HR-Survey > Competency Model > Decision Making

Decision Making Comments

Definition: Competence in decision making is the ability to confidently and decisively decide on a course of action after critically analyzing information, parameters and constraints. Informed decisions come from gathering information and viewing the choice from different perspectives. High quality decision making requires flexibility and openness as well as a careful evaluation of the costs and benefits.

Survey Questionnaires with Decision Making:
Survey 1 (4-point scale; Competency Comments)
Survey 2 (4-point scale; Competency Comments)
Survey 3 (5-point scale; Competency Comments)
Survey 4 (5-point scale; radio buttons)
Survey 5 (4-point scale; words)
Survey 6 (4-point scale; words)
Survey 7 (5-point scale; competency comments; N/A)
Survey 8 (3-point scale; Agree/Disagree words; N/A)
Survey 9 (3-point scale; Strength/Development; N/A)
Survey 10 (Comment boxes only)
Survey 11 (Single rating per competency)
Survey 12 (Slide-bar scale)

The statements below can be used in your self-assessment (self-feedback) or performance appraisal as examples to demonstrate your "decision making" abilities. Being informed, thinking analytically and critically will help you make confident, decisive and informed decisions. Having self-awareness and an ability to view things from another's perspective will help you make creative and good decisions.

Confident

Confident decision making reflects an internal conviction and composure in the face of ambiguity or challenge. It's about trusting one's judgment, staying grounded in values, and projecting assurance--even when decisions are difficult or unpopular. This competency emphasizes resilience, calmness, and the ability to support others in their own decision-making. Confidence helps leaders remain firm without being rigid, and encourages others to trust the process and outcomes. It's especially valuable in high-stakes or emotionally charged situations, where the tone and demeanor of the decision maker can influence team morale and stakeholder buy-in.

I am firm in my decision and not easily influenced by the whims of others.
I acted confidently in the absence of guidance.
I supported, encouraged or helped others to be sure about the decisions they made.
I am confident, decisive, and resilient
I stayed true to my values and ethical standards even when decisions were difficult or unpopular.
I am confident in the decisions I make.
I am confident in my actions.
I was very intent in my decisions.
I remained calm when making important or difficult decisions.

Decisiveness

Decisiveness emphasizes speed, autonomy, and action orientation. It's about making timely choices, taking initiative, and following through with clarity and accountability. This competency thrives in fast-moving environments, where hesitation can lead to missed opportunities or prolonged issues. Decisive leaders are willing to take risks, address root causes, and act independently--even when the path forward is uncertain. They're also quick to respond to personnel challenges and operational disruptions, ensuring momentum and resolution. The strength of decisiveness lies in its ability to drive progress and maintain organizational agility.

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

Analytical

Analytical decision making emphasizes structured evaluation and systematic breakdown. It involves dissecting complex problems into manageable components, organizing information logically, and assessing pros and cons to arrive at a reasoned conclusion. This competency is rooted in methodical thinking--balancing evidence with intuition, identifying gaps between actual and desired outcomes, and making logical assumptions when data is incomplete. Analytical thinkers excel at clarity, precision, and consistency, often using frameworks or models to guide decisions. The strength of this approach lies in its ability to reduce ambiguity and ensure decisions are grounded in coherent, evidence-based logic.

Broke complex issues into manageable parts and organize them in a systematic way before making decisions
I regularly evaluated information before making important decisions.
I carefully evaluated information before making important decisions.
I evaluated information before making a final decision.
I understood when gut instinct was helpful and when it needed to be supplemented with evidence.
I determined where actual results differ from desired results and makes necessary corrections
I made logical assumptions in the absence of facts.
Assessed the Pros- and Cons- before making a decision.
I balanced analysis with decisiveness in order to meet deadlines

Critical Thinking

Critical Thinking emphasizes judgment in complexity and ambiguity. It goes beyond analysis to synthesize conflicting information, evaluate competing courses of action, and uncover deeper causal relationships. This competency thrives in fluid environments, where decisions must be made with incomplete data, evolving constraints, or competing priorities. Critical thinkers integrate diverse viewpoints, challenge assumptions, and identify hidden issues that shape outcomes. They're adept at improvisation, escalation when appropriate, and discerning which ideas to pursue or reject. The strength of this approach lies in its ability to navigate nuance, resolve contradictions, and make practical, context-sensitive decisions.

I used reasonable assumptions and logic to decide between alternate courses of action
I combined and made sense of contradictory pieces of information.
I skillfully integrated diverse and opposing information sources.
I effectively chose appropriate courses of action.
I examined relevant factors needed to make a decision.
I defered decisions upwards only when necessary and appropriate
I declined bad ideas to avoid making poor decisions.
I made effective, practical decisions based on knowledge, experience, and judgment.
I improvised within supervisor's intent; handles a fluid environment.
I related and compared information from different sources to identify possible cause-and-effect relationships.
I uncovered critical issues to use as a guide in both making decisions and taking advantage of opportunities.

Decision Quality

Decision Quality focuses on the outcome and integrity of the decision itself reflecting on the ability to make sound, timely, and effective choices -- especially under pressure or uncertainty. This competency emphasizes judgment, reasoning, and the practical impact of decisions on team or departmental performance. It's outcome-oriented, highlighting whether the decision was appropriate, well-timed, and beneficial. Decision Quality is often evaluated retrospectively--did the choice lead to positive results, and was it made with clarity and confidence?

I exercised good judgment by making sound and informed decisions.
I employed sound judgment and logical reasoning.
I made good decisions for the Department.
I made decisions that positively impact team/departmental performance
I made good decisions even under conditions of uncertainty.
I made sound and timely decisions under pressure
I made sound and timely decisions.

Goals and Objectives

Goals and Objectives centers on alignment and focus ensuring that decisions are purpose-driven, anchored to departmental, organizational, or personal goals. This competency emphasizes clarity of intent, helping decision makers stay tethered to both short-term priorities and long-term aspirations. Whether maintaining focus on immediate tasks or the broader mission, it's about making choices that directly support defined outcomes. The strength of this approach lies in its ability to prevent distraction, reinforce strategic alignment, and ensure that every decision contributes meaningfully to overarching objectives.

I do not lose sight of the big picture when making decisions
I made decisions that supported the department's goals and objectives.
I decided which short- and long-term goals should be created.
I remained focused on the immediate goal when making decisions.
I maintained focus on the "big picture" when making decisions.
I stayed focused on the main objective when making decisions.
I decided which long-term goals should be met.

Informed Decisions

Informed Decisions emphasizes the rigor and thoroughness of the decision-making process. It centers on gathering, analyzing, and interpreting relevant data from multiple sources to ensure choices are grounded in facts and context. This competency values curiosity, diligence, and situational awareness--ensuring that decisions are not just timely, but also well-researched and aligned with current realities. It's process-oriented, focusing on how information is acquired and used to define problems, assess constraints, and anticipate outcomes.

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

Includes Others

Includes Others focuses on active participation and developmental engagement in the decision-making process. It's about involving relevant stakeholders (especially team members and peers) not just to gather input, but to build capability, foster ownership, and ensure alignment. This competency emphasizes coaching, facilitation, and transparency, often through meetings, feedback loops, and shared tools. The goal is to create a collaborative environment where others feel empowered to contribute and learn from decisions, both successful and flawed. It's relational and process-oriented, ensuring that those affected by decisions are part of the journey and equipped to make better choices themselves.

I coached team members individually when "poor" decisions are made and helps them see what could have been done differently
I sought input from key people who should be involved in, or will be affected by, decisions
I invited input from peers or stakeholders to understand the impact and improve decision-making processes.
I facilitated meetings with others to try to consider alternative courses of action.
I developed and share effective decision-making practices and tools to further develop the team
I included stakeholders in the decision-making process as necessary.
I involved others in decisions and keep them informed of consequences that affect them.
I coached the team on decision-making, especially from a multiple-site-management perspective
I solicited feedback from others on the quality of my decision-making
I encouraged team to provide input on branch decisions when appropriate
I trained/coached others on how to make effective decisions
I coached team members individually when "incorrect" decisions are made and helps them see what could have been done differently

Forward Thinking

Forward Thinking emphasizes anticipation and adaptability. It goes beyond goal alignment to explore how decisions will unfold over time--considering ripple effects, contingencies, and evolving conditions. This competency involves predictive analysis, scenario planning, and post-decision reflection to improve future choices. It's not just about where you're going, but how well you're prepared for what might happen along the way. Forward Thinking equips decision makers to navigate uncertainty, reduce risk, and build resilience by designing decisions that are flexible, sustainable, and informed by emerging patterns and possibilities.

I anticipated impacts that may not have been immediately obvious, reducing risk exposure.
I conducted post-decision reviews to learn from outcomes and improved future evaluations.
I built decisions with contingency plans and modular thinking to accommodate future change.
I examined for patterns in data to help predict future possibilities.
I evaluated both immediate outcomes and future effects to ensure sustainable choices.
I evaluated the effectiveness of decisions and use this information to guide future decisions
I considered contingencies and their consequences.
I anticipated needs for action.
I prepared for potential problems and opportunities in working toward desired goals.
I considered the impact and implications of decisions on others and on situations.
I evaluated short and long term consequences when making decisions.

Self-awareness

Self-awareness in decision making centers on an individual's internal landscape: their habits, biases, limitations, and capacity for reflection. It involves recognizing how personal tendencies (like risk aversion, overconfidence, or stress) can distort judgment and by actively recalibrating you can maintain clarity. This competency emphasizes learning from past mistakes, tracking patterns in decision behavior, and knowing when to seek help, delegate, or pause. It's about owning oneâs choices, understanding oneâs strengths and blind spots, and continuously refining decision habits to improve future outcomes. In essence, self-awareness ensures that the decision maker is not just reacting, but consciously navigating their own cognitive and emotional terrain.

I learned from my mistakes.
I tracked recurring tendencies (e.g., risk aversion, over-analysis) and worked to optimize them.
I identified when stress, urgency, or overconfidence may have affected clarity and recalibrated accordingly.
I acknowledged how my personal preferences or blind spots may skew judgment and took steps to counteract them.
I learned from previous bad decisions and rarely repeat them.
I knew when to delegate, collaborate, or pause based on an assessment of my capabilities and expertise.
I effectively prioritized and organized myself and my workload.
I learned from the consequences of decisions made.
I am aware of my own skills and abilities.
I accepted the consequences of decisions made.

Different Perspectives

Different Perspectives centers on deliberately seeking out contrasting viewpoints, unconventional angles, and varied data sources to enrich understanding and challenge assumptions. This competency values ethical reflection, long-term thinking, and the synthesis of diverse inputs--whether from stakeholders, datasets, or philosophical frameworks. It's less about who is involved and more about how broadly and deeply the issue is examined. The strength of this approach lies in its ability to uncover blind spots, surface innovative solutions, and ensure decisions are informed by a wide lens of insight.

I understood how different perspectives helped to make better informed decisions.
I considered the ethical implications of decisions.
I actively sought input from various stakeholders to enrich the decision-making processed with fresh viewpoints.
I viewed issues from multiple perspectives before making a decision.
I approached challenges from unconventional angles, revealing new paths forward.
I viewed the long and short-term impact of decisions.
I used data from different sources to confirm information.

Creativity

Creativity introduces imaginative exploration and unconventional thinking into the decision-making process. through challenging assumptions, reframing problems, and connecting disparate ideas to generate novel solutions. This competency thrives on ambiguity and iteration, using tools like scenario planning, prototyping, and storytelling to envision possibilities beyond the obvious. Rather than optimizing within known constraints, creativity expands the solution space--often uncovering options that traditional cost/benefit frameworks might overlook. It's especially valuable when navigating complex, evolving challenges where innovation, inspiration, and user-centered design are key to unlocking transformative outcomes.

I formulated imaginative decisions.
I framed decisions in compelling narratives that inspired buy-in and clarified vision.
I made creative decisions.
I used simulations, role-playing, or scenario planning to explore outcomes before committing to a course of action.
I made creative decisions.
I questioned entrenched beliefs or norms that may limited creativity or hindered progress.
I recognized and generates innovative solutions.
I applied creative reasoning in making decisions.
I used iterative, user-centered approaches to prototype and refined ideas before finalizing decisions.
I made decisions based on novel interpretations of the facts.
I connected unrelated concepts or data pointed to form innovative solutions that others may overlook.

Parameters and Constraints

Parameters and Constraints in decision making serve as the structural foundation that defines what is viable, permissible, and aligned with organizational goals. This competency emphasizes establishing clear boundaries--such as budget, compliance, timeline, and scopeâbefore evaluating alternatives. It ensures decisions are grounded in reality by identifying which factors are fixed and which are adjustable, integrating environmental and organizational limits, and filtering options through values and long-term objectives. While it allows for creativity, it does so within a defined framework, treating constraints not as obstacles but as design challenges. Ultimately, it provides clarity, feasibility, and alignment, enabling decision makers to test and validate solutions against essential criteria before implementation.

I filtered choices through company values, legal requirements, and long-term goals.
I defined what constraints must be met for the decision making process.
I outlined the parameters influencing the decision making process.
I established critical limits (such as budget, timeline, compliance, or resource availability) before evaluating alternatives.
I defined the parameters that will impact the decision making process.
I adjusted decision criteria as new information emerged, ensuring relevance and feasibility.
I tested proposed solutions to confirm they met essential parameters before implementation.
I identified which factors could be adjusted and which must remain constant to guide viable decision paths.
I determined the constraints that may impact what decisions are acceptable.
I made clear what was in scope and out of scope to avoid misalignment or unrealistic expectations.
I identified the parameters impacting the decision.
I encouraged creative problem-solving by treating constraints as design challenges rather than obstacles.
I integrated environmental factors that may restricted or shaped decision outcomes.

Flexibility and Openness

Flexibility and Openness reflects a mindset of adaptability and receptiveness throughout the decision-making process. It prioritizes listening to diverse perspectives, welcoming input from subordinates and peers, and being open to changing strategies when new information arises. This trait supports iterative thinking and encourages the use of tools to objectively assess alternatives, fostering a collaborative and inclusive environment. Rather than anchoring decisions in fixed parameters, it allows for reframing problems and exploring unconventional solutions. Flexibility and Openness enhances responsiveness and innovation, especially in dynamic or uncertain contexts where agility and psychological safety are critical to making sound, forward-looking choices.

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

Costs and Benefits

Costs and Benefits emphasizes structured evaluation and rational analysis. It involves systematically weighing risks, trade-offs, and expected outcomes across multiple dimensions--such as budget, capacity, and strategic alignment. This competency ensures decisions are grounded in evidence, validated by metrics, and aligned with organizational goals. It prioritizes clarity, accountability, and feasibility, often relying on cost/benefit analyses, internal benchmarks, and comparative reasoning to determine the most advantageous path forward. The strength of this approach lies in its ability to reduce uncertainty and justify decisions through transparent logic and measurable impact.

Assessed the risks, benefits, and potential impact of a number of options when deciding a course of action
I determined the costs and potential benefits of decisions.
I weighed the pros and cons of decisions.
I aligned choices with organizational goals by calculating expected value and costs.
I integrated multiple dimensions (budget, capacity, morale) into a holistic evaluation of the costs and benefits.
I leveraged internal metrics and external standards to validate cost/benefit assumptions and guided choices.
I understood what factors were important before deciding if a decision was "worth it"?
I clearly explained the reasoned behind decisions, included the costs incurred and benefits expected.
I performed a cost/benefit analysis before making a decision.
I developed alternative courses of action and choose the best course of action based on analysis of their relative costs and benefits.

Emotional Intelligence

Emotional Intelligence extends awareness outward, toward others and the broader relational context of decision making. It involves understanding how decisions affect teammates, stakeholders, and the emotional climate of a group. This includes exercising self-control to avoid impulsive choices, communicating potential impacts clearly, and showing humility when decisions don't pan out. Emotional Intelligence fosters trust and collaboration by considering others' perspectives, anticipating emotional responses, and maintaining rapport even under pressure. In decision making, it's the difference between making the "right" choice in isolation and making the resonant choice that aligns with team dynamics, morale, and long-term relational outcomes.

I took into account the impact decisions will have on others.
I have a good rapport other people which is helpful in making decisions on the team.
I have enough self-control to avoid making impulsive decisions.
I am aware of the impact of decisions and informs others about potential outcomes.
I understood how my decisions will affect others.
I openly admitted when a choice didn't work out and used it as a learning opportunity without becoming defensive.
I understood the importance of decisions they are making.

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