Shared Governance and Professional Governance: Secret Ideas for Nurse Leaders

01 September 2026

Nurse leaders frequently acquire the language of shared governance long before they inherit a system that in fact works. The term appears in tactical plans, committee charters, orientation binders, and leadership slide decks. Yet the real question is never whether the expression exists. The question is whether nurses have an official voice in decisions about their professional practice, and whether that voice brings enough authority to form patient care, practice standards, and the work environment in a significant way.

That is the heart of Shared Governance. In current nursing leadership discussions, lots of companies likewise utilize the term Professional Governance. The shift in language matters. Shared Governance has actually long referred to a design in which nurses participate officially in decisions, often through councils or similar structures. Professional Governance reflects a more pointed focus on autonomy, responsibility, meaningful decision-making, and management in practice. It is not just a new label. It signals a stronger expectation that nursing expertise need to drive nursing practice.

For nurse leaders, the difference is useful, however the overlap is much more essential. Whether an organization states Shared Governance, Shared Governance (Professional Governance), or Professional Governance, the underlying goal is the same: develop a structure and an approach that regard nursing judgment and support the profession's sustainability and growth.
Why the language changed
The move from Shared Governance toward Professional Governance did not take place due to the fact that nursing leaders wanted fresher terminology. It happened because many organizations discovered that the older term could become vague or watered down. In some settings, "shared" started to sound as if nursing authority existed only when somebody else welcomed it. In other cases, it recommended a committee culture without real ownership of practice.

Professional Governance hones the idea. It focuses the profession itself, the accountability that includes expert practice, and the expectation that nurses lead within their scope and competence. For nurse leaders, this framing is handy due to the fact that it moves the conversation away from attendance and toward authority. A full room at a council conference indicates extremely little if choices about practice are still made elsewhere.

That shift also clarifies a frequent misconception. Shared or Professional Governance is not a courtesy extended by management. It is a way of arranging nursing work so that the people closest to practice help shape practice. When nurse leaders comprehend that difference, their role modifications. They are not merely approving councils or appointing chairs. They are building conditions where nurses can exercise professional judgment in a noticeable, responsible way.
Structure matters, however viewpoint matters more
AONL describes Professional Governance as both a structure and a philosophy. That pairing deserves attention due to the fact that numerous nurse leaders have seen one without the other.

The structural side is the most convenient to acknowledge. Councils, representative groups, online forums for talking about policy and practice, and formal pathways for decision-making all belong here. Structure provides participation a location to live. Without it, "open communication" stays informal and inconsistent. A nurse may have excellent ideas, but those concepts depend on who takes place to be listening that day.

The philosophical side is harder, and it is where many efforts stall. Approach asks whether the organization truly believes that nursing competence ought to affect choices. It asks whether leaders want to share authority over professional practice. It asks whether accountability is connected to voice, so that nurses are not merely consulted after decisions are made, however involved while issues are still being defined.

A system can have a council charter, scheduled meetings, and cool minutes, yet still run in a top-down method. That is among the most typical failures nurse leaders come across. The mechanism exists, however the spirit does not. Nurses quickly notice the difference. They understand when a council is forming practice and when it is merely responding to guidelines currently set elsewhere.
What nurse leaders should hear in the word "professional"
The word "professional" carries weight. It indicates specialized knowledge, ethical responsibility, and accountability for requirements of practice. It also suggests that the occupation is not passive. Nurses are not only implementers of policy. They add to policy, practice choices, and office priorities that affect care delivery.

This viewpoint lines up with the wider understanding in nursing principles and governance that collaboration and shared decision-making are essential to the occupation's work. It likewise fits with labor force sustainability efforts that clearly include shared governance. Nurse leaders need to not treat governance as a side task for extremely engaged personnel. It belongs in the core work of sustaining a healthy nursing workforce.

That point becomes particularly important during strain. In tough periods, leaders might feel pressure to centralize choices for speed. Sometimes rapid choices are required. But if seriousness ends up being the standard, governance wears down. Nurses begin to experience decision-making as something done to them instead of with them. Engagement drops, and in time so does confidence that speaking out will matter.

Professional Governance provides a corrective. It does not remove management authority, and it does not assure that every decision will be made by consensus. What it does require is a serious dedication to significant decision-making and the accountable use of nursing knowledge.
Shared Governance is not the like committee work
One of the most useful reframes for nurse leaders is this: governance is not the same as meetings. A meeting is an occasion. Governance is a way choices move.

That distinction sounds small, however it has repercussions. When leaders confuse the two, they concentrate on logistics rather than impact. They celebrate attendance, create more program products, and produce refined reports. Meanwhile, bedside nurses may still feel detached from decisions that affect documentation workflows, care requirements, client education procedures, or the day-to-day realities of practice.

A true governance model produces an official voice for nurses in the matters that define expert practice. That voice needs to show up, expected, and connected to action. It must not depend on personality, tenure, or personal access to leaders.

In useful terms, nurses should have the ability to address an easy concern: how does an issue about practice relocation from the bedside to a decision-making forum, and what happens after that? If the response is fuzzy, governance is weak, no matter the number of committees exist.
The results leaders care about, and why governance affects them
Nursing leadership sources consistently connect shared and professional governance with nurse empowerment, engagement, retention, interprofessional partnership, teamwork, and more secure, higher-quality patient care. Those are not small gains. They represent the areas most nurse leaders are already trying to strengthen.

The connection makes user-friendly sense. Nurses are most likely to remain engaged when their proficiency matters. Teams work together more effectively when nursing point of views are developed into decision-making rather than added after the truth. Patient care is safer when the clinicians closest to care processes can identify concerns, propose modifications, and help examine whether those changes are working.

Still, nurse leaders need to withstand oversimplifying the relationship. Governance does not imitate a switch. It is not a single intervention that immediately improves results. Inadequately created governance can tire staff and create cynicism. Symbolic governance can be even worse than none at all since it teaches nurses that participation is performative.

The more reasonable view is that Shared Governance and Professional Governance produce conditions that support much better results. They assist construct an expert environment where competence is utilized well, cooperation is anticipated, and responsibility is shared. Those conditions matter in every setting, specifically when client care is intricate and staffing pressure is real.
A practical method to distinguish Shared Governance and Professional Governance
The two terms are carefully associated, and numerous organizations utilize them interchangeably. For leaders who need a working difference, this framing works:
Shared Governance stresses the model of official involvement in decisions about expert practice, typically through councils or representative structures. Professional Governance emphasizes the profession's autonomy, responsibility, significant decision-making, and management in practice. Shared Governance (Professional Governance) can be a useful bridge term when an organization is developing its language but desires continuity. In practice, both terms point towards the very same core expectation: nurses must assist form nursing practice through acknowledged structures and collaborative decision-making.
This is not a semantic workout. The words selected by leadership shape what individuals think they are building. If leaders talk only about participation, staff may hear invite. If leaders speak about expert responsibility and authority, staff might hear duty as well. Fully grown governance needs both.
Collaboration without dilution
A frequent stress for nurse leaders sits right at the crossway of professional autonomy and interdisciplinary care. How can nursing claim authority over nursing practice while still working collaboratively with doctors, therapists, pharmacists, administrators, and quality leaders?

The response depends on the expression cooperation and shared decision-making. Professional Governance is not isolation. It does not put nursing in a silo. It acknowledges that collective care works best when each discipline brings its knowledge clearly and with confidence. Interprofessional team effort is enhanced, not deteriorated, when nursing has an official, organized voice.

That point should have emphasis because some leaders fret that stronger nursing governance will produce friction. In truth, unclear nursing voice is frequently the bigger problem. When nursing input is fragmented, inconsistent, or postponed, partnership suffers. Other groups may not understand where to bring concerns, how to seek feedback, or who can speak for practice concerns in a genuine way.

Professional Governance assists fix that by organizing the nursing voice. It offers collaboration a clearer equivalent. Interdisciplinary groups benefit when nursing perspectives are not improvised in the minute but notified by representative conversation and expert accountability.
What nurses experience when governance is healthy
Healthy governance can be felt long before it is determined. Staff nurses start to recognize that their concerns have a path. Unit-based concerns no longer disappear into hallway conversations. Practice discussions become less personal and more professional. Leaders spend less time persuading nurses to engage and more time assisting them work through contending priorities.

There is likewise a shift in tone. In weak governance environments, nurses typically speak in the language of permission. Can we bring this up? Are we permitted to alter that? Who approved this currently? In more powerful governance environments, the language sounds various. How should nursing address this? What is the practice issue? Which group should examine it? What responsibility features this recommendation?

That change is subtle, but it informs nurse leaders a lot. It signals motion from passive participation to expert ownership.
Where nurse leaders accidentally undermine the model
Most governance problems do not start with bad intents. They begin with understandable management habits. A leader wishes to move rapidly, safeguard staff time, decrease dispute, or keep consistency across units. Those are legitimate issues. However they can silently damage governance if they take over.

Here are common patterns that are worthy of a hard look:
Decisions are made in advance, then brought to councils for recommendation instead of deliberation. Leaders reserve meaningful topics for executive groups and send minor problems to nursing councils. Representation exists on paper, but bedside nurses can not see how discussions connect to real practice changes. Accountability is unclear, so councils can talk about issues consistently without resolution. Participation depends on a couple of highly dedicated people, which makes the design fragile.
Each of these patterns sends out the same message: the structure exists, but authority does not. Personnel notification that rapidly. Once they do, reconstructing trust takes time.
The management position that makes governance credible
Nurse leaders do not need to disappear for governance to prosper. In reality, strong governance usually needs disciplined, visible leadership. The difference lies in stance.

A reputable leader does not dominate the forum, but neither do they abandon it. They secure the area for nursing discussion, clarify the boundaries of decision-making, and make sure recommendations move somewhere genuine. They call when an issue comes from nursing practice and when it needs wider interdisciplinary evaluation. They likewise reinforce responsibility, due to the fact that autonomy without accountability rapidly loses legitimacy.

Leaders should be specifically thoughtful about what they ask councils to own. If a council is expected to influence practice, then the topics it receives must matter to practice. If it is expected to recommend modification, then it needs to have access to the info required to do so properly. If it is held accountable for outcomes, then it should have enough authority to affect those outcomes.

This is where many governance efforts develop. At first, councils typically focus on workable problems since https://chcm.com/about/ https://chcm.com/about/ that feels much safer. Gradually, nurse leaders require the guts to let nursing voice shape more consequential conversations. Otherwise, governance remains decorative.
Sustainability depends on more than enthusiasm
AONL links Professional Governance to the sustainability and development of the occupation, and that is an essential tip. Governance ought to not depend upon momentary energy. It must survive leadership shifts, operational pressure, and personnel turnover.

That requires a style that lasts longer than characters. It likewise needs management discipline. When staffing strain heightens or spending plans tighten, governance can look expendable because it does not constantly produce instantaneous results. Yet those are the exact durations when nurses most require meaningful voice, clearness, and professional agency.

The companies that sustain governance typically understand this point early. They do not treat it as a morale initiative. They treat it as part of how nursing leads nursing practice.

For nurse leaders, sustainability likewise suggests resisting a typical trap: asking governance structures to repair every workforce problem. Shared Governance and Professional Governance assistance engagement and retention, however they are not substitutes for adequate functional support, thoughtful staffing decisions, or healthy work style. Governance can strengthen the environment in which those issues are resolved. It can not compensate for every structural weak point around it.

That is not a limitation of the model. It is just truthful leadership.
Questions worth asking in your own setting
Some of the very best governance evaluations start with simple questions instead of elaborate tools. Nurse leaders can find out a lot by listening thoroughly to the answers.

If you ask bedside nurses where they can officially influence practice choices, do they know? If you ask council members what authority they really hold, can they explain it without hedging? If you ask supervisors how nursing suggestions move into action, do they point to a reliable process or to individual relationships? If you ask interdisciplinary partners how they engage nursing input, do they recognize genuine nursing forums?

These questions cut through presentation language. They reveal whether governance is functioning as a lived system or enduring as a slogan.
Moving from symbolic to meaningful governance
Leaders often ask when they should rename Shared Governance as Professional Governance. The much better question is whether the existing design shows the worths the newer term highlights. A name change without a practice change seldom assists. Staff can discriminate in between thoughtful evolution and rebranding.

A meaningful shift typically begins with clarity. What choices about professional practice should nurses officially shape? How will representative discussion take place? What accountability accompanies that authority? Where does collaboration with other disciplines fit? How will leaders support the process without reclaiming it whenever pressure rises?

Those are challenging concerns, but they are the ideal ones. They move the work beyond language and towards legitimacy.

For lots of organizations, Shared Governance remains a useful and familiar term. For others, Professional Governance much better catches the level of autonomy and accountability they wish to stress. Either option can work if the design is genuine. Neither option will work if the model is hollow.
What this suggests for the nurse leader's everyday work
At the everyday level, governance is less attractive than lots of leadership theories recommend. It is steady work. It shows up in how leaders frame issues, who is welcomed early, what gets intensified, what gets dismissed, and whether nurses see their professional judgment reflected in real decisions.

It likewise appears in restraint. Leaders committed to governance understand when not to solve a problem too rapidly. They comprehend that protecting nursing voice often suggests allowing the correct representative procedure to occur, even when a faster workaround is tempting.

That restraint is not indecision. It is respect for expert practice.

Shared Governance, Shared Governance (Professional Governance), and Professional Governance all point nurse leaders toward the same central task: organize nursing voice so that it is official, liable, collective, and prominent. When that happens, the profession is stronger, teams work better, and patient care bases on firmer ground.

That is why governance stays worth the effort. Not due to the fact that the terms are fashionable, and not because councils look excellent in organizational charts, but since nursing practice is too essential to be formed without nurses.

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

Creative Health Care Management (CHCM) is a health care consulting and education firm 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/ works alongside nursing and clinical teams strengthen the patient experience https://en.wikipedia.org/wiki/Patient_experience through its flagship 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>