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284 Cards in this Set

  • Front
  • Back

Decision making

the thought process of selecting a logical choice from the available options

Problem solving

part of decision making/is a systematic process that focuses on analyzing a difficult situation

Critical thinking AKA Reflective Thinking

the mental process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating information to reach an answer or conclusion

Components of Critical Thinking

Insight, intuition, empathy, and the willingness to take action

Clinical Reasoning

When nurses integrate and apply different types of knowledge to weigh evidence, critically think about arguments and reflect upon the process used to arrive at a diagnosis

Components that improve problem solving and decision making

Case studies, simulation, and problem-based learning (PBL)

Case Studies

provide a more interactive, learning experience for students than the traditional didactic approach

Simulation AKA Discrete Event Simulation

Using computer simulation to imitate the operation of a real-life system such as a hospital

PBL

Problem Based Learning


learners meet in small groups to discuss and analyze real-life problems. Thus, they learn by problem solving

Marquis-Huston Model for teaching critical thinking

four overlapping spheres, each being an essential component for teaching leadership and management.

Four Components of Marquis-Huston Model

didactic theory component,a formalized approach to problem solving and decision making, the group process,material must be made real for the learner

Experiential learning provides

mock experiences that have tremendous value in applying leadership and management theory

Heuristics

make decisions too quickly and fail to systematically examine a problem or its alternatives for solution

What method does Heuristics use?

trial-and-error methods or a rule-of-thumb approach to problem solving

What increases clinical reasoning?

a structured approach to problem solving and decision making

Weakness of Traditional Problem-Solving Process

the amount of time needed for proper implementation

Nursing Process

Assessment


Diagnosis


Planning


Implementation


Evaluation

Weakness of the Nursing Process

not requiring clearly stated objectives

Recognition-Primed Decision (RPD) Model

to explain how people can make effective decisions under time pressure and uncertainty.

Naturalistic Decision Making

attempts to understand how humans make relatively quick decisions in complex, real-world settings such as firefighting and critical care nursing without having to compare options

a Poor-Quality Decision is likely when...

a decision lacks a clear objective or if an objective is not consistent with the individual’s or organization’s stated philosophy

Facts can be misleading if...

presented in a seductive manner, if they are taken out of context, or if they are past oriented

Best Practices in Nursing are...

Evidence-based practices

PICO

patient or population, intervention, comparison, and outcome

PICO Format

used in EBP to guide the search for the current best evidence to address a problem

The goal in brainstorming is to

think of all possible alternatives, even those that may seem “off target”

Inference

a conclusion reached on the basis of evidence and reasoning

Overgeneralizing

occurs when one believes that because A has a particular characteristic, every other A also has the same characteristic.

Affirming the Consequences

one decides that if B is good and he or she is doing A, then A must not be good.

Arguing from Analogy

This thinking applies a component that is present in two separate concepts and then states that because A is present in B, then A and B are alike in all respects.

Left-Brain Thinkers

Analytical/Linear


better at processing language, logic, numbers, and sequential ordering

Right-Brain Thinkers

excel at nonverbal ideation and holistic synthesizing


better at handling images, music, colors, and patterns

Lower-Left-Brain Dominance Characteristics

Highly organized and detail oriented


prefer a stable work environment and value safety and security over risk taking.

Upper-Right-Brain Dominance

big picture thinkers


frequently rely on intuition to solve problems and are willing to take risks to seek new solutions to problems.

Lower-Right-Brain Dominance

sympathetic, kinesthetic, and empathetic and focus more on interpersonal aspects of decision making

expert networks

communities of top thinkers, managers, and scientists—to help them make decisions.

Courage

is particularly important and involves the willingness to take risks.

Sensitivity

Good decision makers seem to have some sort of antenna that makes them particularly sensitive to situations and others.

Energy

People must have the desire to make things happen

Creativity

Successful decision makers tend to be creative thinkers, they develop new ways to solve problems

Most management decisions are made by

using the administrative man model of decision making.

PERT

Program Evaluation and Review Technique

Decision Grid

allows one to visually examine the alternatives and compare each against the same criteria.

Payoff Tables

have a cost–profit–volume relationship and are very helpful when some quantitative information is available

Decision Tree

decisions are often tied to the outcome of other events

Consequence tables

Lists the objectives for solving a problem down one side of a table and rates how each alternative would meet the desired objective

Logic models

are schematics or pictures of how programs are intended to operate

PERT is a popular tool to determine

The timing of decisions


Essentially a flowchart that predicts when events and activities must take place if a final event is to occur

Decision tools exist to

Help make more effective decisions but don't adequately allow for the human element in management

The rational approach to problem solving begins

with a fixed goal and ends with an evaluation process

Naturalistic decision making blends

intuition and analysis

Evidence-Based Nursing Practice integrates

the best evidence available to achieve desirable outcomes

The successful decision maker understands

that gender, personal, individual values, life experience, preferences, willingness to take risks, brain hemisphere dominance, and predominant thinking style have on alternative identification and selection

The critical thinker is aware

of areas of vulnerability that hinder successful decision making and makes efforts to avoid the pitfalls of faulty logic in his or her data gathering

The act of making and evaluating decisions

increases the expertise of the decision maker

Using a systematic decision-making or problem- solving model reduces

heuristic trial-and-error or rule-of-thumb methods and increases the probability that appropriate decisions will be made

Two major considerations in organizational decision making are

how power affects decision making and whether management decision making needs to be only satisficing

SWOT

strengths, weaknesses, opportunities, and threats

management emphasizes

control of hours, costs, salaries, overtime, use of sick leave, inventory, and supplies

leadership increases

productivity by maximizing workforce effectiveness

Define Management

the act or manner of guiding or taking charge - or handling, direction, or control

Management is the process of

leading and directing all or part of an organization through the deployment and manipulation of resources

“father of scientific management”

Frederick W. Taylor

Traditional “rule of thumb”

means of organizing work must be replaced with scientific methods

The role of managers, or functional foremen

was to plan, prepare, and supervise

POSDC

Planning, Organizing, Staffing, Directing, Controlling

Planning

Encompasses determining philosophy, goals, objectives, policies, procedures, and rules; carrying out long- and short-range projections; determining a fiscal course of action; and managing planned change.

Organizing

Includes establishing the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals.

Staffing functions

Consist of recruiting, interviewing, hiring, and orienting staff. Scheduling, staff development, employee socialization, and team building are also often included as staffing functions.

Directing

usually entail human resource management responsibilities, such as motivating, managing conflict, delegating, communicating, and facilitating collaboration.

Controlling functions include

Performance appraisals, fiscal accountability, quality control, legal and ethical control, and professional and collegial control

human relations era developed

the concepts of participatory and humanistic management, emphasizing people rather than machines.

Mary Parker Follett

was one of the first theorists to suggest basic principles of what today would be called participative decision making or participative management

Hawthorne effect indicated

that people respond to the fact that they are being studied, attempting to increase whatever behavior they feel will continue to warrant the attention

Theory X managers believe

that their employees are basically lazy, need constant supervision and direction, and are indifferent to organizational needs.

Theory Y managers believe

that their workers enjoy their work, are self-motivated, and are willing to work hard to meet personal and organizational goals

Taylor

Scientific Management Theory

Weber

Bureaucratic Management Theory

Fayol

Management Functions Theory

Gulick

Activities of Management Theory

Follett

Participative Management Theory

Mayo

Hawthorne Effect Theory

McGregor

Theories X & Y

Argyris

Employee Participation Theory

basis for most leadership research

Great Man theory and trait theories

The Great Man theory

asserts that some people are born to lead, whereas others are born to be led. It also suggests that great leaders will arise when the situation demands it

Trait theories assume

people have certain characteristics or personality traits that make them better leaders than others

Authoritarian leadership results in

well-defined group actions that are usually predictable, reducing frustration in the work group and giving members a feeling of security. Productivity is usually high, but creativity, self-motivation, and autonomy are reduced

Examples of Authoritarian Leadership

very large bureaucracies such as the armed forces

Democratic leadership promotes

autonomy and growth in individual workers. to both positive nurse and patient outcomes since they emphasize the leader’s ability to create positive relationships within the organization.

Laissez-faire Leadership

is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions.

Nelson and Burns

That organizations and their leaders have four developmental levels and that these levels influence productivity and worker satisfaction.


Reactive/Responsive/Proactive/High-Performance Teams

Reactive Leader

focuses on the past, is crisis driven, and is frequently abusive to subordinates

Responsive Leader

is able to mold subordinates to work together as a team, although the leader maintains most decision-making responsibility

Proactive Leader

the leader and followers become more future oriented and hold common driving values. Management and decision making are more participative.

High Performance Teams

maximum productivity and worker satisfaction are apparent

Collaborative Practice Matrix

highlights the framework for thedevelopment and ongoing support of relationships between and among professionals working together

Transactional Leader

traditional manager, concerned with the day-to-day operations

Transformational Leader

manager who is committed, has a vision, and is able to empower others with this vision

Modeling the way

Requires value clarification and self-awareness so that behavior is congruent with values

Inspiring a shared vision:

entails visioning which inspires followers to want to participate in goal attainment.

Challenging the process

Identifying opportunities and taking action.

Enabling others to act

Fostering collaboration, trust, and the sharing of power

Encouraging the heart

Recognize, appreciate, and celebrate followers and the achievement of shared goals.

full-range leadership theory

suggests that there are ninefactors impacting leadership style and its impact on followers; five are transformational, three are transactional, and one is a nonleadership or laissez-faire leadership factor

5 Transformational Factors of Full-Range Leadership Theory

inspirational motivation


idealized influence (attributed)


intellectual stimulation


idealized influence (behavior)


individualized consideration

3 Transactional Factors of Full-Range Leadership Theory

Contingent reward


Active management-by-exception


Management-by-exception passive

1 Laissez-Faire Factors of Full-Range Leadership Theory

Nonleadership

Inspirational Motivation

inspirational motivation, is characterized by the leader’s articulation and representation of vision.

Idealized influence (attributed)

relies on the charisma of the leader to create emotional ties with followers that build trust and confidence

Idealized Influence (behavior)

Results in the leader creating a collective sense of mission and values and prompting followers to act upon these values

Intellectual Stimulation

leaders challenge the assumptions of followers’ beliefs as well as analyze subordinates’ problems and possible solutions

Individualized Consideration

occurs when the leader is able to individualize his or her followers, recognizing and appreciating their unique needs, strengths, and challenges

Contingent Reward

the leader is task oriented in providing followers with meaningful rewards based on successful task completion

Active Management-By-Exception

suggests that the leader watches and searches actively for deviations from rules and standards and takes corrective actions when necessary

Management-By-Exception Passive

describes a leader who intervenes only after errors have been detected or standards have been violated

The Management Process

include planning, organizing, staffing, directing, and controlling

Classical, or traditional, management science focus on

production in the workplace anddelineating organizational barriers to productivity

the human relations era of management science emphasized concepts of

participatory and humanistic management

Three primary leadership styles have been identified

authoritarian, democratic, and laissez-faire

Situational or Contingency Leadership Theory

the leader-manager must assume a variety of leadership styles, depending on the needs of the worker, the task to be performed, and the situation or environment

interactional leadership theory focuses more on

leadership as a process of influencing others within an organizational culture and the interactive relationship of the leader and follower

Effective Leader-Manager

integrating leadership skills with the ability to carry out management functions

Strengths-Based Leadership

Focuses on development/empowerment of workers strengths as opposed to identifying problems, improving under-performance, and addressing weaknesses

Positive Organizational Scholarship

focuses on successful performance that exceeds the norm and embodies an orientation towards strengths and developing collective efficacy in organizations

Level One Jim Collin's

Highly capable individual - makes high quality contributions to their work

Level Two Jim Collin's

Contributing team member - Uses knowledge and skills to help the team succeed

Level Three Jim Collin's

Competent Manager - organizes a group and effectively achieves set goals

Level Four Jim Collin's

Effective Leader - Organization to perform objectives and achieve a vision

Level Five Jim Collin's

Great Leader - all abilities of previous levels with a blend of humility and will - which leads to true greatness

Greenleaf argued that:

to be a leader, one must be a servant first

Principle Agent Theory

Suggests that not all followers (agents) are inherently motivated to act in the best interest of the principal (leader or employer)

Human Capital

the attributions of a person which are productive in some economic context - private/social return

Human Capital Theory

suggests that individuals and/or organizations will invest in education and professional development if they believe that such an investment will have a future payoff

EI/EQ

the ability to perceive, understand, and control one's own emotions as well as those of others

EI develops with age and consists of three mental processes

Appraising/Expressing emotions in self and others - Regulating emotion in self and others - Using emotions in adaptive ways

Five Components of Emotional Intellegence

Self-Awareness, Self-Regulation, Motivation, Empathy, Social Skills

Emotional Literacy

Being self-aware about one's emotions and recognizing how they influence subsequent action

Authentic Leadership/ Congruent Leadership

in order to lead, leaders must be true to themselves and their values and act accordingly

Five Distinguishing characteristics of Authentic Leaders

Purpose-Values-Heart-Relationships-Self Discipline

Balanced Processing

Analyzing data rationally before making decisions

Internalized Moral Perspective

suggests that authentic leader is guided by internal moral standards that then guide his/her behavior

Relational Transparency

Opening sharing feelings and information appropriate to a situation

Thought Leadership

applies to a person who is recognized among his/her peers for innovative ideas and who demonstrates the confidence to promote those ideas

Quantum Leadership

suggests leaders must work together with subordinates to identify common goals, exploit opportunities, and empower staff to make decisions for organizational productivity occurs

Industrial Age Leadership

Focused primarily on traditional hierarchial management structures, skill acquisition, competition, and control

Relationship Age Leadership

focuses primarily on the relationship between the leader and his/her followers, working together cooperatively, and seeking information rather than wealth

Strengths-Based Leadership focuses on:

development/empowerment of worker's strengths as opposed to identifying problems, improving under performance, and addressing weaknesses and obstacles

Servant Leadership is

contemporary leadership model that puts serving others as a first priority

Quantum leadership suggests that

the environment and context in which people work is complex/dynamic and has a direct impact on organizational productivity

thought leaders attract followers by:

their risk taking and vision in terms of being innovative

Thought leadership refers to

any situation whereby one individual convinces another to consider a new idea, product, or way of looking at things

Authentic leadership suggests that

in order to lead, leaders must be true to themselves and their values and act accordingly

Emotional intelligence refers to the

ability to use emotions effectively and is considered by many to be critical to leadership and management success

Human capital represents

the capability of the individual

Social capital represents

what a group can accomplish together

Principal agent theory suggests that

followers may have an informational (expertise or knowledge) advantage over the leader as well as their own preferences, which may deviate from those of the principal

Servant leadership is a

contemporary leadership model that puts serving others as the first priority

Level 5 leadership is characterized by

knowledge, team building skills, the ability to help groups achieve goals, humility, and the empowerment of others through servant leadership

Ethics is a system

of moral conduct and principles that guide a person’s actions in regard to right and wrong and in regard to oneself and society at large

Moral indifference occurs when

an individual questions why morality in practice is even necessary

Moral uncertainty or moral conflict occurs when

an individual is unsure which moral principles or values apply and may even include uncertainty as to what the moral problem is

moral distress occurs when

the individual knows the right thing to do but organizational constraints make it difficult to take the right course of action

Moral outrage occurs when

an individual witnesses the immoral act of another but feels powerless to stop it

moral or ethical dilemma

which may be described as being forced to choose between two or more undesirable alternatives

Ethical frameworks

guide individuals in solving ethical dilemmas. They do not solve the ethical problem but assist in clarifying personal values and beliefs

Utilitarian/Consequentialist Theory (teleological)

Provide the greatest good for the greatest number of people

Rights based Theory (deontological)

Individuals have basic inherent rights that should not be interfered with

Duty based Theory (deontological)

A duty to do something or to refrain from doing something

Intuitionist Theory (deontological)

Each case weighed on a case-by-case basis to determine relative goals, duties, and rights

Duty-based reasoning is an

ethical framework stating that some decisions must be made because there is a duty to do something or to refrain from doing something

Rights-based reasoning is based on

the belief that some things are a person’s just due (i.e., each individual has basic claims, or entitlements, with which there should be no interference)

Intuitionist framework allows the

decision maker to review each ethical problem or issue on a case-by-case basis, comparing the relative weights of goals, duties, and rights.

Ethical Relativism suggests that

individuals make decisions based only on what seems right or reasonable according to their value system or culture

Ethical Universalism holds that

ethical principles are universal and constant and that ethical decision making should not vary as a result of individual circumstances or cultural differences.

Autonomy

Promotes self-determination and freedom of choice

Paternalism

One individual assumes the right to make decisions for another

Beneficence

Actions are taken in an effort to promote good

Nonmaleficence

Actions are taken in an effort to avoid harm

Veracity

Obligation to tell the truth

Confidentiality

Keep privileged information private

Fidelity

Need to keep promises

Utility

The good of the many outweighs the wants or needs of the individual

Justice

Seek fairness; treat “equals” equally and treat “unequals” according to their differences

Professional Code of Ethics is

a set of principles, established by a profession, to guide the individual practitioner

MORAL

Massage the dilemma - Outline Options - Review Criteria and Resolve - Affirm Position and Act - Look Back

Massage the dilemma

Collect data about the ethical problem and who should be involved in the decision-making process.

Outline options

Identify alternatives, and analyze the causes and consequences of each

Review criteria and resolve

Weigh the options against the values of those involved in the decision. This may be done through a weighting or grid

Affirm position and act

Affirm position and act: Develop the implementation strategy.

Look back

Evaluate the decision making

IRB are

primarily formed to protect the rights and welfare of research subjects. They provide oversight to ensure that individuals conducting research adhere to ethical principles that were articulated by the National Commission for the Protection of Human Subjects of Biomedical and Behavioral Research.

IRB

Institutional Review Board

Four of the most commonly used ethical frameworks for decision making are

utilitarianism, duty-based reasoning, rights-based reasoning, and intuitionism.

Guides to the highest standards of ethical practice for nurses are

Professional codes of ethics and standards for practice

constitution is

a system of fundamental laws or principles that govern a nation, society, corporation, or other aggregate of individuals.

Statutes/Statutory Law/Legislative law

laws that are passed by the state or federal legislators and that must be signed by the president or governor

Administrative Agencies

the rules and regulations established by appointed agencies of the executive branch of the government (governor or president)

Court Decisions/Tort Law

this is court mode law and the courts interpret the statutes and set precedents; in the United states, there are two levels of court: trial court and appellate court

Criminal Cases

The individual faces charges generally filed by the state or federal attorney general for crimes committed against an individual or society

Civil Cases

One individual sues another for money to compensate for a perceived loss

Preponderance of the Evidence

The burden of proof required to be found guilty in a civil case

Administrative Cases

an individual is sued by a state or federal governmental agency assigned the responsibility of implementing governmental programs.

Stare Decisis

Means to let the decision stand.


Uses precedents as a guide for decision making.

The nurse must avoid two pitfalls in determining if Stare Decisis should apply to a given situation

1.The previous case must be within the jurisdiction of the court hearing the current case


2.the court hearing the current case can depart from the precedent and set a landmark decision

Res Judicata

“thing or matter settled by judgment.”


It applies only when a competent court has decided a legal dispute and when no further appeals are possible

plaintiff

is the injured party

defendant

is the professional who is alleged to have caused the injury

Negligence

is the omission to do something that a reasonable person, guided by the considerations that ordinarily regulate human affairs, would do—or as doing something that a reasonable and prudent person would not do.

Reasonable and prudent

The average judgment, foresight, intelligence, and skill that would be expected of a person with similar training and experience.

Malpractice—Professional Negligence

Failure of a person with professional training to act in a reasonable and prudent manner

Standard of Care

represent the skills and learning commonly possessed by members of the profession and generally are the minimal requirements that define an acceptable level of care.

Duty to Use Due Care

the care that should be given under the circumstances (what the reasonably prudent nurse would have done)

Failure to Meet Standard of Care

Not giving the care that should be given under the circumstances

Foreseeability of Harm

the nurse must have reasonable access to information about whether the possibility of harm exists

a direct relationship between failure to meet the standard of care (breach) and injury can be proved

patient is harmed because proper care is not given

Injury

actual harm results to the patient

Joint Liability

in which the nurse, physician, and employing organization are all held liable

Respondeat Superior

“the master is responsible for the acts of his servants.”

Doctrine of Charitable Immunity

nonprofit hospital cannot be sued by a person who has been injured as a result of a hospital employee’s negligence.

Governmental Immunity

governmental immunity provides that governments cannot be held liable for the negligent acts of their employees while carrying out government activities.

Personal Liability

Which says that every person is liable for his or her own conduct

Incident Reports or Adverse Event Forms

are records of unusual or unexpected incidents that occur in the course of a client’s treatment.

Torts

Legal wrongs committed against a person or property, independent of a contract, that render the person who commits them liable for damages in a civil action.

Assault

is conduct that makes a person fearful and produces a reasonable apprehension of harm. “threatening a person, with the present ability to carry out the threat”

Battery

is an intentional and wrongful physical contact with a person that entails an injury or offensive touching.

Simple Assault

“If there was a threat but no physical contact, the charge"

Simple Assault and Battery

When there is a physical injury, no matter how slight, the charge

False Imprisonment

is the restraint of a person’s liberty of movement by another party who lacks the legal authority or justification to do so

Defamation

is communicating to a third party, false information that injures a person’s reputation.

libel.

When defamation is written

Slander

When defamation is spoken

product liability

When a product is involved, negligence does not have to be proved. This strict liability is a somewhat gray area of nursing practice

Informed Consent

can be given only after the patient has received a complete explanation of the surgery, procedure, or treatment and indicates that he or she understands the risks and benefits related to

PERSON(S) GIVING CONSENT MUST FULLY COMPREHEND

1. the procedure to be performed


2. the risks involved


3. expected or desired outcomes


4. expected complications or side effects that may occur as a result of treatment


5. alternative treatments that are available

CONSENT MAY BE GIVEN BY

1. a competent adult


2. a legal guardian or individual holding durable power of attorney


3. an emancipated or married minor


4. Mature minor (varies by state)


5. parent of a minor child


6. court order

Implied Consent

in which the physician states in the progress notes of the medical record that the patient is unable to sign but that treatment is immediately needed and is in the patient’s best interest.

Express Consent

from patients by witnessing patients sign a standard consent form.

Advance Directives (ADs)

written instructions regarding desired end-of-life care

Durable Power of Attorney

names your health-care proxy, someone you trust to make health decisions if you are unable to do so

Good Samaritan laws

health-care providers are typically protected from potential liability if they volunteer their nursing skills away from the workplace, provided that actions taken are not grossly negligent and if the health-care worker does not exceed his or her training or scope of practice in performing the emergency services.

License

is a legal document that permits a person to offer special skills and knowledge to the public in a particular jurisdiction when such practice would otherwise be unlawful.

sources of law include

constitutions, statutes, administrative agencies, and court decisions

Nurse practice acts

define and limit the practice of nursing in each state

Advocacy

helping others to grow and self-actualize—is a critically important leadership role.

actions of an advocate

are to inform others of their rights and to ascertain that they have sufficient information on which to base their decisions.

Nurses may act as advocates by

helping others make informed decisions, by acting as an intermediary in the environment, or by directly intervening on behalf of others

The nursing values central to advocacy emphasize

caring, autonomy, respect, and empowerment

it is important for the patient advocate to be able to differentiate between

controlling patient choices (domination and dependence) and in assisting patient choices (allowing freedom).

Patient’s Bill of Rights has three key goals:

1.To help patients feel more confident in the US healthcare system


2.To stress the importance of a strong relationship between patients and their health-care providers


3.To stress the key role patients play in staying healthy by laying out rights and responsibilities for all patients and health-care providers

The American Recovery and Reinvestment Act of 2009 (ARRA)

maintains and expands HIPAA guidelines as they are related to patient health information privacy and security protections.

Genetic Information and Nondiscrimination Act (GINA)

making it illegal for health insurers or employers to discriminate against individuals based on their genetic information

Subordinate advocacy

suggests that nurse administrators should advocate for other health-care providers (including subordinates) as well as patients, especially when this is related to health and safety.

workplace advocacy

the manager works to see that the work environment is both safe and conducive to professional and personal growth for subordinates.

Internal whistleblowing

occurs within an organization, reporting up the chain of command

External whistleblowing

involves reporting outside the organization such as the media and an elected official

Leader-managers must be willing to advocate for

whistleblowers, who speak out about organizational practices that they believe may be harmful or inappropriate.network groups, where colleagues meet to discuss professional issues and pending legislation.

network groups

where colleagues meet to discuss professional issues and pending legislation

Delegation can be defined simply as

getting work done through others or as directing the performance of one or more people to accomplish organizational goals.

Joint Statement on Delegation

intended to support nurses in using delegation safely and effectively. It is a skill that must be taught and practiced for proficiency.

The mark of a great leader is when he or she can

Recognize the excellent performance of someone else and allow others to shine for their accomplishments.

Why Plan Ahead with Delegation?

always be sure to carefully assess the situation before delegating and to clearly delineate the desired outcomes.

Why Communicate Goals Clearly with Delegation?

includes identifying any limitations or qualifications that are being imposed on the delegated task.

Responsibility is

shared when a task is delegated.

Common Delegating Errors

Underdelegating


Overdelegating


Improper delegating

Reasons for Underdelegating

1.The individual’s false assumption that delegation may be interpreted as a lack of ability on his or her part to do the job correctly or completely


2.The individual’s desire to complete the whole job personally due to a lack of trust in the subordinates



Reasons for Overdelegating

1.They are poor managers of time, spending most of it just trying to get organized


2.They feel insecure in their ability to perform a task

Improper Delegation includes

Delegating at the wrong time, to the wrong person, or for the wrong reason, includes delegating tasks that are beyond the capability of the person to whom they are being delegated or that should be done by someone with greater expertise, training, or authority.

5 Rights of Delegation

Right Task-Right Circumstances-Right Person-Right Direction-Right Level of Supervision

Right task

One that is delegable for a specific patient

Right circumstances

Appropriate patient setting, available resources, and other relevant factors considered

Right person

is delegating the right task to the right person to be performed on the right person

Right direction/communication

Clear, concise description of the task, including its objective, limits, and expectations

Right level of supervision

Appropriate monitoring, evaluation, intervention, as needed, and feedback

Reasons for Resistance Against Delegation

1. UAP has too much on plate


2. UAP wants to "test the water" of delegator


3. Overdelegation

Communication

The first of the cultural phenomena, is greatly affected by cultural diversity in the workforce because dialect, volume, use of touch, context of speech, and kinesics such as gestures, stance, and eye movement all influence how messages are sent and received.

Space

is the second cultural phenomenon influencing delegation, refers to the distance and intimacy techniques that are used when relating verbally or nonverbally to others.

Social Organization

refers to the importance of a group or unit in providing social support in a person’s life

The fourth cultural phenomenon affecting delegation is

Time

Past-oriented cultures

are interested in preserving the past and maintaining tradition.

Present-oriented cultures

Focus on maintaining the status quo and on daily operations.

Future-oriented cultures

focus on goals to be achieved and are more visionary in their approach to problems.

Environmental control

the fifth cultural phenomenon, refers to the person’s perception of control over his or her environment (internal locus of control).

biological variations

refers to the biopsychosocial differences between racial and ethnic groups, such as susceptibility to disease and physiologic differences.