Decision-making DECM
Applying critical thinking to evaluate options, assess risks and select the most appropriate course of action.
Guidance notes
Decision making in SFIA represents a progression from routine choices to strategic, high-impact decisions. It involves:
- evaluating information and assessing risks
- balancing intuition and logic
- understanding organisational context
- determining the best course of action
- taking accountability for outcomes.
Effective decision making encompasses analytical and critical thinking skills, the ability to assess risks and consequences, and a comprehensive understanding of business context. It also involves knowing when to escalate issues and how to balance competing priorities.
As professionals advance, their decision-making evolves from addressing routine issues to shaping strategic directions. Early on, decisions focus on managing tasks or small projects. Over time, decision-making becomes more complex, requiring greater judgement, risk assessment, and accountability for high-impact outcomes. At higher levels, professionals are responsible for making critical decisions that influence organisational strategy and success.
Level 1 - Follow
- Uses little discretion in attending to enquiries.
- Is expected to seek guidance in unexpected situations.
Level 2 - Assist
- Uses limited discretion in resolving issues or enquiries.
- Decides when to seek guidance in unexpected situations.
Level 3 - Apply
- Uses discretion in identifying and responding to complex issues related to own assignments.
- Determines when issues should be escalated to a higher level.
Level 4 - Enable
- Uses judgment and substantial discretion in identifying and responding to complex issues and assignments related to projects and team objectives.
- Escalates when scope is impacted.
Level 5 - Ensure, advise
- Uses judgement to make informed decisions on actions to achieve organisational outcomes such as meeting targets, deadlines, and budget.
- Raises issues when objectives are at risk.
Level 6 - Initiate, influence
- Uses judgement to make decisions that initiate the achievement of agreed strategic objectives including financial performance.
- Escalates when broader strategic direction is impacted.
Level 7 - Set strategy, inspire, mobilise
- Uses judgement in making decisions critical to the organisational strategic direction and success.
- Escalates when business executive management input is required through established governance structures.