Magnet ® Consulting on the Existing Structure of the Magnet Model

12 August 2026

Anyone who has hung out around a Magnet journey learns quickly that the work is not actually about chasing after a plaque or preparing a refined document. It is about proving, in a disciplined way, that nursing quality is built into how a company leads, practices, enhances, and determines results. That is why the present structure of the Magnet design matters so much. It provides companies a practical structure for revealing what excellent nursing appears like in operation, not simply in aspiration.

For leaders looking for Magnet Acknowledgment Program ® designation through the American Nurses Credentialing Center, the structure in location today is clearer and more evidence-driven than the older language numerous experienced nurses still remember. The design now fixates five parts: Transformational Management, Structural Empowerment, Exemplary Professional Practice, New Knowledge, Developments, & & Improvements, and Empirical Outcomes. Those five elements are not a cosmetic rebrand. They show a shift in how quality is arranged, examined, and defended.

From a Magnet ® Consulting perspective, comprehending that structure is the distinction between a meaningful method and a discouraging scramble. Teams often start with a broad sense that they are "doing Magnet work." The genuine development begins when they can map their practices and outcomes to the actual present model and understand why each piece belongs where it does.
How the existing design concerned be
The Magnet Acknowledgment Program ® traces its roots to a 1983 study of medical facilities that were able to bring in and maintain nurses, organizations that came to be known informally as "magnet" medical facilities. That early work formed the identity of the program and the values associated with it. In time, the formal program evolved, and the name officially changed to Magnet Recognition Program ® in 2002.

The current structure did not appear out of nowhere. ANCC discusses that the design progressed from the earlier 14 Forces of Magnetism. After a 2007 analytical analysis of appraisal scores, those forces were regrouped into a five-component conceptual model introduced in 2008. That history matters due to the fact that numerous organizations still carry legacy language in their culture, committee charters, and presentation decks. You still hear individuals refer to the forces, particularly in hospitals that have actually been on the Journey to Magnet Quality ® for many years.

That is not necessarily a problem. In truth, some long-serving nursing leaders use the old terminology as a mentor bridge. The issue comes when a company continues to believe in pieces instead of in the integrated structure ANCC now uses. The 5 components are broader, more tactical, and more tightly lined up with evidence requirements. A modern Magnet approach has to show that.
Why the five-component structure works better in practice
The older forces offered uniqueness, which had value. The more recent structure offers something most organizations require a lot more, coherence. Instead of treating quality as a collection of separate traits, the present model asks whether leadership, empowerment, professional practice, innovation, and results strengthen one another.

That is how nursing excellence acts in real companies. Strong shared governance with weak outcomes is not enough. Favorable results without noticeable management assistance are challenging to sustain. Development without expert practice requirements can become performative. The model records those realities.

In Magnet ® Consulting engagements, one of the first patterns that emerges is misalignment between what leaders believe they are highlighting and what the evidence really shows. A primary nursing officer might feel the organization is extremely ingenious, for instance, but when groups examine their work, they might find that the majority of the strongest examples truly belong under Structural Empowerment or Exemplary Expert Practice. The design helps fix that drift. It forces precision.
Transformational Leadership is more than executive presence
Transformational Leadership sits at the front of the model for excellent reason. Magnet work requires visible management, however not management in the ceremonial sense. It is not about keynote speeches, sleek values statements, or executive rounding that never touches decision-making. In a Magnet context, leadership needs to shape direction, support nursing, and hold the organization steady through change.

That sounds obvious up until a health center goes into a tough season. Spending plan pressure, turnover, a system integration, or the rollout of a new paperwork platform can expose whether nursing leaders genuinely lead transformatively or merely manage tasks. The organizations that hold up finest throughout Magnet preparation are typically the ones where nursing leaders can connect strategic priorities with practice realities. Staff nurses understand where the company is going, why it matters, and how their work contributes.

From a consulting perspective, this is where numerous narratives either gain trustworthiness or lose it. A written file can explain a vibrant vision, but ANCC's standards are not satisfied by rhetoric alone. The concern is whether management choices, communication patterns, and organizational priorities demonstrate that vision in action. When they do, the part becomes a strong structure for the rest of the application. When they do not, every downstream area feels thin.
Structural Empowerment reveals whether the company has constructed the right scaffolding
Structural Empowerment is typically misconstrued because the phrase sounds abstract. In truth, it is one of the most concrete parts of the design. It asks whether the company has produced structures that allow nurses to participate, develop, affect practice, and link to the more comprehensive community of the profession.

That consists of internal structures, such as councils or official paths for nursing voice, and external connections to the occupation and neighborhood. It is insufficient for leaders to state they worth personnel input. The company has to demonstrate that channels for participation exist and function.

This is one location where a medical facility's culture exposes itself rapidly. In some companies, empowerment is real. Personnel nurses can describe how practice issues move through councils, where decisions are made, and what changed as a result. In others, the structure exists on paper but not in lived experience. Conferences happen, minutes are recorded, yet frontline nurses can not indicate significant influence.

Experienced Magnet ® Consulting teams frequently spend a good deal of time here since Structural Empowerment tends to expose the space in between design and usage. A committee charter may look outstanding, however if presence is inconsistent, follow-through is weak, or interaction back to staff is bad, the structure is refraining from doing the work the design expects. The fix is seldom attractive. It generally includes responsibility, cleaner governance, and much better interaction loops.
Exemplary Expert Practice is where the design fulfills the bedside
If Transformational Leadership sets direction and Structural Empowerment develops facilities, Exemplary Specialist Practice is where nursing quality becomes noticeable in care delivery. This component is frequently the most right away identifiable to clinical teams because it talks to how nurses practice, collaborate, and promote expert standards.

There is a practical elegance to this part of the model. It does not request for a slogan about quality. It asks companies to show how professional nursing practice is expressed through genuine care processes and interdisciplinary relationships. Nurses on the system typically comprehend naturally whether this part is healthy. They understand whether handoffs are disciplined, whether collaboration with physicians and other disciplines is respectful, whether expert requirements are clear, and whether practice expectations correspond throughout departments.

In strong Magnet organizations, exemplary practice is not confined to one display unit. It is dispersed. That does not mean every location looks identical. Important care, ambulatory settings, and procedural areas will always have various rhythms and needs. What matters is that expert practice stays coherent across settings. Staff understand what great nursing looks like there, not in theory, but in the daily work.

A typical problem throughout preparation is overreliance on isolated success stories. One high-performing unit can make an organization feel stronger than it is. However the existing model benefits consistency and combination. Exemplary Professional Practice needs to extend beyond a handful of champions.
New Understanding, Developments, & & Improvements separates activity from advancement
This element frequently generates one of the most stress and anxiety due to the fact that the title sounds requiring. Some groups hear "innovation" and instantly think they need a breakthrough innovation, a significant research center, or a first-in-the-region accomplishment. The present design is broader than that, but it is likewise disciplined. It asks whether the company adds to new knowledge, supports development, and makes improvements in ways that matter.

The phrase itself is exposing. New knowledge, innovations, and enhancements belong, however not interchangeable. Improvement can indicate enhancing existing processes. Development suggests doing something meaningfully various. New knowledge points towards contribution, discovering, or advancement beyond regular maintenance.

That difference matters in file preparation. Organizations frequently have lots of quality improvement jobs, however not all of them belong in this component. Some are better placed as examples of expert practice or structural assistance. The greatest submissions under this domain are normally the ones that show a clear problem, a thoughtful response, and proof that the work advanced practice in a significant way.

This is likewise where discipline becomes critical. Teams sometimes attempt to dress ordinary implementation operate in the language of innovation. That seldom lands well. A more trustworthy technique is to be exact about what changed, why it altered, and what was found out. The current Magnet structure rewards compound over performance.
Empirical Results is the point where the model becomes undeniable
If there is one component that has changed organizational behavior the most, it is Empirical Outcomes. This is where claims about quality have to withstand measurement. It is one thing to describe a healthy expert environment. It is another to show outcomes that support that description.

ANCC's addition of Empirical Outcomes as a full element is among the clearest signals that the Magnet design is grounded in proof, not track record. That has practical repercussions. Healthcare facilities can not depend on tradition prestige, moving stories, or internal confidence. They need defensible results.

In practice, this component changes how Magnet work should be arranged from the start. If a team waits up until the composing stage to think seriously about results, it is typically far too late for anything but salvage work. Strong organizations develop their Magnet method around what they can measure, how they keep track of progress, and where they require enhancement time before submission.

A helpful reality check in Magnet ® Consulting is to ask a simple question: if every narrative sentence disappeared, what would the results still prove? That question can be uneasy, but it is clarifying. It presses groups to distinguish between admirable effort and showed excellence.
The 5 parts are not separate silos
One of the greatest errors companies make is designating each element to a different workgroup and then treating them as separate areas. On paper, that seems effective. In truth, it can create duplication, inconsistent messaging, and fragmented evidence.

The current structure works best when the components are comprehended as associated layers of one operating system. Leadership enables empowerment. Empowerment supports professional practice. Practice generates opportunities for improvement and innovation. All of it ought to ultimately be shown in results. When those links show up, the application ends up being far more persuasive.

A basic way to think of the flow is this:
Leaders set direction and priorities Structures enable nurses to act within that direction Professional practice reveals those dedications in client care Innovation and improvement improve the work over time Outcomes reveal whether the model is really working
That sequence is not a stiff formula, however it reflects the reasoning of the present design. It also reflects how high-performing companies typically run. Their nursing excellence is not separated. It is cumulative.
What the present structure indicates for written documentation
Magnet candidates send written documentation connected to Sources of Proof and the requirements in the Application Manual. That information modifications how organizations need to approach preparation. The model is conceptual, however the application is functional. Every broad concept eventually has to be equated into proof that fits ANCC's requirements.

This is where lots of teams discover that they have actually done strong work but saved it badly. Valuable examples are scattered throughout departments, performance reports, committee files, and presentations. Meanings may differ. Timelines can be fuzzy. A success everyone remembers may not be documented in such a way that supports submission.

That is one reason Magnet ® Consulting remains valuable even for mature organizations. The obstacle is rarely a total absence of excellence. Regularly, it is a failure to align proof with the existing design and the required paperwork structure. Excellent specialists do not create a story. They help organizations identify, organize, test, and refine the story their evidence can honestly support.

The written document stage also demands restraint. Teams naturally want to consist of every beneficial task, every management achievement, and every unit success. A better approach is selective and tactical. The greatest examples are not always the most dramatic. They are the ones that plainly fit the component, satisfy the evidence requirements, and hold together under review.
Designation is not the same as redesignation
Another practical point that shapes method is the difference in between initial designation and redesignation. ANCC explains that organizations that have actually currently earned Magnet Acknowledgment should pursue redesignation to continue being acknowledged. That might sound administrative, however it has real ramifications for how a company understands the model.

For novice candidates, the work typically fixates proving that the structures and results of excellence remain in place. For redesignation, the problem ends up being more requiring in a various method. The organization needs to reveal continuity, maturity, and sustained https://cesarkwny430.nexorafield.com/posts/magnet-r-consulting-guide-to-submission-milestones-for-magnet-applicants https://cesarkwny430.nexorafield.com/posts/magnet-r-consulting-guide-to-submission-milestones-for-magnet-applicants efficiency. It is insufficient to have actually been excellent once. The existing model anticipates quality that sustains and evolves.

That shift captures some companies off guard. They presume prior Magnet status will carry narrative weight by itself. It does not. Redesignation requires fresh evidence connected to the present standards and structure. In useful terms, that means organizations need to treat Magnet not as a regular occasion however as a continuous management discipline.
Timing, tools, and the hidden functional burden
ANCC posts present application and appraisal fee schedules independently, including an online application fee and appraisal evaluation fees due at the time of composed file submission. Charges matter, of course, but in my experience the operational burden is just as important to prepare for. The existing Magnet model asks for thoughtful preparation over time, and that means internal resources, cross-functional coordination, and continual executive attention.

ANCC also offers digital tools and guidance that support the appraisal process and interim tracking throughout classification. Those resources can help organizations remain organized, but tools do not change clarity. A digital platform can not repair weak governance, badly specified ownership, or outcome measures that were not tracked consistently. The organizations that use these assistances finest are normally the ones that currently have disciplined internal processes.

When a group undervalues this concern, the pressure appears all over. Supervisors are requested for documents on short due dates. Writers chase clarifications that must have been settled months earlier. Information owners and nursing leaders use different definitions. Spirits drops since the Magnet procedure starts to feel like extraction instead of expert affirmation. None of that is inevitable, but preventing it needs regard for the structure and rate of the work.
What experienced teams expect early
The existing Magnet model ends up being much easier to browse when a company understands its most likely pressure points in advance. In practice, a few styles appear consistently:
strong stories with weak documentation active councils with irregular feedback loops quality enhancement work mislabeled as innovation outcomes that are enhancing, however not yet stable leadership messages that do not completely link to frontline experience
None of these concerns suggests an organization is not Magnet-capable. They merely show where the existing structure demands sharper positioning. The worth of a seasoned review, whether internal or through Magnet ® Consulting assistance, is that it determines those weaknesses while there is still time to address them meaningfully.
The model rewards truth, not theater
The most productive way to check out the present Magnet structure is not as a branding architecture, however as a test of organizational integrity. Do leaders lead in methods staff can see and rely on? Do structures offer nurses genuine influence? Is professional practice meaningful? Does the organization enhance and learn in a disciplined way? Are the outcomes there?

That is why the design has held such influence. It connects values to proof. It enables companies to inform an expert story, however just if that story is substantiated.

For nursing leaders, educators, Magnet program directors, and consultants alike, the useful lesson is uncomplicated. Start with the existing five-component design exactly as it stands. Do not arrange the journey around nostalgia for the 14 Forces of Magnetism, around preferred tradition examples, or around whatever is most convenient to write. Arrange it around how ANCC specifies excellence now.

When a company does that well, the Magnet structure stops sensation like an external hurdle. It becomes what ANCC explains it as, a roadmap to nursing quality. And for teams doing major Magnet ® Consulting work, that is the real function of comprehending the present structure, not to produce a better application, but to help an organization demonstrate, with honesty and rigor, what exceptional nursing currently looks like and where it still requires to grow.

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

CHCM is a health care consulting and education firm founded in 1978 by nurse leader 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 transform 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>