What We Do:
Decisions, decisions, decisions…

Decisions, decisions, decisions…

09/01/2017 - Lauren Albrecht

Are you an effective decision maker?

Decision making is described as the cognitive process of identifying and selecting a particular course of action above and beyond other actions, in order to reach a specified and desired goal. To do this, individuals are required to make an informed judgement about the situation and manage the level of risk involved. Some argue that emotions cloud judgments and decision abilities, however, the opposite is true. Individuals without emotion, for example due to brain damage are unable to make decisions (Damasio, 2006). Judgement, risk and emotion each therefore play a fundamental role in the decision making process.

Effective decision making is critical to the success of all organisations, and is also essential for innovative, creative and forward thinking. As decision making produces outcomes that affect the individual, team and the overall organisation, it is necessary to ensure that any decisions made on behalf of the business are objective and appropriate for the desired outcome, and in line with the organisational approach.

How can you assess your style of Decision Making?

BeTalent believes that decision making styles and processes can be influenced by a range of external and internal features, such as personality and social norms. As such, we do not try to stretch one generic measurement to fit all of the differences in individualised decision making. Instead, BeTalent consider the only way to truly understand the decision making process is to observe all aspects and influences involved in each individual’s style, through the Decision Style. Decision Style is a BeTalent tool that measures an individual’s risk taking, judgement and decision behaviours on the ten factors that make up decision making behaviours. The tool then maps the results onto the individual’s Behaviours, Expertise, Strengths and Tenets in order to gain a deep understanding of positive behaviours and areas of development for decision styles to further support the wider organisation. Only by doing this, can a full and comprehensive understanding of an individual’s style in relation to critical work areas and organisational outputs be captured.

What can Decision Style do for your organisation?

Organisations working at peak performance need employees to work in a complementary manner to the unique organisational strategy of goals and aims. BeTalent calls this unique strategy an Organisational Blueprint, and is the equivalent to your business having a fingerprint. Your Blueprint relates to how specifically the organisation functions, and the type of decision making behaviours and patterns that would greatly enhance business growth and success. At BeTalent, we then link the individual Decision Style behaviours to your Organisational Blueprint to gain an understanding of whether the given behaviours are appropriate for your organisation. If the decision behaviour is not appropriate to the business aims, overall performance will lack and limit valuable resources. A complementary decision style on the other hand, produces autonomous workers towards the overall development and success of the organisation. Due to this, not only can Decision Style identify and assess individual’s decision making patterns, but it can also be used to develop behaviours to more suitable and corresponding behaviours. This tool furthermore maximises the ability to predict an individual’s future job performance, creativity and innovation in the role, and reliability and consistency employee behaviours at work, thus offering your organisation a comprehensive and highly valuable understanding of employee decision making styles.

How can your organisation use Decision Style?

To discuss how Decision Style will identify the most effective employees for your organisational aims and vision, please contact the BeTalent team on +44 (0) 2086 450 222 and we will be pleased to discuss your unique needs with you.

Written by Lauren Albrecht, Business Psychologist


Damasio, A. (Rev. Ed.) (2006). Descarte’s Error: Emotion, reason, and the human brain. London, UK: Vintage.


UK, Netherlands and USA
   +44 208 645 0222