| |
| |
| |
| The Overall Process of Delegation | |
| |
| |
| The Definition | |
| |
| |
| The Model: The Key to Delegation | |
| |
| |
| The Skill | |
| |
| |
| Delegation as Integral to Professional Practice | |
| |
| |
| References | |
| |
| |
| |
| Know Your World | |
| |
| |
| Influence of Nurse Shortages | |
| |
| |
| Evolution of Healthcare Payment Systems | |
| |
| |
| Demographic Trends | |
| |
| |
| Healthcare Delivery Trends | |
| |
| |
| Changing Nature of Work | |
| |
| |
| Safety and Balanced Assessments | |
| |
| |
| Evolution of the Art and Science of Nursing Practice | |
| |
| |
| Continual Planning for Transfer and Discharge | |
| |
| |
| Implementation of Clinical Pathways | |
| |
| |
| Technology Evaluation | |
| |
| |
| Client Accountability for Care: Health Education | |
| |
| |
| Growth of Home Care | |
| |
| |
| Redesign of Care Delivery Systems | |
| |
| |
| Where Do We Go from Here? | |
| |
| |
| An Invitation | |
| |
| |
| References | |
| |
| |
| |
| Know Your Practice: Is My license on the line? | |
| |
| |
| The State Board of Nursing | |
| |
| |
| The National Council of State Boards of Nursing | |
| |
| |
| The Nurse Practice Act | |
| |
| |
| Rules and Regulations | |
| |
| |
| The Test | |
| |
| |
| The LPN Role | |
| |
| |
| Delegation and the Nursing Process | |
| |
| |
| Conclusion | |
| |
| |
| References | |
| |
| |
| |
| Know Your Organization: What About Where I Work? | |
| |
| |
| In the Beginning | |
| |
| |
| The Nonunion Environment | |
| |
| |
| The Mission Statement | |
| |
| |
| The Organizational Structure | |
| |
| |
| The Impact of Redesign | |
| |
| |
| The Quality Program | |
| |
| |
| Safety in Practice Models | |
| |
| |
| Educational Resources | |
| |
| |
| Your Role in Organizational Success | |
| |
| |
| References | |
| |
| |
| |
| Know Yourself | |
| |
| |
| Level of Clinical Experience: From Novice to Expert | |
| |
| |
| Exploring Barriers | |
| |
| |
| Other Barriers | |
| |
| |
| Determining the Potential Benefits | |
| |
| |
| Conclusion | |
| |
| |
| |
| Nursing Expertise Self-Report Scale | |
| |
| |
| Instructions for Completing the Nursing Self-Report Scale | |
| |
| |
| References | |
| |
| |
| |
| Know What Needs to Be Done | |
| |
| |
| Defining the Role | |
| |
| |
| The PTA Model | |
| |
| |
| Getting the Job Done | |
| |
| |
| Additional Samples for Planning Care | |
| |
| |
| Conclusion | |
| |
| |
| References | |
| |
| |
| |
| Know Your Delegate | |
| |
| |
| Who Are the Delegates? | |
| |
| |
| Assessing the Role Played by Each Delegate | |
| |
| |
| Official Expectations of Each Role | |
| |
| |
| Practice Acts and Regulations | |
| |
| |
| The Question of Competency: Evaluating and Maintaining from a Regulatory Perspective | |
| |
| |
| Accountability for Competence | |
| |
| |
| Job Descriptions | |
| |
| |
| Validated Competencies: The Organizational Perspective | |
| |
| |
| The Impact of the Mission on Job Roles | |
| |
| |
| Unofficial Expectations of Each Role | |
| |
| |
| Assessing the Delegate's Strengths | |
| |
| |
| Assessing the Delegate's Weaknesses | |
| |
| |
| Assessing the Delegate's Motivation | |
| |
| |
| Your Responsibility for the "General Climate" of Motivation | |
| |
| |
| Assessing the Delegate's Preferences | |
| |
| |
| Assessing Cultural Differences | |
| |
| |
| Conclusion | |
| |
| |
| References | |
| |
| |
| |
| Know How to Communicate | |
| |
| |
| Communication as a Part of the Plan for the Day, Shift, or Case | |
| |
| |
| Delegate Responses | |
| |
| |
| Communication Styles: Passive, Aggressive, Assertive | |
| |
| |
| Effective Assigning | |
| |
| |
| Assertive Follow-Up | |
| |
| |
| Nonverbal Behaviors | |
| |
| |
| Conclusion | |
| |
| |
| References | |
| |
| |
| |
| Know How to Resolve Conflict: Getting Coworkers to Work Together as a Team | |
| |
| |
| Conflict as a Concept | |
| |
| |
| Sources of Conflict | |
| |
| |
| Cost of Conflict | |
| |
| |
| Strategies for Conflict Resolution | |
| |
| |
| Innovative Issue Resolution Process: A Collaborative Method | |
| |
| |
| Case Study Analysis of Collaborative Resolution | |
| |
| |
| Conclusion | |
| |
| |
| References | |
| |
| |
| |
| Know How to Give Feedback | |
| |
| |
| Benefits of Giving and Receiving Feedback | |
| |
| |
| The Power of Feedback | |
| |
| |
| The Process | |
| |
| |
| Giving Feedback to the Delegate | |
| |
| |
| Application to the Delegation Process | |
| |
| |
| Requesting and Receiving Feedback | |
| |
| |
| Upward Feedback | |
| |
| |
| Conclusion | |
| |
| |
| References | |
| |
| |
| |
| Know How to Evaluate: How Well Has the Delegation Process Produced the Outcomes I Want to Achieve? | |
| |
| |
| Evaluation: Continuous, Problem-Related, and Periodic | |
| |
| |
| Continuous Evaluation | |
| |
| |
| Specific Incident or Problem-Related Evaluation: Critical Thinking | |
| |
| |
| Periodic Evaluation | |
| |
| |
| Case Study Analysis of Evaluation | |
| |
| |
| Documentation and the Delegation Process | |
| |
| |
| Conclusion | |
| |
| |
| Celebrate me Success of the Team! | |
| |
| |
| References | |
| |
| |
| |
| Nurse Delegation Forms | |
| |
| |
| Index | |