1. Class 3

2. Plan for today Delegation Emotional Intelligence Working in Teams Decision Making Performance and Relationship Management

4. Introduction Delegation is both a management and a legal concept. Delegation is about the giving of power, responsibility, and work to another qualified individual. Legal delegation is derived from the authority of the nurse licensure or other professional licensure.

5. Principles and Challenges 5 Rights of delegation Right person Right skills Right task Right communication Right supervision and accountability What are the challenges in your practice?

6. Effective Delegation Autonomy: The power to do a job (a job description). Authority: The right to do a job (a license). Competence: The skill to do it.

7. The Delegator Responsible for Assessment of the situation, Ascertaining the competence of the delegate, Follow-up supervision, and Management of results.

8. The Delegate Responsible for His or her own actions, Accepting only tasks qualified for, and Providing feedback to the delegator. Once the delegation process occurs, the delegate must assure that the delegation is within his capability.

9. Assessment: p. 440 On a scale of 1-10 where are you?

10. The Challenges of Delegation Over-supervision: micromanagement Underdelegation: do everything yourself Overdelegation: unreasonable distribution Improper delegation: wrong task, wrong patient, wrong circumstances, wrong directions, wrong supervision Refusal by Delegate: delegate refuses to agree to accept an assignment. – management issue

11. Strategies to Support Effective Delegation Understand your personal competence. Consider the tasks involved Build effective relationships with team members using the principles of shared governance and team work Access evidence-based resources for delegation and supervision.

12. Final Thoughts No individual can complete work without the participation of other individuals. Effective delegation is both an art and a science and encompasses organizational process delegation and legally authorized delegation by specific licensure. Delegation is about accountability, transfer of authority and responsibility to perform work.

14. Emotional Intelligence (EI) What is it and how does it differ from other intelligences? How might working on EI improve your relationships? How does EI intersect with Caring? With delegation? With working in teams?

15. Emotional Intelligence at Work Self-Awareness Self-Regulation Motivation Empathy Social Skill

16. And Practice

17. Working in Teams What does this mean? What does it look like? What stories do you have about good teamwork?

18. The Importance of Teams in Interdisciplinary Practice Recently interdisciplinary team-based development has become a critical notion of clinical care delivery. Digital technology Mobility-based communication systems Need to converge the work efforts of a wide variety of clinical members

19. Team Fables Team members are committed to good team process. All team members are created equal. People really want to reach agreement Team members generally use good critical thinking to resolve questions and issues.

20. Team Fables Each team member understands why they act as they do. People want to work with others. Effective teams grow naturally. Building trust is and important role of the leader Team members will focus on outcomes to which their efforts are directed

21. Setting the Table: Overcoming the Uneven Table Setting the table means: knowing how all the decisions need to be served what talent and expertise needs to be gathered the size of the team in relationship to the issues it will be addressing what particular gifts and skills will be present to the team as they deliberate the questions before them. Diversity of personalities and behavioral characteristics is crucial.

22. Interdisciplinary Alignment Physician has traditionally been perceived as leader or director of healthcare decision making Subordinating characterizations and behaviors make it difficult to get equivalent value from all team contributions at an uneven table. The team leader must recognize this and address it at the outset.

23. Team Work Summary Teams are generally the basic unit of contemporary work. There are broad and intensive elements and characteristics of teamwork. The professional nurse must come to expect that they will need to develop a wide array of team leader skills as the nurse’s role in coordinating team dynamics becomes a more central aspect in the work environment.

25. D-M vs. Nursing Process I D problem Setting objectives Explore alternatives Choose the most desirable Implement Evaluate Assess Select diagnosis Plan care Implement plan Evaluate outcomes

26. Classification of Decisions Mission and vision Resource allocation Implementation HR Organizational design Strategic Programmatic

27. Effective Decision Making Rules governing the process must be recognized. Leader should not forget or change the rules when things don’t go as expected Group or committee needs education in the decision making process that will be used

28. In Daily Life

29. Through relationships and effective communication

30. Processes of Performance Self: Taking stock in and ownership of your work Striving for excellence Communicating value Team: How do others see you Organization What is your contribution beyond your job description

31. Effective Communication What situations do you encounter that should be voiced and yet you keep silent? Do you have the confidence to address what matters? In what ways do you invite hearing the voice of others? In what ways are you present and connect with co- workers? How does this intersect with creating a caring culture?

32. Preparation for next week Read Chapters 4 and 13 in Porter-O’Grady and Malloch (2016). Read Douglas, K. K. (2010). Taking action to close the nursing-finance gap: learning from success. Nursing Economic$, 28, (4), 270-272. Posted on Joule