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UNIT two: STRATEGIES FOR PROFESSIONAL PRACTICE VII. COLLABORATION/DELEGATION

UNIT two: STRATEGIES FOR PROFESSIONAL PRACTICE VII. COLLABORATION/DELEGATION. B. PROCESS OF DELEGATION IMPLEMENTED. Major rule of delegation. Authority and responsibility must be delegated equally. FIVE RIGHTS OF DELEGATION defined by NCSBN. Right Task Right Circumstance Right Person

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UNIT two: STRATEGIES FOR PROFESSIONAL PRACTICE VII. COLLABORATION/DELEGATION

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  1. UNIT two: STRATEGIES FOR PROFESSIONAL PRACTICEVII. COLLABORATION/DELEGATION B. PROCESS OF DELEGATION IMPLEMENTED

  2. Major rule of delegation • Authority and responsibility must be delegated equally

  3. FIVE RIGHTS OF DELEGATIONdefined by NCSBN • Right Task • Right Circumstance • Right Person • Right Direction/Communication • Right Supervision SOURCE: www.ncsbn.org/fiverights.pdf

  4. PROCESS OF DELEGATION • Set goals • Communicate what is to be accomplished • Clarity is vital when communicating • Set limits within which work can be accomplished • in accordance with scope of practice, job description, and the actual assignment • Allow delegee to decide how to achieve goals

  5. GUIDELINES FOR EFFECTIVE DELEGATION • Give a clear description of what you want done including the results expected • Give reason for assignment • Include which other departments are involved • Share the outcome desired and the time frame • Discuss the degree of responsibility and the authority the individual may have • Ask the employee to summarize the main points of the task that has been delegated

  6. COMMON ERRORS IN DELEGATION • Delegating by dumping (eg: “See if you can straighten out the problems we’re having with admissions.”) • Delegating by method (eg: Placing too many constraints or conditions on the assignment) • Delegation without bestowing authority • Delegation without providing support (Positive support is better than negative criticism; expect some mistakes as part of the learning process • Delegating without provision for feedback

  7. BARRIERS TO EFFECTIVE DELEGATION: • “I can do it better myself.” fallacy • Lack of ability to direct the delegation • Lack of confidence in staff

  8. BARIERS TO ACCEPTING RESPONSIBILITY WHEN DELEGATED • Fear of criticism • Lack of necessary information and resources • May have more work than can now do • Lack of self-confidence

  9. WAYS TO AVOID DELEGATION ERRORS Use the following set of questions to help avoid the common delegation errors: • What am I delegating? What results do I expect? • What decisions do I expect my subordinate to make? • What authority will he or she need? • What information and guidance will he or she need? • How will I be kept informed of progress

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