and recalibrate accordingly.
• I am able to learn from my mistakes.
• I track recurring tendencies (e.g., risk aversion, over-analysis) and work to optimize them.
• I know when to delegate, collaborate, or pause based on an assessment of my capabilities or expertise.
• You acknowledge how personal preferences or blind spots may skew judgment and take steps to counteract them.
• You learn from previous bad decisions and rarely repeat them.
• You are aware of your own skills and abilities.
• You learn from the consequences of decisions made.
• You effectively prioritize and organize yourself and your workload.
• You accept the consequences of decisions made.

Different Perspectives

• I view issues from multiple perspectives before making a decision.
• You view the long and short-term impact of decisions.
• You actively seek input from various stakeholders to enrich the decision-making process with fresh viewpoints.
• You understand how different perspectives can help make better informed decisions.
• You approach challenges from unconventional angles, revealing new paths forward.
• I consider the ethical implications of decisions.
• You use data from different sources to confirm information.

Creativity

• You recognize and generates innovative solutions.
• I use simulations, role-playing, or scenario planning to explore outcomes before committing to a course of action.
• You connect unrelated concepts or data point to form innovative solutions that others may overlook.
• I formulate imaginative decisions.
• You frame decisions in compelling narratives that inspire buy-in and clarify vision.
• You make decisions based on novel interpretations of the facts.
• You apply creative reasoning in making decisions.
• I am creative about the decisions I make.
• I use iterative, user-centered approaches to prototype and refine ideas before finalizing decisions.
• I make creative decisions.
• You question entrenched beliefs or norms that may limit creativity or hinder progress.

Parameters and Constraints

• You outline the parameters influencing the decision making process.
• I test proposed solutions to confirm they meet essential parameters before implementation.
• I make clear what is in scope and out of scope to avoid misalignment or unrealistic expectations.
• I integrate environmental factors that may restrict or shape decision outcomes.
• I identify the parameters impacting the decision.
• You determine the constraints that may impact what decisions are acceptable.
• I identify which factors can be adjusted and which must remain constant to guide viable decision paths.
• You filter choices through company values, legal requirements, and long-term goals.
• I define what constraints must be met for the decision making process.
• You establish critical limits (such as budget, timeline, compliance, or resource availability) before evaluating alternatives.
• I define the parameters that will impact the decision making process.
• You encourage creative problem-solving by treating constraints as design challenges rather than obstacles.
• You adjust decision criteria as new information emerges, ensuring relevance and feasibility.

Flexibility and Openness

• I am open and flexible using tools to objectively assess and rank alternatives based on weighted criteria.
• You are willing to change your strategy if new information arises.
• I am open to listening to others who may have different ideas.
• I am receptive to new ideas from others when making decisions.
• You are open to the suggestions from subordinates.
• You are willing to consider information from other sources.

Costs and Benefits

• You assess the risks, benefits, and potential impact of a number of options when deciding a course of action
• I align choices with organizational goals by calculate expected value and costs.
• I perform a cost/benefit analysis before making a decision.
• You weigh the pros and cons of decisions.
• I leverage internal metrics and external standards to validate cost/benefit assumptions and guide choices.
• I integrate multiple dimensions (budget, capacity, morale) into a holistic evaluation of the costs and benefits.
• You understand factors are important for deciding if a decision is "worth it"?
• You determine the costs and potential benefits of decisions.
• You clearly explain the reason behind decisions, include the costs incurred and benefits expected.
• 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 openly admit when a choice didn't work out and use it as a learning opportunity without becoming defensive.
• You are aware of the impact of decisions and informs others about potential outcomes.
• I have enough self-control to avoid making impulsive decisions.
• You have a good rapport other people which is helpful in making decisions on the team.
• I understand how my decisions will affect others.
• You understand the importance of decisions they are making.

Job Application

Confident

• Are you confident in the decisions you make?
• Would others describe you as confident, decisive, and resilient? Why so?
• Are you very intent in your decisions?
• How do you remain decisive after discovering a mistake?
• Describe a time when you remained calm when making important or difficult decisions.
• Are you confident in your actions?
• Are you firm in your decision and not easily influenced by the whims of others?
• Give an example of how you supported, encouraged or helped others to be sure about the decisions they made.

Decisiveness

• Were you assigned the difficult decisions that needed to be made?
• Are you able to make decisions quickly?
• Do you focus attention on treating the causes of problems rather than simply addressing the symptoms?
• How do you make decisions independently (without having to be told what or how)?
• How do you make effective decisions autonomously?
• Describe how you take charge when in charge?
• Give an example of how you take decisive action to address problems, following up with relevant team members and coaching them on how to improve?
• Do you act in the absence of guidance?
• Would others consider you not afraid to take risks that may yield significant results?
• How do you respond quickly to tough "people issues" when dealing with internal or external customers?

Analytical

• How do you carefully evaluate information before making an important decision?
• Do you regularly evaluate information before making important decisions? How?
• How do you balance analysis with decisiveness in order to meet deadlines?
• Give an example where you determined actual results differed from desired results and made necessary corrections.
• Describe how you make logical assumptions in the absence of facts.
• How do you evaluate information before making a final decision?
• How do you assess the Pros- and Cons- before making a decision?
• Describe how you would break complex issues into manageable parts and organize them in a systematic way before making a decision.

Critical Thinking

• Describe a time when you were able to decline a bad idea to avoid making a poor decision?
• How do you relate and compare information from different sources to identify possible cause-and-effect relationships?
• Give an example of when you uncovered critical issues to use as a guide in both making decisions and taking advantage of opportunities?
• How do you effectively choose appropriate courses of action?
• Do you defer decisions upwards only when necessary and appropriate? Can you describe an example when this happened?
• How do you improvise within your supervisor's intent; handle a fluid environment?
• Do you make effective, practical decisions based on knowledge, experience, and judgment?
• How do you use reasonable assumptions and logic to decide between alternate courses of action?
• Give an example of how you examine relevant factors needed to make a decision.

Decision Quality

• How do you make decisions that positively impact team/departmental performance.
• Do you usually make sound and timely decisions under pressure? Explain.
• Describe how you make good decisions even under conditions of uncertainty.
• Describe how you make sound and timely decisions.
• Do you exercise good judgment by making sound and informed decisions? Describe.
• Describe how you employ sound judgment and logical reasoning in your decision making?
• Have you made good decisions for the department? Elaborate.

Goals and Objectives

• Explain how you maintain focus on the "big picture" when making decisions.
• How do you remain focused on the immediate goal when making decisions?
• Give an example of how you stayed focused on the main objective when making decisions?
• Describe how you decide which short- and long-term goals should be created.
• Did you make decisions that supported the department's goals and objectives?
• How do you decides which long-term goals should be met?

Informed Decisions

• Are you well-versed in Company's reports and uses them to make effective business decisions?
• Would others describe you as someone who understands the issues, problems, and potential solutions? Explain why?
• Do you keep informed about developments and policy changes inside and outside the organization? How?
• Describe how you make effective, practical decisions based on factual information.
• How do you gather information before making a decision?
• Explain how you help the Supervisor/team make effective business decisions by ensuring the correctness of Company's reports/resources.
• Explain how you make decisions that are based on available facts, existing constraints, and probable outcomes.
• Do you know how to obtain accurate and up-to-date information about the situation or problem?
• Do you ask for additional information when making critical decisions? Describe when that happened.
• Can you explain how you gathered and analyzed relevant information about changing situations to recognize and define an emerging problem?
• Do you systematically gather, analyze, and interpret information from a variety of sources? Explain.

Includes Others

• Do you coach team members individually when "incorrect" decisions are made? Explain how you help them see what could have been done differently.
• Did you coach the team on decision-making; especially from a multiple-site-management perspective?
• How would you seek input from key people who should be involved in, or will be affected by, decisions?
• Have you coached team members individually when "poor" decisions were made? Did you help them see what could have been done differently?
• Have you involved others in decisions and kept them informed of consequences that affect them?
• Describe how you facilitated meetings with others to try to consider alternative courses of action.
• Have you encouraged the team to provide input on branch decisions when appropriate?
• How do you develop and share effective decision-making practices and tools to further develop the team?
• Do you train/coach others on how to make effective decisions?
• Explain how you would include stakeholders in the decision-making process as necessary.
• Do you ever solicit feedback from others on the quality of your decision-making?

Forward Thinking

• Explain how you consider contingencies and their consequences.
• Describe how you evaluate the effectiveness of decisions and then use this information to guide future decisions?
• How do you prepare for potential problems and opportunities in working toward desired goals?
• Do you consider the impact and implications of decisions on others and on situations? Give an example.
• Do you examine for patterns in data to help predict future possibilities?
• How do you evaluate short and long term consequences when making decisions?
• How do you anticipate when an action is needed?

Self-Awareness

• Explain how you learned from the consequences of decisions made?
• Are you able to learn from mistakes? Give an example where this happened.
• How well are you aware of your own skills and abilities in this field?
• Do you accept the consequences of decisions made?
• How do you learn from previous bad decisions so that you rarely repeat them?
• How effectively do you prioritize and organize yourself and your workload?

Different Perspectives

• Do you consider the ethical implications of decisions?
• Do you understand how different perspectives can help make better informed decisions? Explain.
• How do you use data from different sources to confirm information?
• Can you view the issues from multiple perspectives before making a decision? Give an example.
• Describe how you might view the long and short-term impact of decisions?

Creativity

• Describe what makes creative decisions.
• Are you creative about the decisions you make?
• Explain how you formulate imaginative decisions?
• Have you ever made decisions based on novel interpretations of the facts? Explain.
• How do you apply creative reasoning in making decisions?
• How do you recognize and generate innovative solutions?

Parameters and Constraints

• How do you define the parameters that will impact a decision making process?
• Are you able to identify parameters impacting the decision? Explain.
• Give an example of how you would determine (or define) what constraints must be met for the decision making process?
• What factors determine if the constraints that may impact decisions are acceptable?
• Give an example of an important decision and outline the parameters that may influence that decision making process?

Flexibility and Openness

• Are you receptive to new ideas from others when making decisions?
• Are you willing to consider information from other sources? Which sources?
• Would your employees consider you to be open to the suggestions from subordinates?
• Describe how you are willing to change your strategy if new information arises? Example?
• Are you open to listening to others who may have different ideas? Examples?

Costs and Benefits

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

Emotional Intelligence

• Explain how you have a good rapport other people; which is helpful in making decisions on the team.
• Do you understand how your decisions will affect others? Can you elaborate?
• Do you understand the importance of decisions you are going to be making? Please explain.
• Are you aware of the impact of decisions and inform others about potential outcomes?
• Do you have enough self-control to avoid making impulsive decisions? Give an example.
• When have you had to take into account the impact decisions would have on others? Please explain.

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