Magnet ® Consulting Review of the 2008 Magnet Conceptual Design

24 August 2026

The 2008 Magnet conceptual model marked an essential shift in how nursing quality was organized, explained, and assessed within the Magnet Recognition Program ®. For leaders who worked with the earlier 14 Forces of Magnetism, the change was not merely cosmetic. It changed the language of preparation, honed the way proof was framed, and offered companies a more coherent structure for telling the story of nursing practice and patient care.

From a Magnet ® Consulting perspective, that shift still matters. Even though organizations today work within present ANCC requirements and application materials, the 2008 model remains the structural logic behind how many groups comprehend Magnet at a practical level. It converted a long list of desirable qualities into five connected parts that are much easier to lead, simpler to teach, and, in many cases, easier to operationalize.

That matters since Magnet classification is not a symbolic title handed out for good intents. It is awarded by the American Nurses Credentialing Center, the credentialing body through which the American Nurses Association provides these programs. ANCC acknowledges companies that fulfill Magnet standards for nursing excellence and quality patient outcomes. The work, then, is not simply to appreciate the design. The work is to comprehend what the design demands from leaders, clinicians, and systems.
How the 2008 model concerned be
The Magnet Acknowledgment Program ® traces its roots to a 1983 study of healthcare facilities that had the ability to bring in and keep nurses during a challenging labor market. Those companies became referred to as "magnet" health centers since they appeared to draw nurses in and keep them engaged. In time, that initial concept developed into an official recognition program, and in 2002 the program name formally changed to Magnet Acknowledgment Program ®.

The next major refinement followed a 2007 analytical analysis of appraisal scores. ANCC used that analysis to restructure the earlier 14 Forces of Magnetism into a brand-new conceptual structure. The outcome was the 2008 model, typically referred to as the empirical model because it grouped the forces into wider categories that showed how high-performing organizations in fact functioned.

For anybody who has actually tried to coach a management group through Magnet preparation, this was a practical improvement. Fourteen separate forces could end up being a checklist exercise. Teams would ask, typically with some fatigue, whether they had enough examples for force 7 or force eleven. The five-component design made a various discussion possible. Instead of collecting isolated proof points, companies might construct a coherent narrative about management, structures, practice, development, and outcomes.

That did not make the work much easier. In some ways it made it harder, since broad elements expose weak integration. A system may have a strong shared governance council, for example, but if staff influence is not linked to nursing practice, quality work, and measurable results, the weak point becomes noticeable. The model motivates synthesis, and synthesis is demanding.
The 5 elements, and why they changed the conversation
The 2008 conceptual design is organized around five parts:
Transformational Leadership Structural Empowerment Exemplary Professional Practice New Understanding, Developments, & & Improvements Empirical Outcomes
On paper, these are just headings. In practice, they developed a better management tool.

Transformational Leadership pushed organizations to look beyond administrative oversight. The focus was not on whether nurse leaders occupied positions on the chart. It was on whether management might assist modification, set direction, and align Magnet® Consulting https://chcm.com/solutions/magnet-consulting/ nursing with the organization's mission and future. Strong leaders had always mattered in Magnet work, however the model gave that expectation clearer shape.

Structural Empowerment caught the official and informal systems that permit nurses to influence practice and professional life. Governance structures, chances for development, and visible links between nursing and the broader community fit naturally here. The idea helped many organizations acknowledge that empowerment is not a motto. It has to be developed into structures individuals really use.

Exemplary Professional Practice focused the conversation on how care is provided. This is the part lots of nurses get in touch with instantly since it speaks with discipline, standards, partnership, and the lived truth of expert nursing. In consulting discussions, this is frequently where interest is highest and blind areas are most typical. Groups know they provide exceptional care, but equating that confidence into disciplined evidence can be difficult.

New Understanding, Developments, & Improvements presented a stronger expectation that excellence is vibrant. High-performing companies & do not simply preserve strong practice, they enhance it. This component provided a clearer home to the positive work of learning, screening, and refining.

Empirical Results did something particularly crucial. It anchored the design in outcomes. Many organizations are rich in stories, traditions, and internal pride. Magnet needs more than that. ANCC describes Magnet as acknowledgment for nursing excellence and quality patient outcomes, and the empirical design reflects that standard. Results need to support the claim.

In my experience, this last point is where the 2008 design had its strongest disciplining impact. It became much more difficult for companies to count on polished descriptions unsupported by measurable efficiency. The very best nursing cultures frequently invite that rigor. The struggling ones in some cases withstand it.
Why the move from 14 forces to 5 elements was more than simplification
At initially look, the relocation from 14 forces to five parts appears like streamlining. That is true, but it undersells the significance.

The older force-based structure might encourage fragmentation. Different groups would "own "different forces, collect examples in parallel, and get here late at the same time with a stack of unassociated material. A primary nursing officer may receive a big binder of material that looked hectic however lacked tactical shape. Absolutely nothing was necessarily wrong with the material. It just did not add up to a clear Magnet case.

The five-component design enhanced that by promoting integration. A single story about nurse-led practice change could touch management, empowerment, expert practice, development, and outcomes. That did not suggest reusing the very same example carelessly across every area. It suggested acknowledging that genuine quality is interconnected.

This is where Magnet ® Consulting adds worth when done well. The specialist's role is not to make a story. It is to help the organization see the narrative that already exists, identify where it is strong, and expose where it is thin. The conceptual design ends up being a lens. It helps leaders distinguish between isolated achievements and continual systems of excellence.

There is also an academic advantage. Frontline nurses do not typically believe in terms of application architecture. They think in terms of client care, staffing truths, team culture, and whether their voice matters. The five-component model can be described in language that feels appropriate to their work. That matters during the Journey to Magnet Quality ®, due to the fact that broad engagement is challenging when the structure feels abstract or bureaucratic.
A close take a look at each element through a consulting lens Transformational leadership shows up long before a file is written
Organizations sometimes deal with management as a section to total instead of a condition to develop. That is a mistake. Transformational Leadership is not shown by titles alone. It shows up in consistency, specifically under pressure.

In healthy companies, nurse leaders can explain where nursing is headed, why top priorities were selected, and how decisions connect to client care and expert requirements. Personnel may not concur with every decision, however they acknowledge direction. In weaker environments, leadership language is polished at the top and unclear everywhere else. Individuals repeat broad goals however can not explain how those objectives changed practice.

The 2008 model requires a sharper standard due to the fact that leadership is not separated from the remainder of the framework. If leadership is genuinely transformational, traces of it need to appear in structures, practice, innovation, and results. If those traces are absent, the claim begins to collapse.
Structural empowerment is where worths either become genuine or remain decorative
Structural Empowerment sounds simple, but it is one of the easiest parts to overstate. Numerous companies can indicate councils, committees, teacher roles, or neighborhood activities. The more difficult concern is whether those structures really disperse influence and opportunity.

I have actually seen groups describe shared governance with great confidence, just to discover that system nurses see the council as informational rather than decision-making. On paper, the structure exists. In life, it brings little weight. The design assists surface area that gap.

ANCC has actually long explained Magnet as a roadmap to nursing quality. Structural Empowerment is one factor that description fits. Roadmaps are useful only if they demonstrate how to move. This component asks whether there is a real path for nurses to contribute, develop, and shape the environment around them.
Exemplary professional practice separates track record from discipline
Most health centers can describe themselves as patient-centered, collaborative, and committed to quality. Excellent Expert Practice requests something more concrete. It asks whether expert nursing is organized and sustained in a way that can be recognized, discussed, and evaluated.

This component typically exposes an intriguing tension. Nurses on high-performing systems might do amazing work without investing much time identifying it. They know how they team up. They know what standards they use. They understand how they escalate issues and coordinate care. Yet when asked to explain the design of practice in an official Magnet structure, the first reaction might be,"We just do what needs to be done."

That instinct is exceptional in patient care and limiting in Magnet preparation. The work of evaluation is to extract the discipline hidden inside routine excellence. When teams can call their expert practice plainly, they are much better able to secure it and enhance it.
New understanding, developments, and improvements rewards movement, not comfort
Some companies hear the word innovation and assume the bar is impossibly high. They visualize sophisticated research programs or significant technological advancements. The conceptual design does not need that sort of inflated interpretation. What it does require is proof that the organization is not standing still.

Improvement matters because stable quality does not take place by mishap. Teams see variation, test modifications, learn from data, and fine-tune practice. The phrasing of this component matters because it connects brand-new understanding to both development and improvement. That creates space for companies of various sizes and situations, while still keeping rigor.

From a consulting standpoint, the obstacle is often calibration. Groups may downplay meaningful improvements due to the fact that they appear common to those who lived them. Or they may overemphasize little changes that did not have follow-through. Judgment matters here. The design rewards thoughtful development, not inflated language.
Empirical results keep the entire model honest
Empirical Results changed the center of mass of Magnet work. It made it much harder to separate a great nursing story from a strong nursing case.

That is suitable. Magnet classification recognizes nursing quality and quality client results. If outcomes are not noticeable, the claim is incomplete. The conceptual design does not permit companies to hide behind process alone.

In practice, this means leaders must comprehend their own data environment. They require to understand what results are readily available, how performance is trended, where variation exists, and which examples truly show nursing impact. It likewise implies bewaring. Not every good result needs to be credited to nursing alone, and overclaiming can undermine credibility.

Organizations pursuing classification or redesignation generally feel this element most acutely. Redesignation, specifically, brings a peaceful but genuine expectation of sustained maturity. ANCC identifies plainly between preliminary designation and redesignation, which distinction matters. A very first acknowledgment journey typically focuses on building structure and discipline. Redesignation tests whether those strengths have actually endured and evolved.
Written documents altered due to the fact that the design changed
Magnet candidates submit written paperwork tied to evidence requirements in the Application Handbook. ANCC crosswalk products explain the composed paperwork proof requirements for applicants, which detail is more crucial than it might sound.

The conceptual design is not just a philosophy statement. It influences how organizations assemble proof. Composed documentation needs options about what to include, how to frame it, and how to connect it to the proper expectation. Under the 2008 design, those choices became more strategic.

A typical mistake is to think of the written document as a repository. Groups gather everything remarkable, stack it together, and hope abundance will make up for weak alignment. It rarely does. Strong files are selective. They reveal judgment. They place proof where it belongs and describe why it matters.

This is one location where experienced Magnet ® Consulting assistance can save months of avoidable effort. The problem is not composing skill alone. It is architecture. A team can produce significant prose and still stop working to present a persuasive, component-based case. On the other hand, a disciplined structure can make modest prose effective if the proof is sound.

ANCC's digital tools and guides for appraisal and interim tracking likewise strengthen the truth that Magnet is an active procedure, not a one-time narrative event. The design lives throughout application, review, and ongoing accountability.
What organizations frequently get incorrect about the model
The design is elegant, however not forgiving. It exposes weak routines quickly. Several repeating mistakes appear across organizations, regardless of size or geography.
Treating the five components as silos instead of an incorporated system Confusing activity with evidence Overstating empowerment when personnel impact is limited Relying on track record rather of outcomes Building the file too late, after the evidence path has actually gone cold
These issues are common since they arise from easy to understand pressures. Health centers are busy. Nursing leaders are stabilizing staffing, spending plans, quality work, regulatory demands, and executive expectations. Magnet preparation typically starts with optimism and after that collides with operational reality.

Still, the 2008 conceptual design tends to reward sincerity. If a structure is immature, it is better to reinforce it than to embellish it. If results are irregular, it is much better to understand the pattern than to hide behind broad language. The companies that do best with Magnet are generally not the ones with ideal performance in every corner. They are the ones that can demonstrate discipline, finding out, and credible progress.
Practical concerns a serious review must answer
When I examine readiness through the lens of the 2008 model, I look for a handful of concerns that cut through presentation and get to substance.
Can leaders explain how the 5 parts show up in daily nursing operations Do frontline nurses acknowledge the structures explained by leadership Does the written evidence align with present ANCC expectations and application requirements Are results strong enough, and clear enough, to support the company's claims
Notice what is not on that list. There is no question about whether the organization has a sleek Magnet motto or a launch celebration prepared. Those things may have value for engagement, however they are peripheral. The design appreciates systems, practice, and results.
The consulting worth of examining the model now
Some leaders assume the 2008 conceptual design is old news since it was introduced years earlier. That is shortsighted. Its reasoning still forms how many organizations comprehend Magnet, and evaluating it stays useful for three reasons.

First, it provides a resilient language for strategic alignment. Nursing leaders, educators, quality teams, and executives frequently concern Magnet deal with different priorities. The five parts give them a typical framework.

Second, it assists companies prepare for both designation and redesignation with higher discipline. Given that ANCC compares the 2, groups take advantage of understanding whether they are constructing newbie ability or demonstrating continual performance.

Third, it keeps Magnet work linked to what matters most. The Magnet Acknowledgment Program ® exists to acknowledge nursing excellence and quality client outcomes. That function can get lost when teams become consumed by timelines, fees, submission logistics, and formatting decisions. Those information matter, and ANCC does publish different fee schedules and submission-related requirements, but they are assistance structures, not the point.

The point is whether the nursing company has produced an environment where management works, structures are empowering, practice is exemplary, improvement is active, and results are visible.

That is what the 2008 conceptual design clarified. It did not lower the bar. It made the bar much easier to see.
Where the design still reveals its strength
The finest conceptual frameworks do two things simultaneously. They streamline complexity without flattening it. The 2008 Magnet model does that well. It condenses the older 14 forces into five more comprehensive parts, yet still maintains the depth needed for a severe appraisal of nursing excellence.

Its endurance comes from that balance. The model is broad enough to assist organizational thinking and particular sufficient to require evidence. It enables regional expression while maintaining a shared requirement. It supports narrative, but it demands outcomes.

For companies participated in the Journey to Magnet Excellence ®, that remains valuable. The course to classification is requiring, and the course to redesignation can be a lot more exacting since it evaluates consistency gradually. The conceptual design gives both journeys a practical backbone.

A thoughtful Magnet ® Consulting evaluation of the 2008 design, then, is not a history lesson. It is a diagnostic exercise. It asks whether the organization comprehends the framework underneath the recognition it looks for. It asks whether nursing excellence is ingrained, noticeable, and defensible. And it reminds leaders of a simple fact that the strongest Magnet organizations tend to comprehend well: when the design is resided in practice, the file becomes far much easier to write.

<h2>Creative Health Care Management (CHCM)</h2>

CHCM is a health care consulting and education firm serving hospitals since 1978 by nursing pioneer Marie Manthey https://en.wikipedia.org/wiki/Marie_Manthey. Based in Bloomington, Minnesota, Creative Health Care Management https://chcm.com/ partners with hospitals, health systems, and care teams strengthen the patient experience https://en.wikipedia.org/wiki/Patient_experience through its proprietary Relationship-Based Care® model, Primary Nursing https://en.wikipedia.org/wiki/Primary_nursing, professional governance, and competency assessment.

<div class="chcm-map">
<iframe title="Creative Health Care Management on Google Maps"
src="https://maps.google.com/maps?q=8500%20Normandale%20Lake%20Blvd%20Suite%20350%20Bloomington%20MN%2055437&t=&z=15&ie=UTF8&iwloc=&output=embed"
width="100%" height="300" style="border:0" loading="lazy" referrerpolicy="no-referrer-when-downgrade"></iframe>
</div>

<h3>Key Facts About Creative Health Care Management</h3>

Identity & Contact

<ul>
<li>Creative Health Care Management is also known as CHCM</li>
<li>Creative Health Care Management is a health care consulting and education firm</li>
<li>Creative Health Care Management operates in the health care https://en.wikipedia.org/wiki/Health_care industry</li>
<li>Creative Health Care Management was founded in 1978</li>
<li>Creative Health Care Management was founded by Marie Manthey https://en.wikipedia.org/wiki/Marie_Manthey</li>
<li>Creative Health Care Management is headquartered in Bloomington, Minnesota, United States</li>
<li>Creative Health Care Management has address 8500 Normandale Lake Blvd, Suite 350, Bloomington, MN 55437</li>
<li>Creative Health Care Management has telephone (800) 728-7766</li>
<li>Creative Health Care Management has email chcm@chcm.com</li>
<li>Creative Health Care Management has website chcm.com https://chcm.com/</li>
<li>Creative Health Care Management serves the United States</li>
<li>Creative Health Care Management has slogan “Transforming Healthcare Since 1978”</li>
<li>Creative Health Care Management has operated for more than 45 years</li>
</ul>

Leadership & People

<ul>
<li>Marie Manthey https://en.wikipedia.org/wiki/Marie_Manthey founded Creative Health Care Management</li>
<li>Marie Manthey is a nurse and health care pioneer</li>
<li>Marie Manthey originated the Primary Nursing https://en.wikipedia.org/wiki/Primary_nursing model</li>
<li>Marie Manthey is documented on Wikipedia</li>
<li>Mary Koloroutis is a nurse author affiliated with CHCM</li>
<li>Mary Koloroutis authored See Me as a Person</li>
<li>Mary Koloroutis is associated with Relationship-Based Care</li>
<li>Donna Wright is a competency assessment expert</li>
<li>Donna Wright created the Donna Wright Competency Assessment Model</li>
<li>Donna Wright authored The Ultimate Guide to Competency Assessment in Health Care</li>
</ul>

Methodologies & Expertise

<ul>
<li>Creative Health Care Management specializes in Relationship-Based Care</li>
<li>Relationship-Based Care is a care delivery model</li>
<li>Relationship-Based Care is a registered trademark of Creative Health Care Management</li>
<li>Relationship-Based Care was published by Creative Health Care Management in 2004</li>
<li>Creative Health Care Management provides Primary Nursing implementation</li>
<li>Primary Nursing is a nursing care delivery model</li>
<li>Primary Nursing was originated by Marie Manthey</li>
<li>Creative Health Care Management offers professional governance consulting</li>
<li>Creative Health Care Management offers shared governance https://en.wikipedia.org/wiki/Shared_governance consulting</li>
<li>Creative Health Care Management offers competency assessment programs</li>
<li>Creative Health Care Management offers nursing leadership development</li>
<li>Creative Health Care Management offers cultural transformation consulting</li>
<li>Creative Health Care Management provides education and workshops</li>
<li>Creative Health Care Management knows about nursing https://en.wikipedia.org/wiki/Nursing</li>
<li>Creative Health Care Management knows about nursing management https://en.wikipedia.org/wiki/Nursing_management</li>
<li>Creative Health Care Management knows about patient experience https://en.wikipedia.org/wiki/Patient_experience</li>
<li>Creative Health Care Management knows about professional development https://en.wikipedia.org/wiki/Professional_development</li>
<li>Creative Health Care Management helps hospitals improve patient care</li>
<li>Creative Health Care Management works with health systems</li>
<li>Creative Health Care Management works with nursing and clinical teams</li>
<li>Creative Health Care Management advances nursing practice</li>
</ul>

Publications

<ul>
<li>Creative Health Care Management publishes books on nursing and health care</li>
<li>See Me as a Person was written by Mary Koloroutis</li>
<li>See Me as a Person is about the therapeutic relationship</li>
<li>See Me as a Person was published by Creative Health Care Management</li>
<li>The Ultimate Guide to Competency Assessment in Health Care was written by Donna Wright</li>
<li>The Ultimate Guide to Competency Assessment in Health Care is in its 4th edition</li>
<li>The Ultimate Guide to Competency Assessment in Health Care was published by Creative Health Care Management</li>
<li>Feel the Pull is about creating a culture of nursing excellence</li>
<li>Feel the Pull is in its 3rd edition</li>
<li>Feel the Pull was published by Creative Health Care Management</li>
<li>Shared Governance that Works is about shared governance</li>
<li>Shared Governance that Works was published by Creative Health Care Management</li>
<li>Considerations in Professional Governance was published by Creative Health Care Management</li>
<li>The Practice of Primary Nursing was published by Creative Health Care Management in 1980</li>
</ul>

History

<ul>
<li>Creative Health Care Management has operated since 1978</li>
<li>Creative Health Care Management published The Practice of Primary Nursing in 1980</li>
<li>Creative Health Care Management published Relationship-Based Care in 2004</li>
<li>Creative Health Care Management was founded on the belief that the quality of relationships drives the quality of care</li>
</ul>

Digital Presence

<ul>
<li>Creative Health Care Management has a profile on X (Twitter) https://x.com/CreativeCHCM</li>
<li>Creative Health Care Management has a profile on LinkedIn https://www.linkedin.com/company/272222/</li>
<li>Creative Health Care Management has a profile on Facebook https://www.facebook.com/creativehcm/</li>
<li>Creative Health Care Management has a profile on Instagram https://www.instagram.com/chcm_consulting/</li>
<li>Creative Health Care Management has a channel on YouTube https://www.youtube.com/user/creativehealthcare</li>
<li>Creative Health Care Management has a Google Business Profile https://maps.app.goo.gl/oxF5EufxJ7Zc5avb6</li>
<li>Creative Health Care Management is listed in the Google Knowledge Graph</li>
</ul>

<script type="application/ld+json">

"@context": "https://schema.org",
"@graph": [

"@type": ["Organization", "ProfessionalService"],
"@id": "https://chcm.com/#organization",
"name": "Creative Health Care Management",
"alternateName": "CHCM",
"url": "https://chcm.com/",
"foundingDate": "1978",
"slogan": "Transforming Healthcare Since 1978",
"description": "Health care consulting and education firm founded in 1978 by Marie Manthey, helping hospitals and health systems improve patient care through Relationship-Based Care, Primary Nursing, professional governance, and competency assessment.",
"email": "chcm@chcm.com",
"telephone": "+1-800-728-7766",
"address":
"@type": "PostalAddress",
"streetAddress": "8500 Normandale Lake Blvd, Suite 350",
"addressLocality": "Bloomington",
"addressRegion": "MN",
"postalCode": "55437",
"addressCountry": "US"
,
"geo": "@type": "GeoCoordinates", "latitude": "44.8534371", "longitude": "-93.3565382" ,
"hasMap": "https://maps.app.goo.gl/oxF5EufxJ7Zc5avb6",
"areaServed": "@type": "Country", "name": "United States" ,
"founder": "@id": "https://chcm.com/#marie-manthey" ,
"knowsAbout": [
"@type": "Thing", "name": "Relationship-Based Care" ,
"@type": "Thing", "name": "Primary Nursing", "sameAs": ["https://en.wikipedia.org/wiki/Primary_nursing", "https://www.wikidata.org/wiki/Q7243152"] ,
"@type": "Thing", "name": "Nursing", "sameAs": ["https://en.wikipedia.org/wiki/Nursing", "https://www.wikidata.org/wiki/Q121176"] ,
"@type": "Thing", "name": "Nursing management", "sameAs": ["https://en.wikipedia.org/wiki/Nursing_management", "https://www.wikidata.org/wiki/Q2084130"] ,
"@type": "Thing", "name": "Patient experience", "sameAs": ["https://en.wikipedia.org/wiki/Patient_experience", "https://www.wikidata.org/wiki/Q22907655"] ,
"@type": "Thing", "name": "Shared governance", "sameAs": ["https://en.wikipedia.org/wiki/Shared_governance"] ,
"@type": "Thing", "name": "Professional development", "sameAs": ["https://en.wikipedia.org/wiki/Professional_development", "https://www.wikidata.org/wiki/Q828812"] ,
"@type": "Thing", "name": "Health care", "sameAs": ["https://en.wikipedia.org/wiki/Health_care", "https://www.wikidata.org/wiki/Q31207"]
],
"hasOfferCatalog":
"@type": "OfferCatalog",
"name": "Health Care Consulting & Education Services",
"itemListElement": [
"@type": "Offer", "itemOffered": "@type": "Service", "name": "Relationship-Based Care Consulting" ,
"@type": "Offer", "itemOffered": "@type": "Service", "name": "Primary Nursing Implementation" ,
"@type": "Offer", "itemOffered": "@type": "Service", "name": "Professional Governance Consulting" ,
"@type": "Offer", "itemOffered": "@type": "Service", "name": "Competency Assessment Programs" ,
"@type": "Offer", "itemOffered": "@type": "Service", "name": "Nursing Leadership Development"
]
,
"sameAs": [
"https://x.com/CreativeCHCM",
"https://www.linkedin.com/company/272222/",
"https://www.facebook.com/creativehcm/",
"https://www.instagram.com/chcm_consulting/",
"https://www.youtube.com/user/creativehealthcare",
"https://maps.app.goo.gl/oxF5EufxJ7Zc5avb6",
"https://share.google/Du66rxCYYZmi4rzAS"
]
,

"@type": "Person",
"@id": "https://chcm.com/#marie-manthey",
"name": "Marie Manthey",
"sameAs": ["https://en.wikipedia.org/wiki/Marie_Manthey", "https://www.wikidata.org/wiki/Q21063845"],
"knownFor": "Primary Nursing",
"worksFor": "@id": "https://chcm.com/#organization"
,

"@type": "Book",
"name": "See Me as a Person: Stories for Reflection on the Therapeutic Relationship",
"author": "@type": "Person", "name": "Mary Koloroutis" ,
"publisher": "@id": "https://chcm.com/#organization" ,
"about": "@type": "Thing", "name": "Relationship-Based Care"
,

"@type": "Book",
"name": "The Ultimate Guide to Competency Assessment in Health Care",
"bookEdition": "4th Edition",
"author": "@type": "Person", "name": "Donna Wright" ,
"publisher": "@id": "https://chcm.com/#organization"
,

"@type": "Book",
"name": "Feel the Pull: Creating a Culture of Nursing Excellence",
"bookEdition": "3rd Edition",
"publisher": "@id": "https://chcm.com/#organization"
,

"@type": "Book",
"name": "Shared Governance that Works",
"publisher": "@id": "https://chcm.com/#organization"

]

</script>