Makes high-risk decisions in complex and ambiguous situations Makes decisions in • Makes high-risk situations where there is strategic decisions that scope for interpretation have significant of rules Makes complex decisions consequences. Makes decisions based • Applies guidelines and in the absence of rules • Balances a commitment Makes decisions by procedures that leave to excellence with the solely on rules • Simplifies complex interpreting rules • Makes straightforward considerable room for information from multiple best interests of clients • Applies guidelines and decisions based on pre- discretion and sources to resolve issues. and the organization procedures that require interpretation. when making decisions. defined options using • Makes complex some interpretation when • Makes decisions by • Uses principles, values clear criteria/procedures. decisions for which there dealing with exceptions. • Consults with others or weighing several factors, are no set procedures. and sound business • Makes straight - refers an issue/situation some of which are sense to make decisions. • Considers a multiplicity forward decisions based Making decisions • Makes decisions in a for resolution when partially defined and of interrelated factors for and solving on information that is criteria are not clear. entail missing pieces of which there is incomplete volatile environment in problems involving generally clear and • Deals with exceptions critical information. and contradictory which weight given to Decision-Making adequate. varied levels of within established • As needed, involves the information. any factor can change • Considers the risks and complexity, • Balances competing rapidly. parameters using clearly right people in the ambiguity and risk consequences of action specified rules and decision-making process. priorities in reaching • Reaches decisions and/or decisions. procedures. • Balances the risks and decisions. assuredly in an • Makes decisions • Makes decisions • Develops solutions to environment of public implications of decisions involving minor involving little or no across multiple issues. problems, balancing the scrutiny. consequence of error. • Assesses external and consequence of error. • Develops solutions that risks and implications • Seeks guidance as • Verifies that the internal environments in address the root cause of across multiple projects. needed when the decision/resolution is the problem and prevent • Recommends solutions order to make a well- situation is unclear. informed decision. correct recurrence. in an environment of risk • Identifies the problem • Recognizes, analyzes and ambiguity. and solves problems based on many factors, often complex and across projects and in complex situations. sweeping, difficult to define and contradictory (e.g., fiscal responsibility, the public good). 19
Decision-Making Making decisions and solving problems involving varied levels of complexity, ambiguity and risk Makes decisions based solely on rules • Makes straightforward decisions based on pre- defined options using clear criteria/procedures. • Consults with others or refers an issue/situation for resolution when criteria are not clear. • Deals with exceptions within established parameters using clearly specified rules and procedures. • Makes decisions involving little or no consequence of error. • Verifies that the decision/resolution is correct Makes decisions by interpreting rules • Applies guidelines and procedures that require some interpretation when dealing with exceptions. • Makes straight - forward decisions based on information that is generally clear and adequate. • Considers the risks and consequences of action and/or decisions. • Makes decisions involving minor consequence of error. • Seeks guidance as needed when the situation is unclear. Makes decisions in situations where there is scope for interpretation of rules • 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. • Balances the risks and implications of decisions across multiple issues. • Develops solutions that address the root cause of the problem and prevent recurrence. • Recognizes, analyzes and solves problems across projects and in complex situations. Makes complex decisions in the absence of rules • Simplifies complex information from multiple sources to resolve issues. • Makes complex decisions for which there are no set procedures. • Considers a multiplicity of interrelated factors for which there is incomplete and contradictory information. • Balances competing priorities in reaching decisions. • Develops solutions to problems, balancing the risks and implications across multiple projects. • Recommends solutions in an environment of risk and ambiguity. Makes high-risk decisions in complex and ambiguous situations • Makes high-risk strategic decisions that have significant consequences. • Balances a commitment to excellence with the best interests of clients and the organization when making decisions. • Uses principles, values and sound business sense to make decisions. • Makes decisions in a volatile environment in which weight given to any factor can change rapidly. • Reaches decisions assuredly in an environment of public scrutiny. • Assesses external and internal environments in order to make a well- informed decision. • Identifies the problem based on many factors, often complex and sweeping, difficult to define and contradictory (e.g., fiscal responsibility, the public good). 19
Process%20Manual%20for%20TNA.docx