The ANCC Magnet Model helps reframe the question for an organization from $$What do you do$?$ to $$What difference have you made?$($Drenkard$,2010).$ While understanding that outcomes accomplished are important, what other questions should be asked? Why are these other questions as or more important than identifying the differences in patient outcomes you and your organization have made?

Why is it important for leaders to avoid framing the Magnet status as a destination? If you have worked at a Magnet$-$recognized organization, how did the leadership and workforce frame this recognition? Is it an ongoing journey or a destination?

Does the leadership in your current or most recent work setting recognize the power of organizational culture? If they do$,$ what behaviors or actions do leaders take that make it evident they value the significance of culture? If you perceive that they do not, what makes you think that?

What are the first three $$cultural messages$$ nurses new to your organization learn about their practice and those they care for? Are these messages supportive of a culture of excellence?