Delegation Process
1. Define the task. 2. Decide on delegate. 3. Determine the task. 4. Reach agreement. 5. Monitor performance and provide feedback.
136 PART 2 • LEARNING KEY SKILLS IN NURSING MANAGEMENT
Key behaviors in delegating tasks are shown in Table 10-3
a. Describe the task using “I” statements, such as “I would like . . .” and appropriate non- verbal behaviors—open body language, face-to-face positioning, and eye contact. The delegate needs to know what is expected, when the task should be completed, and where and how, if that is appropriate. The more experienced delegates may be able to define for themselves the where and how. Decide whether written reports are necessary or if brief oral reports are sufficient. If written reports are required, indicate whether tables, charts, or other graphics are necessary. Be specific about reporting times. Identify criti- cal events or milestones that might be reached and brought to your attention. For patient care tasks, determine who has responsibility and authority to chart certain tasks. For ex- ample, UAPs can enter vital signs, but if they observe changes in patient status, the RN must investigate and chart the assessment.
b. Discuss the importance to the organization, you, the patient, and the delegate. Provide the delegate with an incentive for accepting both the responsibility and the authority to do the task.
c. Explain the expected outcome and the timeline for completion. Establish how closely the assignment will be supervised. Monitoring is important because you remain accountable for the task, but controls should never limit an individual’s opportunity to grow.
d. Identify any constraints for completing the task or any conditions that could change. For example, you may ask an assistant to feed a patient for you as long as the patient is coherent and awake, but you might decide to feed the patient if he were confused.
e. Validate understanding of the task and your expectations by eliciting questions and pro- viding feedback.