A project manager takes over a project team and notices that the team members always...

This question fits the People domain because it focuses on team empowerment, leadership, and decision-making behavior. PMI’s PMP Examination Content Outline emphasizes that the project manager should determine and bestow appropriate levels of decision-making authority and address and remove impediments, obstacles, and blockers for the team. In this scenario, the issue is not simply that the team is failing to decide; the deeper problem is that the team is uncomfortable, hesitant, or constrained in some way. The project manager should first understand the root cause of that hesitation before trying to force new behavior.

Option A moves too quickly into behavior change without diagnosing why the team avoids decisions. Option B is overly formal and not the best first action; KPIs do not solve psychological safety or confidence issues. Option C ignores a clear team-development problem. The best PMP-aligned response is to understand the obstacles and then work with the team on improvement, which reflects servant leadership and sustainable team development rather than command-and-control management.