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Decision Making

Using critical thinking, good business sense, and organizational values to make decisions involving varying levels of risk and ambiguity.
Level 1. Makes decisions based solely on guidelines and policies

BEHAVIORS

  • Applies explicit guidelines and procedures in making decisions.
  • Makes straightforward decisions based on adequate information.
  • Deals with exceptions using clearly specified rules.
  • Seeks guidance as needed when the situation is unclear.
  • Makes a decision with no risk where information is available and controls are in place.

QUESTIONS

  • What is an example of a decision that you made based on the rules and guidelines of the organization?

Probing Questions

* Describe the situation.

* What decision did you have to make?

* What rules/guidelines did you base your decision on?

* How did things turn out?

  • Could you tell us about a time when you asked for guidance when faced with an unclear situation?

Probing Questions

* What was unclear about the situation?

* Describe the guidance that was provided.

* Who did you consult?

* What did you do as a result of the guidance given?

* What was the outcome?

Level 2. Makes decisions by interpreting guidelines and policies

BEHAVIORS

  • Applies guidelines and procedures that require some interpretation in dealing with exceptions.
  • Makes straightforward decisions based on information that is generally adequate.
  • Compares the importance of various factors on specific aspects of an issue.
  • Recognizes when the analysis is sufficient to proceed with making a good decision.
  • Identifies the potential implications of their own decisions.

QUESTIONS

  • Tell us about a time when you needed to think twice before you applied a guideline or a procedure in dealing with an exception.

Probing Questions

* What guidelines or procedures were you applying, and in what situation?

* What made this case an exception?

* What factors did you consider in interpreting the guideline or procedure in this case?

* What was the outcome?

  • In decision making, sometimes we need to seek a little clarity when information is inadequate or circumstances are unclear. Please describe a time when this has happened to you and what you did about it.

Probing Questions

* What was the situation?

* Why were the circumstances unclear/information inadequate?

* How did you clarify things?

* What decision did you make and how did it turn out?

Level 3. Makes decisions in vague situations

BEHAVIORS

  • Applies guidelines and procedures that leave considerable room for discretion and interpretation.
  • Makes decisions by weighing several factors, some of which are partially defined and entail missing pieces of critical information.
  • Involves the right people in the decision-making process, when applicable.
  • Foresees longer-term implications of decisions that are not readily apparent.
  • Selects new information to share with key stakeholders in order to enhance their understanding and help with decision making.
  • Considers emerging opportunities and risks to construct defensible options.

QUESTIONS

  • Tell me about a complex decision you had to make in a situation that was ambiguous and involved a number of factors.

Probing Questions

* Describe how the situation was ambiguous.

* What factors did you take into account in making your decision?

* What did you decide?

* How did things work out?

  • Describe the most difficult decision you have made, where you were required to assess non-routine information in arriving at a decision.

Probing Questions

* Why was this decision considered difficult?

* What complex information did you assess?

* What did you decide?

* What was the outcome of your decision?

  • Describe a time when, to arrive at an important decision, you needed to involve key people.

Probing Questions

* Describe the situation, including your role and that of others.

* What decision did you need to make?

* In what way were others key to making the decision?

* What factors need to be considered in reaching the decision?

* What was the outcome?

Level 4. Makes complex decisions in the face of ambiguity

BEHAVIORS

  • Makes complex decisions for which there is no set procedure.
  • Considers a multiplicity of interrelated factors for which there is incomplete and contradictory information.
  • Balances competing for priorities in reaching decisions.
  • Takes crucial details into consideration, while maintaining a strategic perspective.
  • Analyzes explicit and implicit dynamics and agendas of key stakeholders.

QUESTIONS

  • Describe a situation where you had to make a complex decision for which there was no set procedure.

Probing Questions

* Describe the situation.

* What decision did you have to make?

* What expertise did you draw on?

* How did things turn out?

  • Can you give an example of a situation where you used sound judgment and made a decision when all of the information was not available for evaluation?

Probing Questions

* What was the decision you had to make?

* How was the information ambiguous?

* What assumptions did you make in order to come to a decision?

* How appropriate was your judgment in this case?

* What was the outcome of the situation?

Level 5. Makes high-risk decisions in the face of ambiguity

BEHAVIORS

  • Makes high-risk strategic decisions that have significant consequences and require significant efforts to mitigate.
  • Uses principles, values and sound business sense to make decisions.
  • Makes decisions in a volatile environment where the weight given to any factor can change rapidly.
  • Reaches decisions with confidence in an environment of public scrutiny.
  • Identifies courses of action based on a multitude of factors, many of which are difficult to define and often contradictory.

QUESTIONS

  • Sometimes making decisions that are subject to public scrutiny are the most difficult to make. Please describe a time when you were required to make such a decision.

Probing Questions

* Describe the situation and the decision you had to make?

* What factors did you consider?

* How did you respond to the public scrutiny?

* How did things work out in the end?

  • Tell us about a time when you needed to make a strategic decision that could have major positive effects on the organization, but also major negative effects.

Probing Questions

* What strategic decision did you need to make?

* What were the potential positive effects? / potential negative effects?

* How did you balance the varied factors in making your decision?

* What factors did you take into account in making your decision?

* What decision did you make, and what was the outcome?