UNIT two: STRATEGIES FOR PROFESSIONAL PRACTICE VII. COLLABORATION/DE LEGATION B. PROCESS OF DELEGATION IMPLEMENTED

Major rule of delegation Authority and responsibility must be delegated equally Authority and responsibility must be delegated equally

FIVE RIGHTS OF DELEGATION defined by NCSBN Right Task Right Task Right Circumstance Right Circumstance Right Person Right Person Right Direction/Communication Right Direction/Communication Right Supervision Right Supervision SOURCE:

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

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

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

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

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

WAYS TO AVOID DELEGATION ERRORS Use the following set of questions to help avoid the common delegation errors : 1.What am I delegating? What results do I expect? 2.What decisions do I expect my subordinate to make? 3.What authority will he or she need? 4.What information and guidance will he or she need? 5.How will I be kept informed of progress