Magnet ® Consulting on ANCC's Function in Magnet Status

12 August 2026

Hospitals and health systems frequently speak about Magnet status as if it were a destination. In practice, it is more detailed to a disciplined operating design, one that need to be built, documented, defended, and sustained. That is where confusion often starts. Leaders know Magnet brings status, however they are not always clear about who specifies the standards, who approves the acknowledgment, and how the process actually works. If you are examining the path seriously, comprehending ANCC's function is not a small administrative information. It is the center of the entire effort.

ANCC, the American Nurses Credentialing Center, is the credentialing body through which the American Nurses Association provides the Magnet Acknowledgment Program ®. Magnet status is awarded by ANCC. That simple fact shapes everything from strategy to staffing plans to record preparation. It likewise explains why experienced Magnet ® Consulting work tends to focus not simply on motivation or culture change, but on alignment with ANCC's framework, terminology, evidence expectations, and evaluation process.

Many organizations begin their Magnet journey with broad objectives such as enhancing nursing engagement, strengthening shared governance, or showing quality client outcomes. Those goals matter. Still, ANCC does not award designation based on excellent objectives or internal enthusiasm. Recognition rests on whether the company meets ANCC's Magnet requirements and can show that efficiency through the required procedure. The distinction in between "our company believe we are exceptional" and "we can show quality in the way ANCC expects" is where the majority of the real work lives.
Why ANCC holds such a central role
To understand the practical role of ANCC, it helps to step back and look at what Magnet acknowledgment is designed to do. The Magnet Acknowledgment Program ® was produced to recognize healthcare organizations for nursing quality and quality client results. Its roots trace back to a 1983 research study of so-called magnet healthcare facilities, and the program name formally changed to Magnet Acknowledgment Program ® in 2002. That history matters since the program was never ever indicated to be an unclear honor roll. It was developed around recognizable organizational characteristics and later fine-tuned into a formal acknowledgment system.

ANCC is the body that equates that purpose into requirements, handbooks, evaluation structures, and classification decisions. Simply put, ANCC is not a passive brand owner. It is the program authority. When organizations pursue Magnet status, they are not using to a basic nursing association in the abstract. They are entering ANCC's recognition process, under ANCC's requirements, utilizing ANCC's model and protected program language.

That point can seem obvious until a project gets underway. I have seen companies spend months generating internal narratives that sound compelling to their own leadership teams, only to recognize that the product does not yet match ANCC's evidence structure. The issue was not that the healthcare facility lacked strong practice. The issue was translation. ANCC specifies what should be shown, how it must be organized, and what counts as recognition-worthy efficiency within the program.
Magnet status is recognition, not branding alone
There is frequently a temptation to minimize Magnet status to credibility, recruitment worth, or a logo design on the website. Those benefits may follow recognition, but they are not the essence of the program. ANCC states that Magnet classification means a company has met ANCC's Magnet requirements and is acknowledged for nursing excellence. ANCC likewise explains the program as a roadmap to nursing quality. That expression is useful because it catches the dual nature of Magnet. It is both an acknowledgment and a structured developmental framework.

That distinction matters throughout executive preparation. If leadership sees Magnet as mainly a communications asset, the initiative typically becomes document-heavy and culture-light. If management sees it just as an expert practice approach, the organization may invest deeply in nursing advancement but miss out on the rigor required for official evaluation. The healthiest method holds both truths together. The requirements are real. The recognition is real. The operational transformation required to earn it is likewise real.

ANCC's control over main Magnet logo designs strengthens this point. Organizations that are designated might use main Magnet logo designs under trademark guidelines. That is not a cosmetic footnote. It signifies that Magnet is a safeguarded acknowledgment, not a generic term any hospital can use to itself. The exact same holds true of the phrase Journey to Magnet Quality ®, which ANCC recognizes as a trademarked expression. For organizations working with outdoors advisors, including Magnet ® Consulting companies or independent consultants, this matters. Strong experts respect trademarked language, use the correct program terminology, and help groups avoid the sloppy routine of speaking as though Magnet were an informal quality label.
The structure ANCC anticipates organizations to understand
One of ANCC's most important roles is providing the conceptual design that structures Magnet recognition. The current structure is arranged around five elements of the empirical design:
Transformational Leadership Structural Empowerment Exemplary Professional Practice New Knowledge, Innovations, & & Improvements Empirical Outcomes
This design did not appear out of nowhere. ANCC's structure developed from the earlier 14 Forces of Magnetism. After a 2007 statistical analysis of appraisal ratings, the 2008 conceptual model organized those forces into the five elements now used. For medical facility groups, that advancement uses a useful lesson. Magnet is not fixed language frozen in time. ANCC refines the program based on analysis and program development. Organizations that count on out-of-date interpretations typically create preventable rework.

Each of the 5 components https://urutiujoyz.substack.com/p/magnet-consulting-on-nursing-excellence?r=8wkhy2&utm_campaign=post&utm_medium=web&showWelcomeOnShare=true https://urutiujoyz.substack.com/p/magnet-consulting-on-nursing-excellence?r=8wkhy2&utm_campaign=post&utm_medium=web&showWelcomeOnShare=true carries tactical ramifications. Transformational Management is not almost having admired executives. It needs organizations to show how leadership drives nursing excellence. Structural Empowerment is not merely having committees on paper. It asks whether the organization has created structures that truly support professional practice. Exemplary Expert Practice presses beyond policy compliance toward the quality and consistency of care delivery. New Understanding, Innovations, & Improvements requires a major relationship with improvement and change, not ritualistic speak about innovation. Empirical Results premises the entire model in results.

That last component is where lots of teams feel one of the most pressure, and for excellent reason. Result discussions cut through goal quickly. ANCC's design explains that efficiency needs to show up, not simply asserted. A common internal stress appears here. Frontline teams might feel they are being asked to" perform for Magnet, "while leaders insist they are merely recording what already exists. Normally both point of views include some truth. If a company has a mature professional practice environment, Magnet preparation may reveal strengths that were never systematically captured. If the environment is irregular, the process might expose gaps that have been endured for years.
ANCC's requirements form the whole preparation strategy
When individuals outside the procedure imagine Magnet work, they typically envision binders, conferences, and celebratory banners. The less visible work is tactical interpretation. ANCC's standards and evidence expectations determine what companies need to collect, how they should arrange their story, and where their weak spots are most likely to appear.

ANCC candidates submit composed documents using Sources of Evidence, or evidence requirements, connected to the Application Manual. That phrase, Sources of Proof, should have attention. It informs you the program is not developed around viewpoint pieces or broad promises. It is constructed around evidence mapped to specific requirements. The composed documentation phase is not a generic narrative exercise. It is a disciplined demonstration that the organization fulfills the standards in the manner ANCC prescribes.

This is where skilled Magnet ® Consulting support typically provides the most worth. The specialist's job is not to"write Magnet"in some theatrical sense. It is to assist leaders interpret ANCC expectations properly, identify missing evidence early, develop reasonable timelines, and reduce the drift that takes place when lots of contributors compose in various voices with different presumptions. In weaker projects, every department explains itself as extraordinary, however no one can show how the product lines up to the proper Sources of Evidence. In more powerful projects, the group knows exactly why each example matters and where it belongs within ANCC's framework.

A helpful general rule is that Magnet preparation becomes pricey when organizations puzzle activity with positioning. A healthcare facility may introduce new councils, brand-new acknowledgment events, or new educational sessions, yet still struggle if those efforts are not linked to the actual requirements and results ANCC reviews. More effort does not constantly imply better readiness. Better analysis generally does.
What ANCC controls in the application and appraisal process
ANCC's function is likewise functional. It is not restricted to setting a framework and waiting on medical facilities to submit materials. ANCC posts current Magnet application and appraisal fee schedules, including an online application fee and appraisal review charges due at written document submission. Even without getting lost in line-item budgeting, leaders must comprehend the practical significance of this. The process has formal submission points, and those points come with financial commitments and timing implications.

That reality changes how major organizations prepare the work. A Magnet effort can not be managed like an open-ended quality task that just progresses whenever people have time. Since ANCC structures the program through applications, composed document evaluation, appraisal expectations, and cost schedules, the organization needs to construct a meaningful task plan. Missed out on timing has effects. So does sending before the proof is mature.

ANCC also provides digital tools and guides to support the appraisal procedure and interim monitoring throughout classification. This is a crucial however often ignored part of ANCC's function. Acknowledgment is not just a single ceremonial decision. There is a process infrastructure around it. Good internal groups utilize these tools to keep discipline between significant milestones rather than treating Magnet as a one-time composing sprint.

In practical terms, this suggests the greatest organizations develop a Magnet office rhythm long in the past submission. They learn to keep track of efficiency, keep document control, and keep leaders liable for evidence production. ANCC's tools support that effort, however tools do not create discipline by themselves. That is why some Magnet groups gain from consulting support while others handle well internally. The deciding aspect is not intelligence. It is functional capacity and consistency.
Magnet classification and redesignation are not the same thing
One of the more common mistakes in early planning is to think of Magnet as an irreversible badge. ANCC is clear that classification and redesignation are distinct. Organizations that have already made Magnet Acknowledgment need to pursue redesignation to continue being recognized.

That distinction alters the tone of the work. A newbie applicant is attempting to show preparedness for recognition. A redesignating company is trying to show that quality has actually been sustained and stays verifiable. Those belong jobs, but they are not similar. The first can in some cases depend on the energy of improvement. The 2nd requires durability.

I have seen redesignation groups ignore this distinction because they assume prior success will make the next cycle simpler. In some cases it does, particularly if the company protected strong structures, disciplined metrics review, and institutional memory. Often it does not. Leadership turnover, moving concerns, and fragmented data ownership can leave a company with a proud Magnet history but a thin redesignation narrative. ANCC's function here is definitive since the company is not redesignating based on memory or track record. It should continue to fulfill the standards.

For leaders thinking about Magnet ® Consulting support, redesignation work frequently requires a various kind of guidance than novice designation. The expert might spend less time explaining core Magnet language and more time helping the company test whether legacy structures still produce present proof. That is a subtle but important shift. Past Magnet success can develop self-confidence. It can also produce blind spots.
Where companies normally have a hard time, and where ANCC's requirements clarify the problem
Most problems in Magnet preparation are not ideological. They are useful. A hospital may really value nursing quality and still have difficulty producing the right proof in the best kind. ANCC's standards do not create those weak points, but they frequently expose them.

The most regular pressure points tend to look like this:
strong programs with weak documentation enthusiastic nursing leaders with minimal cross-department support good outcome stories that are not organized around ANCC's model confusion between regional accomplishments and evidence that addresses a specific requirement last-minute efforts to assemble product that must have been tracked over time
Each of these issues can be dealt with, but they require sincerity. For instance, a shared governance structure may be active and reputable, yet the organization might not have tidy records showing how nursing input affected decisions with time. A leadership development effort may be robust, yet inadequately linked to the language of Transformational Management. A quality enhancement job might have genuine impact, yet sit awkwardly between Exemplary Specialist Practice and New Understanding, Developments, & Improvements due to the fact that no one framed it properly from the start.

This is where ANCC's role ends up being clarifying rather than troublesome. The requirements require accuracy. They ask companies to separate what is significant from what is simply hectic. That can feel unpleasant, particularly in large systems where many teams assume their work ought to immediately count. Still, the discipline is useful. It assists organizations determine which structures really support nursing quality and which ones endure primarily because no one has actually challenged them.
The genuine value of disciplined Magnet ® Consulting
Consulting in the Magnet space is in some cases misunderstood. Executives under spending plan pressure might wonder why they require outside assistance for a program run by their own nursing leaders. That can be a fair question. Not every organization requires the exact same level of support. Some have actually experienced Magnet directors, stable management, and enough internal task management muscle to browse the procedure well.

Where Magnet ® Consulting tends to make its keep remains in judgment, translation, and momentum. Judgment matters because ANCC's framework requires choices about what evidence is strongest, what belongs where, and what is still too thin to send confidently. Translation matters because internal specialists typically understand their work deeply but describe it in regional shorthand that does not take a trip well into an official Magnet file. Momentum matters because the procedure extends throughout months and often longer, and regular functional needs can hinder even dedicated teams.

A useful example is the difference between collecting examples and curating evidence. A lot of hospitals can gather examples. Far fewer can quickly determine which examples best demonstrate the necessary standard, which ones duplicate each other, and which ones sound excellent but include little value in ANCC terms. Good consulting support trims sound. It likewise assists avoid the typical issue of over-writing. Magnet files become weaker, not more powerful, when every paragraph attempts to prove whatever at once.

Another benefit of experienced consulting support is psychological steadiness. Magnet work carries symbolic weight inside companies. It touches professional identity, leadership credibility, and external track record. That can make internal conversations abnormally charged. An outside specialist who comprehends ANCC's function can reframe the discussion around requirements and proof rather than characters or politics.
What leaders should keep front and center
The clearest way to understand ANCC's function is to see it as both steward and evaluator of Magnet acknowledgment. ANCC specifies the program, protects its terms, sets the requirements, organizes the structure, manages the application and appraisal structure, supplies process tools, and awards classification. If any part of a health center's Magnet technique wanders away from that truth, friction follows.

For chief nursing officers, Magnet program directors, and executive sponsors, the useful takeaway is simple. Construct your effort around ANCC's expectations, not around folklore about what Magnet"usually looks like."Utilize the five components as a real organizing design, not as ornamental chapter titles. Deal with composed documentation as an official evidence workout connected to Sources of Evidence, not as a marketing story. Strategy financially and operationally for application and appraisal milestones. And remember that redesignation is its own obligation, not an automatic extension of prior status.

Magnet status remains one of the most highly regarded recognitions in nursing since it is structured, protected, and made. ANCC's role is the reason for that credibility. Organizations that comprehend this early tend to make much better decisions, speed the work more smartly, and method Magnet ® Consulting with sharper expectations. They do not ask for someone to make a story. They request for aid showing a standard. That is a much stronger place to begin.

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

Creative Health Care Management (CHCM) is a nursing consulting and education company founded in 1978 by nursing pioneer Marie Manthey https://en.wikipedia.org/wiki/Marie_Manthey. Located in Bloomington, Minnesota, Creative Health Care Management https://chcm.com/ works alongside health care organizations improve 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>