Wyoming Workforce Planning
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Definition

Degree to which an individual successfully determines, follows, and persists with a timely course of action.  Requires the consideration of multiple factors and influences in making decisions.  Making decisions involving varied levels of risk and ambiguity.
 

Behavioral Descriptions

Proficiency Level 5

• Makes high-risk decisions in the face of ambiguity.

• Makes high-risk strategic decisions that have significant consequences.

• Uses principles, values and sound business sense to make decisions.

• Makes decisions in a volatile environment in which the weight given to any factor can change rapidly.

• Reaches decisions assuredly in an environment of public scrutiny.

• Has resolve, commits to action.

• Makes effective decisions when information is limited.

Proficiency Level 4

• Makes complex decisions in the face of ambiguity.

• 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 priorities in reaching decisions.

• Makes well-informed decisions utilizing multiple sources of information.

• Weighs risk against possible gain.

• Uses formal decision making processes or tools.

Proficiency Level 3

• Makes independent decisions when appropriate.  Consults with others prior to making final decisions when appropriate.

• Demonstrates an understanding of the big picture and involves others in the decision making process to obtain buy-in before making decisions.

• Makes decisions on a timely basis, commits to action, and follows up until decision is fully implemented.

• Provides the appropriate amount of information when informing others of a decision.  Clearly explains the rationale behind the decisions.

• Analyzes problems, gathers applicable information and identifies issues relevant to problem areas before developing timely solutions.

• Makes decisions in vague situations.

• 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.

• As needed, involves the right people in the decision making process.

• Makes decisions without undo delay.

• Considers options and consequences during decision making process.

• Persists with decisions unless reliable and credible information is offered.

• Applies guidelines and procedures that require some interpretation in dealing with exceptions.

• Makes straightforward decisions based on information that is generally adequate.

• Makes decisions involving minor consequence of error.

• Seeks guidance as needed when the situation is unclear.

Proficiency Level 2

• Slow to make decisions.

• Over/under analyzes problems.

• Sometimes bases decisions on unsound information.

• Easily swayed from decisions by dissenting viewpoints.

Proficiency Level 1

• Indecisive, Fails to make required decisions.

• Makes inappropriate or unauthorized decisions.  Does not review appropriate information surrounding the decision making process, ignores the overall mission, and does not examine alternative solutions.

• Does not see the big picture.

• Seldom responds to problems, if at all; tends to avoid making decisions.  Changes decisions frequently.

• Dictates decisions while neglecting to provide rationale for the decisions.

• Makes decisions based on inadequate information.  Decisions are often not made in a timely manner.

• Does not base decisions on appropriate information.

• Procrastinates and prolongs business because of being unsure of what decision to make.

Suggested Activities for Development

• Over a two or three week period, keep a journal of all of the decisions you made and how long it took to make each decision.  Analyze journal entries to gain insight into any obstacles that may have impeded decision-making.  Work to overcome obstacles.  Monitor progress in this area.

• Identify a problem in your work unit. Volunteer to facilitate a group meeting to address the issue.

• Seek a mentor to help you in this area.

• Participate on a selection interview panel.

• Volunteer to take on a leadership role in a professional or community organization.

• Ask for feedback from your manager, colleagues, and/or employees regarding your decision-making skills.  Devise a plan to work on problem areas.

• Upon facing a situation that needs immediate attention, recognize similarities from past dilemmas to help make the appropriate decision with ease.

• Read about companies that were facing major issues (market change, bankruptcy, etc.) and the decisions their senior management made.  Try to understand the reasons behind the decisions that were made.

• Make a SWOT (strengths, weaknesses, opportunities, threats) analysis when facing a dilemma to make the proper decision.

Recommended Courses

• Under Development (Until courses are specifically mapped out for this competency, please click here to see a full list of Employee Training and Development Opportunities for State of Wyoming employees.)

Additional Resource

Books

• Smart Choices: A Practical Guide to Making Better Life Decisions by J. S. Hammond, R. L. Keeney & H. Raiffa (Broadway Books, 2002). Smart Choices outlines eight elements involved in making the right decision, from identifying exactly what the decision is and specifying your objectives to considering risk tolerance and looking at how what you decide on today influences what you may decide in the future.

• Winning Decisions: Getting It Right the First Time by J. E. Russo, P. J. H. Shoemaker & M. Hittleman (Doubleday, 2001). In Winning Decisions, they lay out a four-step process that constitutes "a broad, conceptual framework" applicable in virtually any situation where a decision is needed.

• The Managerial Decision-Making Process by E. F. Harrison (Houghton Mifflin, 1999). This book details the human considerations we bring to the decision making process. Collection of theory, philosophy, and case examples center on the difficult task of decision making.

• Sources of Power: How People Make Decisions by G. Klein (MIT Press, 1999). "Sources of Power" is based on observations of humans acting under such real-life constraints as time pressure, high stakes, personal responsibility, and shifting conditions. The book presents an overview of the research approach of naturalistic decision-making and discusses the strengths people bring to difficult tasks.

• The Thinker’s Toolkit: Fourteen Powerful Techniques for Problem Solving by M. D. Jones (Times Books, 1998). The Thinker's Toolkit" shows how anyone in business can start making better decisions--with immediate benefits to the bottom line.

Behavioral-Based Interviewing Questions

• Under Development (Until interviewing questions are specifically mapped out for this competency, please click here for general examples of Behavioral-Based Interviewing questions.)