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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 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 firm in their decision and not easily influenced by the whims of others.
• Is confident in the decisions they make.
• Acts confidently in the absence of guidance.
• Supports, encourages or helps others to be sure about the decisions they are making.
• Comes across as confident, decisive, and resilient
• 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
• Remains decisive after discovering a mistake.
• Responds quickly to tough "people issues" when dealing with internal or external customers
• Is not afraid to take risks that may yield significant results.
• 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.

Analytical

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

Critical Thinking

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

Decision Quality

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

Goals and Objectives

• Does not lose sight of the big picture when making decisions
• Decides which long-term goals should be met.
• Maintains focus on the "big picture" when making decisions.
• Remains focused on the immediate goal when making decisions.
• Makes decisions that support the department's goals and objectives.
• Decides which short- and long-term goals should be created.
• Stays focused on the main objective 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
• 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
• Keeps informed about developments and policy changes inside and outside the organization.
• Helps the Supervisor/team make effective business decisions by ensuring the correctness of Company's reports/resources
• Understands the issues, problems, and potential solutions.
• Makes effective, practical decisions based on factual information.
• Makes decisions that are based on available facts, existing constraints, and probable outcomes.
• Knows how to obtain accurate and up-to-date information about the situation or problem.

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
• Facilitates meetings with others to try to consider alternative courses of action.
• Coaches team on decision-making, especially from a multiple-site-management perspective
• Encourages team to provide input on branch decisions when appropriate
• Develops and shares effective decision-making practices and tools to further develop the team
• Solicits feedback from others on the quality of his/her decision-making
• Trains/coaches others on how to make effective decisions
• 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.
• Involves others in decisions and keep them informed of consequences that affect them.

Forward Thinking

• Examines for patterns in data to help predict future possibilities.
• Considers the impact and implications of decisions on others and on situations.
• Prepares for potential problems and opportunities in working toward desired goals.
• 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 contingencies and their consequences.

Self-awareness

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

Different Perspectives

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

Creativity

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

Parameters and Constraints

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

Flexibility and Openness

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

Costs and Benefits

• Assesses the risks, benefits, and potential impact of a number of options when deciding a course of action
• Weighs the pros and cons of decisions.
• 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.
• Develops alternative courses of action and choose the best course of action based on analysis of their relative costs and benefits.

Emotional Intelligence

• 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 how their decisions will affect others.
• Takes into account the impact decisions will have on others.
• 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.
• 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
• I am responsible for making important decisions
• Co-workers learn from their mistakes
• 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
• I have the authority to make decisions that I need to do my job well

Empowered

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

My Ideas

• Employee opinions are valued
• My input is taken into consideration when decisions are being made
• Managers value employee competencies in decision making
• 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

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.
• Whenever possible, my supervisor considers the opinions of others before making important decisions.
• My Supervisor rarely 'second guesses' the decisions I make
• My Supervisor coaches me on how to make good decisions
• My supervisor asks for my opinion on various matters
• My Supervisor considers the opinions of others before making important decisions
• My Supervisor trusts the decisions I make

Multiple Sources

• As a team, we make decisions together
• Decisions are usually made with input from multiple individuals
• Our department fosters a collaborative environment and leverages the insights of employees directly involved in the decisions.
• Facilitates meetings with others to try to consider alternative courses of action
• Multiple levels of employees share in the decision making process
• My Supervisor consults with others before making decisions

Communication

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

Technology

• Our department uses the best technology in 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
• We look for ways to apply technical or process innovation to decision making

Action Oriented

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

Data Driven

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

Impact of Decisions

• Leadership considers the ethical implications of decisions
• The team leader makes decisions that positively impact team/departmental performance
• 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
• 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

• 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
• 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

Forward Thinking

• My manager evaluates the effectiveness of decisions and uses this information to guide future decisions
• 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
• Leadership considers contingencies and their consequences
• Our department prepares for potential problems and opportunities caused by our decisions

Decision Quality

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

Critical Thinking

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

Resolute

• My manager takes decisive action to address problems
• My manager is firm in their decision making and not easily influenced by the whims of others.

Confidence

• Leadership is confident in the decisions they make.

Costs and Benefits

• I know how to perform a cost/benefit analysis before making a decision
• My manager determines the costs and potential benefits of decisions
• Our department tries to develop alternative courses of action and choose based on an analysis of costs and benefits
• I always consider pros- and cons- before making a decision
• My manager 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

Self-Assessment Items

Confident

• You are firm in your decision and not easily influenced by the whims of others.
• You are confident in the decisions you make.
• You come across as confident, decisive, and resilient
• You support, encourage or help others to be sure about the decisions they are making.
• You act confidently in the absence of guidance.
• You are confident in your actions.
• You remain calm when making important or difficult decisions.
• You are very intent in your 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 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 remain decisive after discovering a mistake.
• You make effective decisions autonomously.
• 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 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 regularly evaluate information before making important decisions.
• I evaluate information before making a final decision.
• I carefully evaluate information before making an important decision.
• You make logical assumptions in the absence of facts.
• You determine where actual results differ from desired results and makes necessary corrections
• You assess the Pros- and Cons- before making a decision.
• I can balance analysis with decisiveness in order to meet deadlines

Critical Thinking

• You examine relevant factors needed to make a decision.
• You use reasonable assumptions and logic to decide between alternate courses of action
• 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 are able to decline bad ideas to avoid making poor decisions.
• You uncover critical issues to use as a guide in both making decisions and taking advantage of opportunities.
• 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.
• You improvise within supervisor's intent; handles a fluid environment.
• 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.
• You make good decisions even under conditions of uncertainty.
• You make decisions that positively impact team/departmental performance
• You make sound and timely decisions under pressure

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.
• I stay focused on the main objective when making decisions.
• 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.

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 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 help the Supervisor/team make effective business decisions by ensuring the correctness of Company's reports/resources
• You gather and analyze relevant information about changing situations to recognize and define emerging problems.
• You know how to obtain accurate and up-to-date information about the situation or problem.
• You make decisions that are based on available facts, existing constraints, and probable outcomes.
• You understand the issues, problems, and potential solutions.
• You keep informed about developments and policy changes inside and outside the organization.

Includes Others

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

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 consider contingencies and their consequences.
• You evaluate short and long term consequences when making decisions.
• You prepare for potential problems and opportunities in working toward desired goals.
• You anticipate needs for action.
• You evaluate the effectiveness of decisions and use this information to guide future decisions

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 accept the consequences of decisions made.
• You are aware of your own skills and abilities.
• You effectively prioritize and organize yourself and your workload.

Different Perspectives

• You view the long and short-term impact of decisions.
• I view issues from multiple perspectives before making a decision.
• You understand how different perspectives can help make better informed decisions.
• 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.
• You apply creative reasoning in making decisions.
• You recognize and generates innovative solutions.
• I make creative decisions.
• I am creative about the decisions I make.
• I formulate imaginative decisions.

Parameters and Constraints

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

Flexibility and Openness

• You are open to the suggestions from subordinates.
• You are willing to consider information from other sources.
• 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.

Costs and Benefits

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

Emotional Intelligence

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

Job Application

None

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

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