1.1 Discuss the different types of decisions required in own role

This guide will help you answer 1.1 Discuss the different types of decisions required in own role.

In a management or leadership role within adult care, each day presents a range of decisions. Some are routine, others are unexpected and need quick attention. Many decisions affect staff, people who use services, and compliance with legal requirements. Recognising and managing these decisions well is key to delivering good care.

This guide covers the different types of decisions a manager or leader needs to make.

Strategic Decisions

A strategic decision shapes the direction of an organisation or service. It looks at the bigger picture and involves long-term planning. Leaders at this level consider the service’s aims, funding, and overall approach to quality.

Examples include:

• Deciding to expand a service, such as opening a new unit
• Setting targets for staff training and development
• Choosing which policies to adopt based on the Care Quality Commission (CQC) regulations

These decisions rely on data, feedback, and evaluations. Leaders might work with other managers or the board of directors. The goal is to create a positive impact for people using services over time. Strategic decisions often link to business plans and the organisation’s vision.

Operational Decisions

Operational decisions focus on day-to-day issues. They tend to be more immediate and directly affect how the service runs. These decisions can be small or large, but they usually have short-term effects.

Examples are:

• Deciding shift rotas for staff
• Allocating resources such as PPE or equipment
• Responding to maintenance requests

In most cases, operational decisions follow specific procedures. Sometimes, leaders must use their own judgement to handle situations not covered by policy. Clear operational decision-making promotes efficiency and keeps services running smoothly.

Clinical and Care Decisions

Clinical and care decisions affect the support provided to individuals. A leader may support others in making these decisions or help plan care. These decisions must always respect individual rights and preferences.

Examples include:

• Agreeing on risk assessments for individuals
• Deciding when to escalate a health concern
• Authorising the use of restrictive interventions, such as bedrails, following guidance

These decisions should be evidence-based and person-centred. Input from health professionals, families, and the individual is essential. Care leaders must balance safety, dignity, and autonomy.

Staff Management Decisions

A core duty of any manager is leading people. This means making decisions about recruitment, performance, development, and welfare.

Key examples:

• Choosing the best candidate during interviews
• Dealing with poor performance or misconduct
• Approving annual leave or flexible working requests
• Supporting staff through training opportunities

Staff decisions affect morale, retention, and the safety of people using services. Leaders need to be fair, transparent, and follow equality law.

Financial Decisions

Managing the budget is a central part of a leadership role. Financial decisions require careful planning to make sure resources meet service needs. Mistakes with money can lead to poor care or even closure.

Tasks include:

• Approving spending on supplies or projects
• Monitoring income and expenditure
• Deciding how to allocate staff hours against budget limits
• Assessing value for money from external suppliers

All financial decisions must follow organisational rules. Leaders should keep evidence of spending and consider future costs.

Compliance and Regulatory Decisions

All adult care services in the UK must meet laws and regulations. Leaders make decisions to keep the service legally compliant. Ignoring this risks enforcement action or reputational damage.

Examples:

• Checking policies meet legislation, such as the Health and Social Care Act
• Deciding what to report as a safeguarding concern
• Overseeing submission of required information to regulators

These decisions protect individuals, staff, and the organisation from legal problems.

Safeguarding Decisions

Safeguarding refers to protecting individuals from harm or abuse. Leaders are key to this process. They must make careful decisions about what concerns to escalate and how to act.

Tasks involve:

• Deciding whether a concern needs referral to the local authority
• Supporting staff to follow safeguarding procedures
• Choosing how to balance risk and independence

Safeguarding decisions can have serious consequences. A leader must act quickly, use evidence, and involve the right agencies.

Ethical Decisions

Ethical decisions weigh up what is right or fair. Sometimes law or policies give the answer, but often leaders face situations with no clear solution. In adult care this can relate to choice, dignity, and balancing risks.

Common issues:

• Respecting a person’s choice even when staff disagree
• Deciding how to support a person who refuses medication
• Handling family disagreements about care

Ethical decisions often involve discussion with staff, individuals and their families. Leaders should reflect on values such as respect, honesty and equality.

Risk Management Decisions

All care work involves managing risk. Leaders must decide how much risk is reasonable and what actions reduce it. Risk management decisions aim to protect people from harm but not remove all independence.

Examples:

• Deciding if a person can leave the building alone
• Agreeing on safety measures after a fall
• Reviewing fire safety arrangements

These decisions should document the reasons for choices and use the least restrictive options.

Quality Improvement Decisions

Improving quality means raising standards in care. Leaders analyse feedback, audit results, and incidents to spot gaps. They then decide what actions to take.

Tasks include:

• Choosing changes based on complaints or comments
• Deciding on new ways to collect feedback
• Authorising improvement projects, like developing activity programmes

Quality improvement decisions aim for better experiences for everyone using the service.

Delegation Decisions

Good leaders do not try to do every task alone. Delegation means passing responsibility to others. This allows a manager to focus on priorities, builds team skills, and improves service delivery.

Examples:

• Deciding which staff lead an activity or project
• Handing over care plan reviews to senior carers
• Trusting staff to make some decisions in your absence

Effective delegation means matching tasks to skills. Leaders should monitor progress and support staff with clear instructions.

Information Sharing Decisions

Sharing the right information, at the right time, keeps people safe and improves outcomes. Leaders decide what to share, with whom, and how. The Data Protection Act controls how personal data is handled.

Scenarios:

• Sharing key information during multi-disciplinary meetings
• Deciding whether to share concerns with families
• Refusing requests when information is confidential

These decisions must balance confidentiality with the duty to safeguard.

Crisis Management Decisions

Crises are urgent, unpredictable events such as accidents, outbreaks, or staff shortages. Leaders must act fast, often with incomplete information.

Examples:

• Deciding to close a unit because of COVID-19
• Calling emergency services for an incident
• Re-allocating staff due to sickness

Crisis decisions demand calm thinking and clear communication. Afterwards, leaders review what happened to improve plans.

Reflective and Professional Development Decisions

Reflective decisions focus on self-improvement and learning. Leaders must think about their performance, identify gaps, and act to grow their skills.

Ways this happens:

• Deciding which training or qualifications to complete
• Seeking or offering mentoring
• Setting goals for improvement following feedback

Reflective decisions support personal growth and future success.

Balancing Short and Long-Term Decisions

Some decisions have immediate impact, while others shape the future. Leaders often juggle both types at once. For instance, solving a staffing issue today while planning for regulatory inspections next year. Good leaders think ahead, but react quickly when needed.

Routine versus Complex Decisions

Routine decisions happen daily and usually have clear protocols. These may include:

• Approving overtime requests
• Ordering food or cleaning supplies

Complex decisions need more thought and may involve several stakeholders. Examples are:

• Managing major safeguarding incidents
• Dealing with complaints involving the Local Government Ombudsman

Complex decisions may need research, advice from others, and risk assessment.

Using Decision-Making Frameworks

Some situations use frameworks to help structure decisions. Examples include:

• The Mental Capacity Act’s ‘Best Interests’ checklist
• Risk assessment matrices
• Root cause analysis for incidents

Frameworks provide a step-by-step approach to support fair and clear decision-making.

Legal and Policy Boundaries

All decisions must follow law, such as the Human Rights Act, Mental Capacity Act, or employment law. Organisational policies give further guidance or limits.

Failing to follow these can lead to disciplinary action or harm to people who use the service.

Final Thoughts

Managers and leaders in adult care make many types of decisions. These range from strategic, long-term choices to urgent issues needing fast response. They cover areas such as care, staff, risk, finance, safeguarding, ethics, and quality. Each decision impacts the safety, dignity, and wellbeing of people in care.

Clear, fair and timely decision-making supports a positive culture in adult care and helps meet legal duties. Each decision you make, no matter how small, contributes to the quality and safety of care provided.