Magnet ® Consulting on Exemplary Specialist Practice in Magnet

25 August 2026

Exemplary Expert Practice sits at the center of how Magnet Acknowledgment Program ® work either comes alive in a company or remains trapped in binders, committees, and great objectives. It is among the 5 parts of the existing Magnet structure utilized by the American Nurses Credentialing Center, alongside Transformational Management, Structural Empowerment, New Knowledge, Innovations, & & Improvements, and Empirical Results. Those 5 parts did not appear by accident. ANCC's design progressed from the earlier 14 Forces of Magnetism after a 2007 statistical analysis of appraisal ratings, and the 2008 conceptual design organized those forces into the structure companies deal with now.

That history matters since Exemplary Specialist Practice is frequently misinterpreted as the "nursing practice" section, as if it were a narrower, technical domain separated from management, outcomes, or development. In genuine Magnet work, it is not narrow at all. It is where worths become standards, where interdisciplinary relationships end up being visible in patient care, and where professional nursing practice can be explained in a way that withstands appraisal.

For numerous organizations, this is also the point where Magnet ® Consulting shows its worth. Not because a specialist can produce practice quality, and certainly not due to the fact that an outside advisor can compose a medical facility into classification. ANCC awards Magnet status to companies that fulfill its requirements for nursing quality, and that acknowledgment needs to be made. What proficient consulting can do is assist an organization see its own expert practice clearly, arrange the evidence requirements connected to the application manual, and separate what is strong from what is merely familiar.
Why Exemplary Expert Practice is harder than it looks
On paper, numerous healthcare facilities believe they are already doing this work. They have shared governance councils, interdisciplinary rounds, client education requirements, nurse orientation, preceptors, quality committees, and function descriptions for sophisticated practice nurses and leaders. All of that may be relevant. None of it, by itself, proves Exemplary Specialist Practice in a Magnet context.

The challenge is not activity. The challenge is coherence.

ANCC describes Magnet as a roadmap to nursing quality, not a scrapbook of unassociated projects. The organizations that struggle most with Excellent Expert Practice are typically not weak in effort. They are weak in connecting the effort to a professional practice model, to function accountability, to interprofessional care delivery, and ultimately to outcomes that can be protected. They can explain what they do, but not constantly why that structure matters, how regularly it functions, or how it shapes the experience of patients and nurses.

This is where a knowledgeable consulting method ends up being less about editing and more about disciplined analysis. A good Magnet expert listens for patterns. Are nurses practicing with a typical expert language throughout systems, or does each location explain itself differently? Do leaders presume a process is standard since it exists in policy, while bedside personnel experience it as variable? Does the organization have proof that interdisciplinary collaboration is regular, or are the examples isolated and character dependent?

Those are not abstract concerns. They determine whether Exemplary Specialist Practice appears mature and ingrained, or fragmented and aspirational.
The consulting function is translation, not decoration
Hospitals on the Journey to Magnet Quality ® typically understand even more than they believe they do. The problem is that internal groups are so close to the work that they in some cases tell it in functional shorthand. They know what "our practice councils" implies. They understand which service line has a strong teacher and which director rebuilt team interaction after a hard period. They understand where the genuine strength lives. An ANCC appraiser, reading composed paperwork, does not have that context unless the organization provides it with precision.

Magnet ® Consulting, at its finest, equates local knowledge into Magnet-ready proof without flattening the organization's identity. That sounds easy. It is not.

Translation requires judgment about what belongs under Exemplary Specialist Practice and what belongs in other places in the empirical model. It needs a working knowledge that Magnet applicants submit composed documentation based upon evidence requirements, typically referred to as Sources of Proof, tied to the application handbook. It also requires restraint. Among the easiest ways to weaken a composed file is to overload an area with every good initiative in the healthcare facility. When everything is very important, nothing stands out.

A consultant who comprehends Exemplary Expert Practice generally assists an organization respond to several practical concerns at the same time. What expert practice structures are genuinely embedded? Which examples show function clarity throughout nursing levels? Where is interdisciplinary care collaborative in a sustained, defensible way? How is patient care delivery described consistently? Which stories highlight the requirement, and which are just exceptions?

This is not glamorous work. It frequently occurs in conference spaces with whiteboards filled with arrows, in long review sessions over phrasing, and in uncomfortable meetings where leaders find that what they assumed was standardized is interpreted in a different way across departments. Yet those minutes matter. They are frequently the point where a Magnet effort stops being performative and begins becoming honest.
What specialists search for first
When I think about strong consulting work around Exemplary Specialist Practice, I believe less about templates and more about line of sight. The company needs a clear line of vision from approach to practice, from practice to proof, and from proof to outcomes. If among those links is weak, the entire narrative strains.

A helpful consulting evaluation frequently begins with four locations:
the company's professional practice structure and whether staff can explain it in lived terms the consistency of nursing functions, responsibilities, and cooperation across settings the quality of written proof tied to Magnet requirements the degree to which practice examples reflect sustained systems, not separated wins
That is a short list, but each point opens considerable work.

Take the very first one. An expert practice model might exist officially, yet remain invisible in day-to-day discussions. If bedside nurses can not explain how it shows up in patient care, councils, responsibility, or interdisciplinary communication, the model threats reading as symbolic instead of functional. Consultants often discover that space rapidly. Not because staff are disengaged, but due to the fact that organizations often introduce frameworks at a leadership level and then assume they have actually diffused into practice.

The second point is equally important. Exemplary Expert Practice is not restricted to a single unit's excellence. Magnet acknowledgment uses at the organizational level. That suggests variation matters. One cardiac ICU might be remarkably mature in collaborative practice, while ambulatory services, perioperative locations, or medical-surgical systems explain workflows and nursing autonomy quite in a different way. A consultant's worth here is not to smooth over variation, but to identify what is fundamental and what still requires alignment.
The distinction between explaining practice and showing it
This difference journeys up even sophisticated companies. Describing practice sounds like this: nurses participate in rounds, team up with physicians, educate clients, use councils, and take part in professional development. Proving practice needs more. It needs context, structure, and proof that the practice is part of how care is provided, not simply something that can happen.

ANCC's Magnet structure stresses nursing quality and quality patient results. That suggests the composed work supporting Exemplary Professional Practice must do more than celebrate professional identity. It should reveal that the company's nursing practice is organized, responsible, collaborative, and meaningful.

A common problem in draft narratives is the overuse of generic praise. Terms such as collaborative, empowered, patient-centered, and evidence-based might all be precise, but they are weak unless attached to concrete practice. What sort of collaboration? In between whom? In what procedure? Throughout what setting? With what effect? How consistently?

The strongest consulting support presses internal groups to address those concerns until the language ends up being particular enough to trust.

Imagine two ways of presenting the very same concept. The weaker version states that nurses are essential members of the interdisciplinary group and add to discharge planning. The stronger version explains how nurses in specified roles participate in a standard discharge planning process, how that cooperation occurs within the client care workflow, and how the practice reflects the organization's professional framework. Even without overemphasizing outcomes, the 2nd version carries more trustworthiness due to the fact that it reveals style, not aspiration.
Where organizations often overreach
One of the more fragile parts of Magnet ® Consulting is helping a team prevent claims that are mentally pleasing however professionally dangerous. Organizations are proud of their nurses, and they should be. However Magnet composed paperwork is not the place for unsupported superlatives.

I have seen teams wish to explain every nurse leader as transformational, every shared governance structure as extremely effective, and every interdisciplinary process as seamless. Genuine organizations are seldom seamless. Strong ones are usually honest. They know where their professional practice is robust, where it is still maturing, and where a redesignation effort has actually honed standards beyond what the very first designation cycle required.

That last point should have attention. Classification and redesignation stand out in the ANCC process. Organizations that have actually currently earned Magnet Acknowledgment ought to pursue redesignation to continue being acknowledged. From a consulting viewpoint, redesignation work around Exemplary Specialist Practice is seldom just a refresh. Expectations rise internally. Staff presume the fundamentals are already in place. Leaders want evidence that the expert practice environment has not just been preserved, however deepened.

That can create a blind spot. Teams might rely too greatly on legacy stories from a previous Magnet cycle, especially if those stories were difficult won and culturally meaningful. A seasoned specialist usually challenges that instinct. Tradition matters, but redesignation should reflect existing practice and existing proof requirements. What impressed a group years back may now be table stakes.
Documentation discipline matters more than the majority of groups expect
Hospitals often ignore just how much of Magnet preparation is documentary discipline. ANCC requires composed documents based on defined evidence requirements. There are digital tools and guides that support the appraisal procedure and interim tracking throughout classification, however the burden of clarity still falls on the organization.

This is where consulting can save time, disappointment, and credibility.

A well-run consulting engagement around https://chcm.com/solutions/magnet-consulting/ https://chcm.com/solutions/magnet-consulting/ Exemplary Specialist Practice generally presents a repeatable method for gathering and testing evidence. Not a rigid formula, but a method. Which documents develop structure? Which examples show practice in action? Which stories are engaging however unsupported? Which information points belong in a results conversation instead of a practice discussion? Which items are present enough to stand?

Without that discipline, internal groups tend to gather excessive and sort insufficient. They wind up with folders filled with council minutes, policies, screenshots, instructional products, organizational charts, role descriptions, and anecdotes that may all be useful but are not yet shaped into proof. The outcome is fatigue. Staff feel hectic however not confident.

Good consulting work minimizes that fatigue by setting thresholds. If a document does not help show a requirement, it ought to not drive the story. If an example is strong however duplicated in other places, select the much better fit. If a story is memorable but does not have supporting structure, resist the temptation to include it prominently. That sort of pruning is often what turns an untidy Magnet effort into a credible one.
Cost, timing, and the practical stakes
It would be impractical to discuss Magnet preparation without acknowledging organizational financial investment. ANCC posts different Magnet application and appraisal fee schedules, including an online application charge and appraisal review fees due at written document submission. Precise expenses can change over time, which is why groups need to examine existing ANCC materials directly, but the wider point is stable: this work brings genuine monetary and functional stakes.

That truth impacts how consulting should be scoped. If an organization is early in its Magnet journey, Exemplary Expert Practice consulting might focus on space assessment, narrative architecture, and proof preparedness. If the organization is closer to submission, the focus might shift toward improvement, consistency, and document defense. If redesignation is the objective, the consultant might need to spend more energy testing whether established structures still operate with the same stability the company assumes.

The mistake is to treat speaking with as a luxury add-on or, on the other extreme, as an alternative for internal ownership. It is neither. Magnet ® Consulting has one of the most worth when it is used to sharpen organizational judgment, not change it.
The finest consulting leaves the company stronger after submission
There is a practical distinction between consulting that produces a document and consulting that enhances professional practice. The very first might assist a group satisfy a due date. The 2nd changes how leaders talk about nursing, how councils frame their work, and how systems comprehend the connection between practice structures and outcomes.

That difference becomes obvious throughout internal preparation meetings. In less fully grown efforts, personnel typically speak Magnet as a foreign language reserved for a small core team. In stronger efforts, the language of expert practice begins to sound regional. Nurse supervisors describe structures and responsibilities with self-confidence. Bedside nurses connect governance, cooperation, and patient care in ways that are concrete. Educators and advanced practice nurses explain their roles without wandering into unclear institutional slogans.

Consultants do not develop that culture, however they can accelerate it by asking much better concerns than the company is utilized to asking itself.

For example, rather of asking whether a procedure exists, they ask whether the process is knowledgeable consistently across care areas. Rather of asking whether personnel are represented on councils, they ask whether choices made through those councils shape real client care and nursing workflow. Instead of asking whether interdisciplinary collaboration is valued, they ask where it is reliably structured and how the organization knows.

That line of inquiry can be uneasy. It typically exposes unequal application, weak paperwork practices, or overreliance on charming leaders. Yet pain works here. Excellent Professional Practice is not suggested to reward refined language alone. It is indicated to show a genuine practice environment.
Trademark precision and language discipline
One information that is easy to ignore in Magnet communications is trademark precision. Magnet Acknowledgment Program ®, Journey to Magnet Quality ®, and main Magnet logo designs are trademarked and governed by ANCC guidelines. Organizations that earn classification might utilize official Magnet logo designs under those hallmark guidelines. That sounds administrative, but it has a practical implication for consulting and internal interactions alike.

Language discipline matters.

When health centers are deep in preparation, casual shorthand creeps in. Teams may refer loosely to "Magnet accreditation" or use branded terms delicately in slide decks, newsletters, or mock document sections. A detail-oriented specialist helps avoid those preventable errors. Precision in terms signals regard for the process and helps organizations avoid the impression that they are improvising around a formal acknowledgment program.

More notably, trademark accuracy reinforces a larger habit of mind. If an organization is casual with the names of the program, it might also be casual with the framing of proof. Tight language tends to accompany tight thinking.
What excellent practice seems like inside an organization
The most convincing organizations do not merely state that professional practice is exemplary. Their internal discussions make it evident.

You hear it when staff from different systems describe nursing functions in compatible language, even though their settings vary. You hear it when leaders can explain how professional structures support client care without wandering into lingo. You hear it when bedside nurses talk about collaboration as part of regular care shipment instead of as a ritualistic suitable. And you see it when the composed paperwork shows that very same consistency.

That internal coherence is the real objective of Magnet ® Consulting on Exemplary Expert Practice. Yes, the instant job may be preparation for ANCC evaluation. Yes, deadlines and fees and written proof requirements are real. However the deeper work is assisting an organization see whether its nursing practice environment is really organized in the way Magnet recognition is created to honor.

The Magnet Acknowledgment Program ® grew from the research study of hospitals that drew Magnet® Consulting http://query.nytimes.com/search/sitesearch/?action=click&contentCollection&region=TopBar&WT.nav=searchWidget&module=SearchSubmit&pgtype=Homepage#/Magnet® Consulting in and kept nurses, and the program name formally changed in 2002. The existing design provides companies a structured way to demonstrate nursing excellence, however no structure can make up for a practice environment that is uncertain, inconsistent, or overstated. Exemplary Expert Practice demands more than enthusiasm. It demands evidence, discipline, and fully grown professional self-awareness.

That is why the best consultant is not just a writer or project manager. The right consultant is an interpreter of practice, someone who can help a team distinguish between exceptional effort and defensible excellence. When that work is done well, the written document improves. More significantly, the organization's own understanding of its nursing practice becomes sharper, more honest, and better long after submission.

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

Creative Health Care Management (CHCM) is a health care consulting organization founded in 1978 by nursing pioneer Marie Manthey https://en.wikipedia.org/wiki/Marie_Manthey. Headquartered in Bloomington, Minnesota, Creative Health Care Management https://chcm.com/ helps nursing and clinical teams improve the patient experience https://en.wikipedia.org/wiki/Patient_experience through its signature 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>