1.4 Explain how own and others’ values and priorities influence decision-making processes

This guide will help you answer 1.4 Explain how own and others’ values and priorities influence decision-making processes.

Every person brings their own set of values and priorities to their role. Values are core beliefs or principles, like respect, honesty, and compassion. Priorities are the things seen as most important, such as safety, independence, or efficiency. In adult care, decision-making is shaped by both personal and organisational values and priorities—your own and those of others.

Understanding these influences helps leaders make fair, balanced decisions that support people who use the service and the wider team.

The Impact of Personal Values

Your own values affect each decision you make. For example, if you strongly believe in promoting independence, you may encourage people to do as much as possible for themselves, even if others see more risk in this approach. Alternatively, if you value safety above all, you might be quicker to put in extra controls or restrictions.

How values influence decisions:

• Deciding what level of risk is acceptable
• Handling complaints from relatives
• Approaching situations of conflict between staff and service users
• Balancing choice and protection in care planning

Personal values can sometimes be unconscious. Reflecting on your choices and asking why you made them can help you recognise your own influences.

Influence of Others’ Values

Decision-making in care is rarely a solo act. Staff, people who use the service, relatives, advocates, and professionals all have their own values and priorities.

Staff Values

Staff may prioritise things like teamwork, time management, or following strict procedures. If a team values working quickly to get all tasks done, they may miss opportunities for meaningful conversation with residents.

Example:
A carer believes efficiency is most important and rushes through personal care, while another values listening and is slower but more person-centred. The leader’s decision needs to consider both priorities.

People Using Services

Each individual brings their own preferences and beliefs. Some may want maximum independence and risk, while others prioritise comfort and security.

Example:
An older person wants to go out alone, despite the risk of falling. Their value on freedom and control shapes decisions about risk assessments and support plans.

Families and Representatives

Family members might hold different views from the person using the service or from staff. Some may want to minimise all risk, driven by concern for safety, whereas others value maintaining daily routines.

Example:
A daughter asks that her father is not allowed to go out alone. The father feels this restricts his freedom. The manager’s decision must balance these values.

Professional and Organisational Values

Professional codes, such as the NMC Code (for nurses), or the Care Act guidance, set standards for behaviour and care. Organisational values, displayed in the mission or vision statement, might stress dignity, respect, and person-centred care.

These values act as a framework for decisions. Ignoring them risks legal or reputational consequences.

Priorities and Their Role

Priorities change based on context, risks, and needs.

Examples of Competing Priorities

• Safety vs. Independence: Deciding whether to let someone make an unsafe choice
• Cost vs. Quality: Managing tight budgets while aiming for high standards
• Individual Needs vs. Group Needs: Catering for one person’s preference or meeting the needs of all

Leaders must often weigh several priorities at once. Making these choices openly and fairly is key to good leadership.

The Role of Reflection and Teamwork

Discussion and reflection support balanced decisions. Exploring how different values and priorities shape thinking helps reach better outcomes.

Good practice:

• Discussing complex decisions with the team
• Holding supervision to reflect on decisions
• Seeking views from people using services and families
• Using team meetings to explore how values affect practice

By doing this, leaders reduce bias and make more person-centred decisions.

Managing Conflicting Values

Conflicts between values and priorities are common. Examples include:

• A care worker’s belief in risk-taking versus a manager’s duty to minimise harm
• Service user’s wish for privacy versus the organisation’s policy on supervision
• Family’s desire for constant updates versus confidentiality requirements

Handling these conflicts means listening, explaining, negotiating, and sometimes compromising. Some frameworks, such as best interests meetings, support difficult decisions when values clash.

Supporting Fair and Inclusive Decisions

Leaders should check their own values do not unfairly influence decisions. They must show respect for individual differences. Consideration of culture, religion, disability, and personal history is important.

Good decision-making means:

• Reflecting on your own biases
• Valuing what matters to individuals
• Explaining decisions clearly
• Following professional and organisational values
• Reviewing decisions to see if they were fair and balanced

Examples

1. Risk Assessments – Two staff disagree about supporting a resident to use the stairs. One’s priority is safety, one is independence. The leader talks with the resident, considers their views, and involves the multidisciplinary team to balance these values.
2. Care Planning – An individual refuses medication. Staff feel uneasy, but the individual’s right to make choices is valued. The leader checks capacity, explains risks, and documents the individual’s decision, showing respect for their priorities.
3. Budget Decisions – The service has limited funds for activities. Some staff want trips out, others prefer investing in sensory equipment. The manager discusses options with the team and residents, then makes a transparent choice, explaining how different priorities were considered.

Final Thoughts

Values and priorities shape every decision in adult care. Your own beliefs guide your actions, as do those of staff, individuals, relatives, and the wider organisation. Recognising and reflecting on these influences, listening to different views, and handling conflicts openly supports fair, person-centred leadership. This leads to better outcomes for both people who use the service and staff teams, while meeting professional and regulatory expectations.