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The Path to Building
a Successful Nursing
Career

Jennifer M. Manning

123
The Path to Building a Successful Nursing Career
Jennifer M. Manning

The Path to Building

a Successful Nursing
Career
Jennifer M. Manning
Louisiana State University Health Sciences Center
School of Nursing
New Orleans, LA, USA

ISBN 978-3-030-50022-1    ISBN 978-3-030-50023-8 (eBook)

https://doi.org/10.1007/978-3-030-50023-8

© Springer Nature Switzerland AG 2020

This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of
the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations,
recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or
information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar
methodology now known or hereafter developed.
The use of general descriptive names, registered names, trademarks, service marks, etc. in this
publication does not imply, even in the absence of a specific statement, that such names are exempt from
the relevant protective laws and regulations and therefore free for general use.
The publisher, the authors, and the editors are safe to assume that the advice and information in this
book are believed to be true and accurate at the date of publication. Neither the publisher nor the
authors or the editors give a warranty, expressed or implied, with respect to the material contained
herein or for any errors or omissions that may have been made. The publisher remains neutral with
regard to jurisdictional claims in published maps and institutional affiliations.

This Springer imprint is published by the registered company Springer Nature Switzerland AG
The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland
 V

I dedicate this book to Jason, my husband of 25 years. Without your support, this
book would not be possible. Thank you for supporting me on my career path.
Often, you did not know why I was on my path, and you helped me anyway. Thank
you for our many years together and our three beautiful children, Jason Jr.,
Jonathan, and Emily. Thanks for being a wonderful husband, and thank you for
loving me for who I am.
Preface

Over the last 20 years, I have mentored many nurses, faculty, and nursing students.
When working with nurses, I find they often need someone to layout a “path” for
advancing their career. I have not found a book that addresses career advancement
in this way. Many books cover elements of the path (salary, advanced practice
nurse training, etc.) but do not lay it out in a comprehensive manner.

Jennifer M. Manning
New Orleans, LA, USA
 VII

Preface

I have been a registered nurse (RN) for 20 years, an advanced practice RN for 13
years, and a registered nurse educator for 12 years. My decision to become an RN
did not “just happen.” My journey into the nursing profession resulted from an
inward journey and outward data gathering. I reflected on what I wanted in my life,
assessed my strengths, obtained feedback from people in my work and personal
life. I have been on a journey and feel fortunate that the path I have chosen was the
right one for me. I think I have been successful in my journey, partly because I
chose a path that matched what I wanted for myself and my skills.
My decision to advance my nursing career stemmed from me wanting more in
my career, knowing I could make a difference, and the courage to say, “I can do
this.” Yes, there were people around me who doubted my path would lead to suc-
cess and said: “you cannot be a mom of three children, married, work fulltime and
go back to graduate school.” I am so glad I did not listen to them! I now tell others
to follow their dreams and not to listen to the naysayers. Keep in mind; you may be
your worst enemy. Do not be afraid.
»» Your future won’t come to you, and you must go out and get it.
So why write this book? I worked as a director of an RN-BSN program for several
years and in that time found myself meeting with RNs who achieved an associate’s
degree or diploma and wanted more. I felt like a broken record when I talked about
the “path to building a successful nursing career.” I looked for books that they
could use to help guide the path and did not find one that met this specific need. I
then decided I would have to write one myself. So…. to all of you out there trying
to build a successful nursing career, this book is for you.

Jennifer M. Manning
New Orleans, LA, USA
Acknowledgments

This book would not be possible without all of those who have supported me in my
personal and professional life. My mother and father showed me that hard work
was an essential part of success. While I lost my mom far too soon in life, my dad
has remained a sounding board for me and always gives me his honest opinion and
encourages me to do my best in everything. My husband supported me in my
career. He has been a partner in life and supported me in good times and in bad.
My mentors have been invaluable to me throughout my career. Mentors led me to
nursing, and mentors have led me through my many nursing roles and positions.
Through their time and words of encouragement, they have shown me that success
is something you can achieve and to believe in yourself.
 IX

About the Book

My book is unique in that it will address career building through the lens of the
nursing profession. It is structured to begin with plotting the nursing career path.
7 Chapters 1 and 2 address self-assessment, goal setting, and self-discipline.
7 Chapters 3 and 4 address academic paths and non-academic paths of nursing
career advancement. 7 Chapter 5 addresses strategic path development, such as
internal motivation, risk-taking, and work-life balance. 7 Chapter 6 discusses net-
working, professional membership, work environments, and mentorship. 7 Chap-
ters 7 and 8 address professional growth topics such as civility, burnout, professional
development, and “keeping informed.” 7 Chapter 9 addresses specific profession-
alism topics such as professional behavior, ethics, social media, and executive pres-
ence. This book will fill a gap by serving as a reference and guide for nurses
interested in advancing their careers. No book gathers this information in one
place specifically for the professional nurse. The work will benefit anyone interested
in learning how to advance their career in nursing at any career level. The chapter
topics are relevant to today’s professional nurse.
 XI

Contents

I Plotting Your Career Path

1 Self-Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.1 I ntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.2 Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.3 Beliefs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1.4 Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1.5 Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
1.6 Personal Strengths and Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
1.7 Self-Awareness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
1.8 Emotional Intelligence (EI) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
1.9 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

2 Goal Setting and Self-­Discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

2.1  oal Setting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
G 25
2.2 Lifetime Goal Setting: Where Do You Want to Be in the Future? . . . . . . . . . . . . . . . . . . . . 26
2.3 Short-Term Goals: Where Do You Want to Be in the Next 5 Years? . . . . . . . . . . . . . . . . . 27
2.4 Self-Discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

II Building Your Career Path

3 Professional Nursing Career Paths: The Non-­academic Path . . . . . . . . . . . . . . 41
3.1 I ntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
3.2 Common Misconceptions in Nursing Careers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
3.3 Certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
3.4 Promotion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
3.5 Nursing Specialties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

4 Professional Nursing Career Paths: The Academic Path . . . . . . . . . . . . . . . . . . . 65

4.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
4.2 
Certified Nursing Assistant (CNA) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
4.3 Licensed Practical Nurse (LPN) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
4.4 Registered Nurse (RN) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
4.5 Master’s Degree . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
4.6 Doctor of Nursing Practice (DNP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
4.7 Advanced Practice Registered Nurses (APRNs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
4.8 Research-Focused Doctorate: Ph.D. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84

XII Contents

III Strategic Path Development

5 Charting YOUR Career Path: Internal Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
5.1 I ntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
5.2 Internal Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
5.3 Risk-Taking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
5.4 Maslow’s Hierarchy of Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
5.5 Work–Life Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99

6 Charting YOUR Career Path: External Strategies and Issues . . . . . . . . . . . . . . . 101

6.1  etworking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
N 103
6.2 Professional Organization Membership and Participation . . . . . . . . . . . . . . . . . . . . . . . . 107
6.3 Work Environments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
6.4 Nurse Work Environment Expectations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
6.5 Mentors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115

7 The Basics of Professional Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117

7.1  irst, Be Kind . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
F 118
7.2 Civility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121
7.3 Burnout . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131

8 Ensuring Continued Professional Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133

8.1 Leadership Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
8.2  eeping Current . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
K 141
8.3 Ongoing Professional Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146

9 Professionalism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
9.1  rofessional Behavior . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
P 149
9.2 Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158
9.3 Social Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162
9.4 Executive Presence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166
9.5 Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
9.6 Final Comments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171
 XIII

About the Author

Jennifer M. Manning
has 20 years of experience as a registered nurse and 12 years of advanced practice registered
nurse (APRN) experience. Manning has been a nursing educator since 2007. Manning
served as the Director of the RN-BSN program from 2012 to 2015 and currently serves as
the Associate Dean for Undergraduate Nursing Programs. Manning is actively involved in
the recruitment, progression, retention, and graduation of BSN nursing students. She has
taught BSN, MSN, DNP, and research-focused doctorate nursing students. She has men-
tored nursing students, nursing faculty, registered nurses, and advanced practice nurses. She
has authored and published approximately 20 journal publications and two book chapters.
She reviews for approximately 15 journals and book publishers. She has delivered more than
50 presentations to small and large audiences at the local, statewide, and national levels. She
has a variety of research interests, which aim to improve nursing education, nurse work
environments, and nursing leadership.
The author currently serves as Associate Dean for Undergraduate Nursing Programs at
Louisiana State University Health Sciences Center in New Orleans, LA. Dr. Manning is the
registered nurse (RN) researcher at a local Magnet Hospital. She lives in Metairie, Louisi-
ana, a suburb of New Orleans, Louisiana. She is a wife and mother of three beautiful chil-
dren (Jason Jr., Jonathan, and Emily). She has a large family and extended family who she
treasures greatly. She is passionate about her career in nursing and is a lifelong learner.
List of Abbreviations

AACN American Association of Colleges of Nursing

AANP American Association of Nurse Practitioners
ACN Association of Camp Nursing
ACRN Acute care registered nurse
ADN Associate degree nurse
AG-ACNP Adult-gerontology acute care nurse practitioner
AHRQ Agency for Healthcare Research and Quality
ANA American Nurses Association
ANCC American Nurses Credential Center
AONL American Organization for Nursing Leadership
APRN Advanced practice registered nurse
BLS Bureau of Labor Statistics
CCM Certified case manager
CCRN Critical care registered nurse
CE Continuing education
CNA Certified nursing assistant
CNL Clinical nurse leader
CNM Certified nurse midwife
CNS Clinical nurse specialist
COHN Certified occupational health nurse
CPHQ Certified professional in healthcare quality
CRNA Certified registered nurse anesthetists
EI Emotional intelligence
HWE Healthy work environment
HWNC-BC Health and Wellness Nurse Coach Board Certified
ICN International Council of Nurses
LACE Licensure, accreditation, certification, and education
LNC Legal nurse consultant
LPN Licensed practical nurse
NCSBN National Councils for State Boards of Nursing
NDNQI National Database of Nursing Quality Indicators
NINR National Institute of Nursing Research
NNP Neonatal nurse practitioner
NP Nurse practitioner
 XV
List of Abbreviations

NSNA National Student Nurses Association

PHN Public health nurse
RN Registered nurse
RN-BC Registered nurse board certified
SMART Specific, measurable, achievable, relevant, time-bound
 1 I

Plotting Your
Career Path
Plotting your career path is a purposeful and
intentional process. One’s career consists of a
combination of their work and personal life. A
career includes various roles, places, and cir-
cumstances encountered in a lifetime. A career
can be thought of as a life career development
and is a life process. A job is only one part of a
career and does not wholly represent the
career-building process. When one views their
career from a broad perspective, there is a
clearer understanding of the concept and the
scope from a career development perspective.

As a life process, career development is ongo-

ing and goes through various phases. I often
think of these phases as “chapters.” Some chap-
ters may include more growth than others. In
the growth chapters, a person strives to accom-
plish tasks that correspond to the various roles
in their career. Some chapters tell the story of
personal struggles we must all face. Some
chapters tell the story of personal and profes-
sional growth where we go beyond our current
stage in life and develop.

Career development is a process that under-

goes transition and change. A person is gather-
ing information for the next as they navigate
through their development. This transitional
process begins with a “looking inward.”
2

Contents

Chapter 1 Self-Assessment – 3

Chapter 2 Goal Setting and

Self-Discipline – 23
 3 1

Self-Assessment

1. Self assessment

Contents

1.1 Introduction – 4

1.2 Values – 4

1.3 Beliefs – 5

1.4 Skills – 5
1.4.1  ard Skills – 6
H
1.4.2 Soft Skills – 6

1.5 Vision – 7

1.6 Personal Strengths

and Weaknesses – 8

1.7 Self-Awareness – 12

1.8 Emotional Intelligence (EI) – 13

1.9 Conclusion – 19

References – 21

© Springer Nature Switzerland AG 2020

J. M. Manning, The Path to Building a Successful Nursing Career,
https://doi.org/10.1007/978-3-030-50023-8_1
 4 Chapter 1 · Self-Assessment

Can you learn to be a mirror for yourself?

1
1.1 Introduction

Conducting a self-assessment is essential in gaining insight into one’s values, skill

sets, strengths, and weaknesses. Through a self-assessment, one can begin to
understand their values and beliefs. They can understand what skills they pos-
sess. From there, one’s vision develops. One can identify their strengths and
weaknesses. By bringing this information to the forefront of one’s thinking, a
person can make better decisions when chartering a career path. A clear self-
assessment can assist in correcting areas in one’s life, which seems “off path” or
just does not “feel right.”
The first step in plotting a successful and rewarding career path should begin
with a self-­assessment. A self-assessment includes learning about oneself so that a
career trajectory can be selected, which is the best fit for you. The purpose of a self-­
assessment provides some direction about the type of career you should consider
pursuing. A self-assessment is a data-gathering and evaluation process where work-
related values, beliefs, skills, vision, strengths, and weaknesses are evaluated.
The best way to begin a self-assessment is through a formal approach. Many
tools exist to assist with completing a formal self-assessment. When conducting a
self-assessment, it is crucial to reflect. A self-assessment requires time, honesty with
yourself, and writing reflective thoughts. It is also essential to ask for feedback
from others about your reflection as you develop a plan to move forward on your
career path based on the insights you obtain.

1.2 Values
The definition of “values” is the ideas and beliefs which are of importance to you
(Merriam-Webster’s 1999). Examples of values may include job security, auton-
omy, prestige, flexible work schedules, leisure time, or high salary. Understanding
which values are of importance to you and ensuring your values are supported in
your future career can lead to high-level job satisfaction and further career devel-
opment. Values are typically stable for most people. They do not have strict bound-
aries. As you grow and develop, your values may change somewhat. For example,
income may be a priority in your life at some point in your career; work–life bal-
ance may be a priority at another point in your career. Values change over time
because you, as a person, grow and develop. For example, if you marry and/or have
children, the belief regarding what is important to you changes. Keeping in touch
with your values is key to building a successful nursing career.
When the things you do in your life, such as your career and hobbies, match
your values and beliefs, you are often satisfied with your life. When your career and
hobbies do not match, life may feel “off ” or like something is “wrong,” eventually
leading to unhappiness. When you understand your values, you can make the right
decisions to some of the essential questions in your life. For example, you may be
wondering where to go in life. Understanding your values can help you evaluate
1.4 · Skills
5 1
and decide if you should stay in this job, should I accept this promotion, should I
follow tradition or start a new path in my life?

Case Example 1.1 Sample Questions to Ask When Exploring Personal Values

Consider the following questions. Using a journal, write the answer to the following
questions:
Step 1:
(a) Think of a happy time in your life. What were you doing? If you were with
­others, who were they? What factors contributed to your happiness?
(b) Think of a time, you were proud. Why were you proud? Did others share your
pride, who? What factors contributed to your pride?
(c) When have you been fulfilled and satisfied? What desire was fulfilled? How did
the experience give your life meaning? What other factors contributed to your
feelings of satisfaction?

Step 2:
(d) Based on these questions, list your values. Then prioritize them.

Step 3:
(e) Reaffirm your values by asking: do these values make you feel good about your-
self ? Are you proud of the top three you have chosen? Would you be comfortable
and proud to tell those you respect and admire? Do these values represent you,
even if it is not the most common values for others?

1.3 Beliefs
Beliefs are different from values (. Table 1.1). Beliefs are the essence of how peo-
ple see themselves, others, the world, and the future (Merriam-Webster’s 1999).
Core beliefs can both positively and negatively impact one’s interpretation of social
interaction. Taking the time to consider which beliefs are essential to you is a criti-
cal step in self-assessment. Once you understand your beliefs, you can identify:
55 What must you have in your career to grow and develop?
55 What would you like to have in your career, but isn’t necessary for your career
to grow and develop?
55 What is least important to you?

1.4 Skills

»» If you do not have the time to do it right, when will you find the time to do it over?
Skills are defined as the expertise needed to do a job (Merriam-Webster’s 1999).
Different types of skills exist, which can be divided into two categories: hard and
soft.
 6 Chapter 1 · Self-Assessment

1 ..      Table 1.1 Values and beliefs comparison

Values Beliefs

Principles or standards of behavior Conviction or acceptance that something exists or is

The judgment of what is essential in
life
Affects behavior and character
Some examples: courage, respect,
compassion
Relates to everyday life
true, often without evidence
Affects your morals and values
Some examples: “God created the world,” “cheating is
immoral,” or “lying is bad.”
Often relates to religious or spiritual beliefs

Mckay (2019)

1.4.1 Hard Skills

Hard skills are easily measured. They consist of facts learned during formal educa-
tion or training. Hard skills include technical expertise such as the ability to care
for a patient on a ventilator or complete a patient medical history assessment.

1.4.2 Soft Skills

Soft skills are more challenging to measure. They are less tangible. A person
acquires soft skills during life experiences. Examples of soft skills include commu-
nication abilities and interpersonal skills. The skills acquired during life experi-
ences can lead to a career. For example, if a parent is a musician and teaches their
child how to navigate in the music industry and how to sing. The acquired skills
may lead to an eventual music career.
When considering what skills are needed in your identified nursing career path,
you should explore what skills are required in order to be successful in that specific
field of nursing. For example, if you are interested in becoming a hospice nurse,
you may want to evaluate how you feel about working with not only patients but
families. Hospice nurses work with patients at the end of life where significant oth-
ers and families are typically intimately involved. Their work includes caring for
dying patients and their families. If you are interested in this holistic approach to
nursing and feel you have the soft skills for this nursing field, it may be an area you
should consider.
In contrast to hospice nursing, if you are interested in becoming a certified reg-
istered nurse anesthetist (CRNA), you may want to evaluate how you feel about
working in operating rooms where the patients are typically not awake. The envi-
ronment is fast-paced, and the education required for this field of nursing requires
training beyond a bachelor’s degree in nursing (a doctoral degree in nursing is
required). If you have the soft skills for working in a fast-paced, highly technical
field of nursing, and the perseverance to complete many years of nursing educa-
tion, CRNA may be an area you should consider.
1.5 · Vision
7 1
Case Example 1.2 Questions to Facilitate the Identification of Nursing Career for You

Consider the following questions. Write your responses in a journal.

(a) What technical skills can you develop that would enhance your current position
or help you expand your skillset for future career development? Some examples
include improving your public speaking, writing, negotiation, or project plan-
ning skills.
(b) What competencies can you develop that would enhance your current position
or help you expand your skills for future career development? Some examples
include flexibility, time management, stress management, or assertiveness.
(c) What areas of self-management or personal growth would enhance your ability
to develop your career path? Some examples include goal setting, decision-­
making, confidence in taking charge, or leadership skills.

1.5 Vision

Vision is a plan, mission, and direction for your life. It is your brand. It is your phi-
losophy and what you feel you would like to become in life. This process is internal
and comes from self-reflection and thought. The development of a vision requires
understanding yourself first. You must know yourself and not try to copy others.
You may want to adopt other people’s vision but, ultimately, it should be your vision.
»» Your vision drives your purpose.
The goal of developing a vision is to see your vision in detail and strive to achieve
your vision. If you are not sure where to start, consider, are you drawn to technol-
ogy and fascinated by the opportunities technologies bring us? Are you drawn to
bringing order in chaotic situations or more regularity every day? Are you ener-
gized more by working with very young or very old? Once you successfully identify
your vision, or your direction in life you are beginning to identify your brand.

Case Example 1.3 Strategies in Vision Development

There are several strategies one can use when developing a personal vision state-
ment. Using your journal complete the following:
(a) Write down your vision statement. First, assess your needs, values, and interests.
Provide yourself with adequate time to reflect and write down ideas as they
come to you. Be sure to write nouns that describe you as a person (e.g., regis-
tered nurse (RN), parent, volunteer)
(b) Next, write down verbs associated with your vision (e.g. teach, runner, helps
others, reader, writer).
(c) Next, visualize a picture of how you envision a perfect world. For example, “A
perfect world is a place where no one suffers,” or “everyone has enough money.”
(d) Lastly, combine all the elements you reflected on and wrote above. An example
of a vision, “my vision is to be an educator and to be known for inspiring stu-
dents to be the best they can be.”
 8 Chapter 1 · Self-Assessment

Once you complete the evaluation of your values, beliefs, skills, and vision, you
1 can begin to self-assess where you may want to go in your nursing career. Alignment
of your career with your values, beliefs, skills, and vision can lead to satisfaction,
fulfillment, and a sense of happiness. If you misalign your career with your values,
beliefs, skills, and vision, you run the risk of minor to major problems. Problems
could include misery, depression, or physical illness (Loffredo 2017). Identification
and exploration of your values, beliefs, skills, and vision are part of a self-aware-
ness journey. This journey should be intentional.
There are many resources available to assist in a self-awareness journey. Johnson
and Johnson© (2019) has an online quiz to help a person evaluate where they want
to go on their nursing career journey. The quiz begins with the following state-
ments:
55 I am thinking about nursing school
55 I am in nursing school
55 I am a nurse

As one works through the questions, they are assisted in directing you on your
career journey and aligning a nursing specialty that fits with your interests. The
resource can be found by going to the following link: 7 https://nursing.­jnj.­com/
find-my-specialty/

1.6 Personal Strengths and Weaknesses

»» I am only one: but still I AM ONE. I cannot do everything, but I can still do some-
thing. And because I cannot do everything, I will not refuse to do the something that
I CAN DO. —Helen Keller

»» The biggest communication problem is we do not listen to understand. We listen to

reply. —Bernard Shaw

Strengths are personal attributes cultivated over time. They may include a positive
attitude, a willingness to learn, flexibility, integrity, dependability, friendliness, per-
sistence, etc. Weaknesses are shortcoming, and knowing your weaknesses demon-
strates how well you know yourself. When you know your weaknesses, you can take
steps to improve. Weaknesses can include a skill which has not been learned, such
as computer skills or training with a specialized piece of equipment. Another type
of weakness could be poor communication or social skills. Specific examples could
include poor organization, low patience, risk-taking, too much honesty, poor del-
egation, lack of creativity, and little flexibility. Weaknesses in interpersonal skills
could consist of being too sensitive, too critical of others, frustration with under-
performing colleagues, or confrontational.
One can make the most of talents through a personal SWOT analysis
(Osterwalder and Pigneur 2010). SWOT refers to an analysis of strengths, weak-
nesses, analysis of opportunities, and threats that flow from them. SWOT is a use-
ful tool that can assist in uncovering opportunities that would otherwise possibly
remain hidden and prevent personal growth. A personal SWOT analysis can
1.6 · Personal Strengths and Weaknesses
9 1
..      Fig. 1.1 SWOT (Osterwalder
and Pigneur 2010)
S W
strengths weaknesses

O T
opportunites threats

Consider the following questions as you evaluate your strengths. Write them in your
journal.

• Do you have any advantages when you compare yourself to others? These may include
education, skills, connections, etc.

• Do you “do” something well (when compared to others)?

• What do others see as your strengths? (You can ask them!)

• What values do you feel others fail to show?

• What achievements which make you proud?

• Do you have connections with others? Who are they? What is their expertise?

..      Fig. 1.2 SWOT—strengths analysis (Osterwalder and Pigneur 2010)

quickly be conducted by examining the following questions in an objective way and

from your perspective (. Fig. 1.1).
Strength is where you excel. It is your unique qualities that set you apart from oth-
ers. For example, do people describe you as a caring person? Do they describe you as
well-organized? Are you known for being adaptable or flexible? These strengths sepa-
rate you from others and are part of your unique brand (. Figs. 1.2 and 1.3).
Weaknesses are areas where can improve. For example, do you know that you
become easily stressed in highly uncertain times, or do you adjust? Are you a very
social person, or do you prefer to work alone? Do you fear talking in front of large
groups of people? Do you dislike formal education training programs? Knowing
your weaknesses helps you understand what drives you. While you can work on
your weaknesses and improve them, this work will require motivation and perse-
verance (. Figs. 1.4 and 1.5).
Opportunities are external factors that can give you an advantage. For example,
do you know people who work in the field where you want to build your career
eventually? Do you have a reliable support system to help you while you are in
school or studying for a certification? These opportunities can help give you an
advantage, which results in the increased likelihood of being successful on your
journey (. Fig. 1.6).
 10 Chapter 1 · Self-Assessment

1 Interpersonal Work ethic Soft skills Hard skills Academics

• Compassion • Loyal • Creative • Computer • Strong

literate grammar
• Optimism • On time • Delegates and
• Bilingual writing
• Delegates • Committed • Organized skills
• Competency
• Fair • Reliable • Impartial • Focused

• Patience • Able to handle • Good test-

multiple taking
• Courage projects at one skills
time
• Critical • Good
thinking • Recognizes study
others skills
• Communicates
• Doesn’t
• Accepts overextend
constructive oneself
criticism
• Knows when
good enough

• Work/life
balance

..      Fig. 1.3 Examples of strengths (Osterwalder and Pigneur 2010)

Consider the following questions as you evaluate your personal weaknesses:

• What do you avoid because you feel a lack of confidence?

• What do others see as your weaknesses?

• What area of your skills/education do you feel are your weakest?

• Do you have negative work habits? What are they? (ex. poor stress management,
persistently late, disorganization)

• Do you have personality weaknesses? Ex. Fear of public speaking, fear of leading, fear of
conflict?

• You can ask others for input here. Observe how you compare to others' performance.

..      Fig. 1.4 SWOT—weaknesses analysis (Osterwalder and Pigneur 2010)

1.6 · Personal Strengths and Weaknesses
11 1

Interpersonal Work ethic Soft skills Hard skills Academics

• Confrontational • Does not • Not • Poor • Challenged

finish projects creative Computer in a course
• Covers for others literacy
• Too detailed • Poor • Poor
• Expects too delegation • Doesn’t writing
much from • Too much speak skills
others multitasking • Poor foreign
organization language • Overly
• Frustration with • Take credit involved
underperformance for group • Impatient • Poor in
of others work speller activities
• Risk taker
• Fear of public • Take on too • Poor • Spends
speaking much at once • Overly writer too much
honest time on
• Critical of others • Too detail • Lack assignments
oriented technical
• Internalizes knowledge • Challenged
others problems • Perfectionist in an area of with
patient standardized
• Overly sensitive • Procrastinator care tests

• Works too
much

..      Fig. 1.5 Examples of weaknesses (Osterwalder and Pigneur 2010)

Consider the following questions as you evaluate your opportunities?

• Is there something you need to understand better? Ex. Technology, networking, policy?

• Where is your current industry going? Are you taking advantage of the current market
and future trends?

• Do you have a network of mentors who can advise you?

• How does your organization compare to competitors? Are there areas of weakness?

• Is there a need in your organization that no one is filling?

• Are their consistent complaints from customers in your company? Do you have a
solution?

• Some strategies to address opportunities include learning new information through

networking, education, or professional development. Do you need to advance a skill?
Such as speaking, conflict management. When you look at your strengths, weaknesses,
or opportunities, do you see any opportunities which open up if gaps were addressed?

..      Fig. 1.6 SWOT—opportunities analysis (Osterwalder and Pigneur 2010)

 12 Chapter 1 · Self-Assessment

1 Consider the following as you evaluate your threats:

• Do you face any significant work obstacles?

• Are you in competition at your work for a project or a new role?

• Is your job changing?

• Is technology threatening your job?

• Are your weaknesses a threat? If so, which ones?

• By answering these questions, you can identify what you need to work on and put
problems in the forefront of your perspective and assist with focus on improving you.

..      Fig. 1.7 SWOT—threats analysis (Osterwalder and Pigneur 2010)

Threats are factors that can result in harm. For example, do you have numerous
responsibilities in your personal life, which may take up your time when pursuing
a new career? Do you have weaknesses you may not be able to overcome, such as a
disability? Do you live far from a college or hospital where you want to work?
Threats can be addressed and overcome. They are barriers we face, not deal-­
breakers. Understanding your threats helps you decide on the best career path,
which is most likely to lead to success (. Fig. 1.7).
A SWOT analysis is a great way to guide personal career development. It
requires the identification of strengths and weaknesses. It then moved to the iden-
tification of opportunities and threats. Following this analysis, one can brainstorm
ideas and envision using the information you may not have been previously aware
of before this personal SWOT exploration. Through SWOT analysis, one can
develop a strategy for career development and filter down what needs to be done to
be successful (Osterwalder and Pigneur 2010).

1.7 Self-Awareness

Self-awareness was first theorized in 1972 by Duval and Wicklund in the book, A
Theory of Objective Self Awareness. The book explores the vital need to focus our
attention on ourselves in an “inward” fashion. Self-awareness is a personal develop-
ment tool and facilitates an understanding of values, strengths, weaknesses, habits,
and why we react in a certain way. Those with strong self-awareness are best able to
guide their future by controlling their reactions and behaviors through awareness.
They can focus on their emotions and reactions. They are more “in control.”
There are two types of self-awareness: internal and external. Internal self-­
awareness is how we see our values, reaction, fit with our environment, and our
impact on others. Those with high levels of internal self-awareness are more likely
to be successful in their jobs and relationships. External self-awareness is how oth-
ers view our values, reactions, fit with the environment, and our impact. Those with
high levels of external self-awareness have more empathy and more willing to
1.8 · Emotional Intelligence (EI)
13 1
..      Fig. 1.8 Types of
self-awareness (Eurich 2018) Internal self External self
awareness awareness

• Clarity regarding • Focus on appearing

“who you are” a certain way to
• Know what you others
want to accomplish • Value others
opinions

understand others’ perspectives. Employees are often more satisfied with those
with high levels of external self-awareness. Many people believe their self-­awareness
is strong; unfortunately, they overestimate this ability. The . Fig. 1.8 above maps
the two self-awareness types.
Self-awareness is a necessary process to help us understand ourselves. Knowing
yourself helps you to understand how external factors affect you. You can then use
this knowledge to be your best self and develop. A strong sense of self-awareness
can guide the journey on your career path. Self-awareness will guide where you
need to build your skills, self-discovery, and uncover bias. Self-awareness can
improve your skills as a registered nurse (RN) by enhancing your ability to create a
therapeutic environment for patients and in your communication with others. The
power of becoming more self-aware is a journey, and you must travel down the
path of personal self-improvement if you aim to improve your self-awareness.

Case Example 1.4 Self-Awareness Strategies

To become more self-aware, you must consistently do the following.

55 Look at yourself objectively
55 Keep a journal
55 Write goals, plans, and prioritize
55 Self-reflect every day
55 Mediate and perform mindfulness techniques
55 Complete personality tests
55 Ask trusted friends and colleagues to describe you (Eurich 2018)

Once you build your self-awareness, you will find you are more confident and cre-
ative. You will make better decisions, build stronger relationships, and communi-
cate more effectively.

1.8 Emotional Intelligence (EI)

Most of us recall a specific emphasis on evaluating our intelligence during our time
in school when we took courses like Math and English. Historically, intelligence
 14 Chapter 1 · Self-Assessment

..      Fig. 1.9 Goleman emotional

1 intelligence characteristics
(Goleman 1995) Self
awareness

Social Self
skills regulation
Emotional
intelligence

Motivation Empathy

quotient (IQ) was the best way to measure academic performance and, ultimately,
personal and professional success. For some time, research has been conducted to
validate this belief. Recent findings have revealed that IQ plays a role but doesn’t
explain the reasons for personal success. IQ accounts for 25% of success in one’s
career. Emotional intelligence (EI) is another element in career success, which may
be more important than IQ.
Daniel Goleman popularized emotional intelligence (EI) in his publication,
Emotional Intelligence, published in 1995, based on years of research. Mr. Goleman
aimed to investigate why some people were more successful than others in work
and life and why they were successful. He concluded that Emotional Intelligence
(EI) consists of five essential characteristics. They include self-awareness, self-­
regulation, empathy, motivation, and social skills (. Fig. 1.9).
By definition, Emotional Intelligence (EI) is the ability to manage one’s emo-
tions as well as other’s emotions, especially in sensitive situations. An emotionally
intelligent person has the ability to:
55 Manage other people’s emotions
55 Regulate their own emotions
55 Understand how their emotions impact others
55 Know how to interpret their emotions
55 Identify what they are feeling (Goleman 1995)

Emotional Intelligence (EI) can be naturally inherited, but it can also be developed
through practice. The practice includes adapting the Emotional Intelligence (EI)
characteristics to ensure they help promote emotional intelligence.

zz Emotional Intelligence (EI) Characteristic: Self-Awareness

Self-awareness includes self-confidence. Self-awareness was the title of this chapter
and has been described in depth. From an emotional intelligence perspective, self-­
1.8 · Emotional Intelligence (EI)
15 1
..      Fig. 1.10 Self-awareness
(Goleman 1995)

• Emotions
Self • Strength
awareness • Limitations
• Actions

..      Fig. 1.11 Self-management

(Goleman 1995)

• Management
Self of emotions
management • Management
of impulses

awareness is the ability to recognize four concepts: your emotions, strengths, limita-
tion, and actions. One must understand how these concepts affect others around
you. The benefit of self-awareness is you not only handle constructive criticism well,
but you use it constructively to improve yourself. You begin to know your strengths
and weaknesses and use this knowledge to improve yourself and your job perfor-
mance. For example, in my job, I travel a lot, and my major weakness is a “poor
sense of direction.” Armed with this understanding, I overplan when I need to
know where I am going. I invest more time planning how I will get where I need to
go, and I allow much more time than is necessary to get there (. Fig. 1.10).

zz Emotional Intelligence (EI) Characteristic: Self-Management

Self-management includes self-control. Self-management is the ability to manage
your emotions and impulses wisely. Through self-management, you show restraint
or show helpful emotions in certain situations. For example, when you are stressed,
through self-regulation, you can better express yourself or recognize you need a
break to recompose yourself. The benefit of self-management is that you earn trust
and respect from others. You can use self-management when adapting to change.
Self-management helps you to react rationally in stressful situations. Self-­
management can be improved by taking responsibility when a mistake is made. Do
not blame others. When you admit your mistakes, you feel less guilty, and others
form respect about you (. Fig. 1.11).
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25
10478 Flickson J Oct 7
4808 Fitzgerald —— Aug 5
Wilder’s
5078 Frank F M Aug 8
Bat
Fox Henry, Cit
5609 Aug 14
Teamster
7643 Ford P, Teamster Sept 3
Keyes’
9084 Foucks H C Sept 18
Ind C
11315 Ferrall M C, Teamster Oct 22
2529 Gildea D, Cit July 1
4115 Grogran D July 28
4747 Gishart J Aug 5
6139 Graham E, Citizen Aug 19
7854 Gorb S Sept 5
9747 Goodman J O Sept 25
10672 Gillman John Oct 11
11862 Goodyear F, Citizen Nov 6 64
10717 Graves Wm E Oct 11
219 Heartless S Mar 29
Hammond S,
264 Mar 31
Teamster
Hoffman Chas, Cit
606 Apr 13
Team
Harkins John,
1274 May 22
Teamster
Hammond J, Cit June
2370
Team 23
Hudson G W, Cit
3222 July 12
Team
4244 Hughes P July 29
Hanmay D, Cit
6670 Aug 18
Teamster
8055 Herriage J, Teamster Sept 7
 8756 Harkins D S, Cor MMB Sept 14
9006 Hyatt J Sept 17
9051 Hulbert J H S Sept 17
9297 Hall M AAS Sept 19
Hart Isaac, Cit
9425 Sept 21
Teamster
10262 Hines Daniel Oct 3
10331 Hopkins John Oct 4
11934 Heckinbridge —— Nov 9
12456 Harrington J, S’t Jan 15 65
8722 Imhagg —— Sept 14 64
Jones Chas, Cit
4794 Aug 5
Teamster
6854 Jacobs W C, Citizen Aug 25
Johnson J, Cit
12714 Mar 1 65
Canada
June
2203 Kingland W H, Cit 64
20
June
3515 Kerr E, Cit Teamster
18
Kins W H, Cit
6273 Aug 20
Teamster
Knight J B, Cit
7864 Sept 5
Teamster
Kellogg E L, Cit
9467 Sept 21
Springf’d
546 Lee Jas, Cit Teamster Apr 14
June
1772 Lafferty Wm Ring Bat
5
3689 Lummo Rob’t, Citizen July 21
Ringold
10353 Linton E Oct 5
Bat
76 Morton J B Ring Cav A Mar 20
203 McMahon Pat Mar 28
Morrison F, Cit
220 Mar 29
Teamster
865 Mower W, Cit May 3
2285 McAtie M, Teamster June
 21
Manning B F, Cit June
2432
Team 24
June
2373 McEnshon Peter
23
3450 Moyer J July 17
4017 Messenger H M, Cit July 26
Morland J S, Cit
5387 Aug 12
Team
5996 McGee J Aug 17
6380 McKenna F Aug 21
8039 McGuire J, Cit Sept 6
9135 Myers Jno Sept 18
9247 McDonald J Sept 19
Munch Christian, Top
9616 Sept 23
Eng
McDonald H H, Cit
12535 Jan 27 65
Ohio
Monteith M, Cit
6666 Aug 24 64
Teamster
Newton Wm,
184 Mar 27
Teamster
7074 Norton E, Citizen Aug 28
8510 Nichols J, Team Army Cor Sept 12
4190 Osborne J, Citizen July 28
5414 Oliver W W Aug 12
Pringle Wm, Cit
719 Apr 25
Teamster
Podzas L, Cit June
1855
Teamster 12
5920 Poole C Aug 17 64
8893 Powers G, Citizen Sept 16
9010 Potter S D Sept 17
9366 Phillips B B, Teamster Sept 20
Parker Jas, Cit
12354 Dec 29
Teamster
10100 Parkhurst W L MMB 1 Sept 30
 853 Quinn Jas, Citizen May 3
Quinlan P, Cit
5394 Aug 12
Teamster
5768 Quinn ——, Citizen Aug 15
Reed A R,
3542 July 18
Independent
3779 Rand J, Cit Teamster July 22
5986 Ronley J Aug 17
10111 Rendig C H, Citizen Oct 1
10453 Ryan John, Citizen Oct 7
11131 Reien R, Citizen Oct 18
1
11703 Richardson J C MMB Oct 30
I
449 Scott Blair, Citizen Apr 9
June
2431 Smith P, MMB
24
St Clair Benj, Cit June
2440
Team 25
June
2552 Slater Chas, Cit Team
27
Spicer W, Cit
2959 July 6
Teamster
3000 Stout Chas, Citizen July 7
3662 Shunk J, Citizen July 20
Bridge’s
4008 Smith H July 26
Bat
4843 Sawyer J D Aug 6
9729 Stanton J, Citizen Sept 25
10815 Smays David Oct 12
Thompson Jno,
136 Mar 24
Teamster
June
1531 Tullis L B G, Citizen
1
June
2693 Thompson Geo
30
Thomas J H, Cit
3409 July 16
Team
3896 Taylor J W, Citizen July 24
12337 Tucer B, Citizen Dec 26
Indiana
9397 Ulmgender G MMB C Sept 21
Ringold
9497 Vankirk W Sept 21
Bat
Vandier W M, Cit Phil
9688 Sept 24
Pa
799 Wilkins A, Cor Ring Bat Apr 29
Welsh G L, Cit
1092 May 14
Teamster
White George,
1121 May 15
Citizen
Ringold
2784 Wilson D E July 2
Bat
Weir ——, Cit
10953 Oct 14
Teamster
Knapp’s
11606 Woods R C Oct 28
Bat
Wright Chas, Cit
4730 Aug 4
Team
4869 Ward John, Cit Team Aug 6
9043 Williams F G Sept 17
10075 Wentgel Thos Sept 30
Young Henry, Cit
4127 July 28
Team
Young D, Cit
12246 Nov 8
Teamster
Total 165.

MEN THAT WERE HUNG.

Sarsfield 144 July
1 NY 64
Jno - 11
Collins 88 July
2 Pa
Wm D 11
3 Curtis RI 5A July
 Chas Art 11
Delaney 83 July
4 Pa
Pat E 11
US July
5 Mun A
Navy 11
Rickson W US July
6
R Navy 11
Recapitulation of Deaths by States.

ALABAMA, 15 NEW JERSEY, 170

CONNECTICUT, 315 NEW YORK, 2,572
NORTH
DELAWARE, 45 17
CAROLINA,
DIST. OF
14 OHIO, 1,030
COLUMBIA,
ILLINOIS, 850 PENNSYLVANIA, 1,811
INDIANA, 594 RHODE ISLAND, 74
IOWA, 174 TENNESSEE, 738
KANSAS, 5 VERMONT, 212
KENTUCKY, 436 VIRGINIA, 288
LOUISIANA, 1 WISCONSIN, 244
MAINE, 233 U. S. ARMY, 399
MARYLAND, 194 U. S. NAVY, 100
Citizens,
MASSACHUSETTS, 768 Teamsters, 166
&c.,
Men that were
MINNESOTA, 79 hung by the 6
Prisoners,
Unknown U. S.
MICHIGAN, 630 443
Soldiers,
Died in Small-
MISSOURI, 97 68
Pox Hospital,
Total 12,912
 The following exhibit, as collated from the Hospital
Register and Prison Records, will be found to be as
correct as any yet published:

Total Number of Prisoners on hand

at end of
November,
April, 1864, 10,427 1,359
1864,
December,
May, 1864, 18,454 4,706
1864,
January,
June, 1864, 26,367 5,046
1865,
February,
July, 1864, 31,678 5,851
1865,
March,
August, 1864, 31,693 3,319
1865,
September,
8,218 April, 1865, 51
1864,
October,
4,208
1864,

Deaths in Stockade and Hospital

during the Existence of the Prison.
October,
March, 1864, 283 4,590
1864,
November,
April, 1864, 576 492
1864,
May, 1864, 708 December, 160
 1864,
January,
June, 1864, 1,201 190
1865,
February,
July, 1864, 1,817 139
1865,
March,
August, 1864, 3,076 192
1865,
September,
2,794 April, 1865, 32
1864,[B]
Total 12,912

[B] The greater number of deaths in

September and October, in proportion to
the number in prison, will be explained by
the fact that all the well men were
removed from Andersonville in these
months, and none were left except the
sick and wounded.
Day and date of greatest number of Prisoners at
Andersonville—33,114—August 8th, 1864.
Day and date of greatest number of deaths,
August 23d, 1864, 127.
Number of Prisoners received during its
occupation, 45,613.
Daily average of deaths during its occupation,
29¾.
 Ratio of mortality per 1,000 of mean strength, 24
per cent.
Mortality of 18,000 registered patients, 75 per cent.

The Diseases of which the Prisoners

died will be found in the following
classification:
Anasarca, 377 Hydrocele, 1
Asphyxia, 7 Hemorrhoids, 1
Ascites, 24 Jaundice, 9
Asthma, 3 Laryngitis, 4
Bronchitis, 93 Nostalgia, 7
Catarrh, 55 Nephritis, 4
Constipation, 5 Phthisis, 137
Diarrhœa,
4,000 Pleuritis, 54
Chronic,
“ Acute, 817 Pneumonia, 321
Debilitas, 198 Paralysis, 1
Diphtheria, 3 Rheumatism, 83
Dyspepsia, 2 Scurvy, 3,574
Diabetes, 1 Syphilis, 7
Dysenteria, 1,384 Scrofula, 3
Erysipelas, 11 Stricture, 1
Febris
229 Sunstroke, 52
Typhoides,
Fistula, 2 Small Pox, 68
Fracture, 1 Vaccine 4
 Ulcers,
Febris Gunshot
177 155
Remittens, Wounds,
Gonorrhœa, 3 Unknown, 443
Hung in
Gangrene, 678 6
Stockade,
Total 12,912
A L i s t o f O ff i c e r s I m p r i s o n e d a t
Camp Asylum, Columbia, S.C.

Aldrich C S, Cap 85th N Y Vol

Austin J W, L’t 5th Iowa Cav
Alters J B, Cap 75th O Vol
Albaugh Wm, Cap 51st Pa Vol
Alger A B, L’t 22d O Bat
Avery W B, Cap 132d N Y Vol
Allender W F, L’t 7th Tenn Cav
Adair W A, L’t 51st Ind Vol
Albro S A, L’t 80th Ill Vol
Adams J, L’t “ “
Allstaedt C L, Adj 54th N Y Vol
Ahern M, L’t 10th W Va Vol
Ahlert T H, L’t 45th N Y Vol
Adams C A, Cap 1st Vt Cav
Alban H H, Cap 21st O Vol
Andrews H B, Cap 17th Mich Vol
Apple H, L’t 1st Md Cav
Anderson C S, L’t 3d Iowa Vol
Allee A, L’t 16th Ill Cav
Abernathy H C, A Adj “ “
Acker G D, L’t 123d O Vol
Adkins P, L’t 2d Tenn Vol
Aigan John, Cap 5th R I Art
Adams J G B, L’t 19th Mass Vol
Alexander E P, L’t 26th Mich Vol
Anderson H M, L’t 3d Me Vol
Anderson J F, L’t 2d Pa Art
Anderson R W, L’t 122d O Vol
Andrus W R, L’t 16th Conn Vol
Abbey A L, L’t 8th Mich Cav
Arthur J A, Cap 8th Ky Cav
Arthurs S C, Cap 67th Pa Vol
Allen S, Cap 85th N Y Vet Vol
Adams S B, Cap “ “ “
Andrews S T, L’t “ “ “
Albright J, Cap 87th Pa Vol
Abbott A O, L’t 1st N Y Drag
Armstrong T S, L’t 122d O Vol
Airey W, Cap 15th Pa Cav
Appleget A S, L’t 2d N J Cav
Allen Robert, L’t 2d N J Drag
Auer M, Cap 15th N Y Cav
Anshutz H T, L’t 12th W Va Vol
Adams H W, L’t 89th O Vol
Austin G A, R Q M 14 & 15 Ill V Bat
Albin H S, L’t 79th Ill Vol
Andrews E E, L’t 22d Mich Vol
Alden G C, R Q M 112th Ill Vol
Ashworth J H, Col 1st Ga U Vol
Adams W C, L’t 2d Ky Cav
Amory C B, Cap A A Gen
Affleck E T, Adj 170th O Nat Gds
Alexander A H, Cap 103d Pa Vol
Abbott E A, L’t 23d O Vet Vol
Belger James, Cap 1st R I Art
Baker S S, L’t 6th Mo Vol
Butler C P, L’t 29th Ind Vol
Baird J F, L’t 1st W Va Vol
Bricker W H, L’t 3d Pa Vol
Bick W C, Cap 62d Pa Vol
Braiday Count S, L’t 2d N J Cav
Bulon A, L’t 3d N J Cav
Burdick C H, Cap 1st Tenn Cav
Bartram D S, L’t 17th Conn Vol
Brown J A, Cap 85th N Y Vet Vol
Bradley A B, R Q M “ “ “
Butts L A, L’t “ “ “
Bowers G W, Cap 101st Pa Vol
Benner H S, Cap “ “
Bowers G A, L’t 16th Conn Vol
Blakeslee B F, L’t “ “
Bruns H, L’t “ “
Bryson R R, L’t 103d Pa Vol
Burns S D, L’t “ “
Bierbower W, L’t 87th Pa Vol
Beegle D F, L’t 101st Pa Vol
Bryan J H, L’t 184th Pa Vol
Berry A, Cap 3d Md Cav
Bunting G, L’t 5th Md Cav
Bascomb R, L’t 50th N Y Vol
Baldwin M R, Cap 2d Wis Vol
Blake, L’t 3d Me Vol
Brown W H, L’t 93d O Vol
Beard J V, L’t 89th O Vol
Byron C, Cap 3d O Vol
Banks B V, Cap 13th Ky Cav
Burch J, Cap 42d Ind Vol
Bailey G W, L’t 3d O Vol
Brownell F G, L’t 51st Ind Vol
Booker A H, L’t 73d Ind Vol
Brown J L, L’t “ “
Barlow J W, L’t 51st Ind Vol
Bath W, L’t 132d N Y Vol
Bending H R, Cap 61st O Vol
Bush J G, Cap 16th Ill Cav
Blinn L B, Cap 100th O Vol
Baldwin C W, L’t 2d N J Vol
Bartley R, L’t U S A Sig Corps
Bradley G, Cap 2d N J Vol
Brandt C W, L’t 1st N Y Vet Cav
Bontin C W, Cap 4th Vet Vol
Barrett D W, Cap 89th O Vol
Brandt O B, L’t 17th O Vol
Byers S H M, Adj 5th Iowa Vol
Barker H P, L’t 1st R I Cav
Boone S G, L’t 88th Pa Vol
Bisbee L C, L’t 16th Me Vol
Bisbee G D, L’t “ “
Button G W, L’t 22d Mich Vol
Barker H E, L’t 22d N Y Cav
Butler T H, Col 5th Ind Cav
Bowen C D, Cap 18th Conn Vol
Bennett B, Cap 22d N Y Cav
Brush Z T, L’t 100th O Vol
Bigley C H, L’t 82d N Y Vol
Burns M, L’t 13th N Y Cav
Bassett M M, L’t 53d Ill Vol
Bortwick N, Cap 20th O Vol
Brown C A, L’t 1st N Y Art
Benson J F, Cap 120th Ill Vol
Bospord W R, L’t 1st N Y Vol
Burns J, L’t 57th Pa Vol
Beebee B C, Cap 13th Ind Vol
Barton J L, L’t 49th Pa Vol
Buchanan W, L’t 76th N Y Vol
Benson A N, Cap 1st D C Cav
Barkley C, L’t 149th Pa Vol
Blane W, L’t 43d N Y Vol
Bristol J H, L’t 1st Conn Cav
Burpee E A, Cap 19th Me Vol
Bryant J W, Cap 5th N Y Cav
Biebel H, Cap 6th Conn Vol
Bixby H L, L’t 9th Me Vol
Byrns J M, Cap 2d Pa R C Vol
Barrett J A, Cap 7th Pa R C Vol
Burkholder D W, L’t “ “ “
Beal E, Cap 8th Tenn Vol
Bayard G A, Cap 148th Pa Vol
Brun S, L’t 81st Ill Vol
Brady W H, L’t 2d Del Vol
Breon J, L’t 148th Pa Vol
Bischoff P, L’t 6th U S Art
Burnett G M, L’t 4th Ind Cav
Blair B F, Adj 123d O Vol
Boyce T W, L’t “ “
Breckenridge F A, L’t “ “
Boyd W J, L’t 5th Mich Cav
Brown W L, L’t 17th Tenn Vol
Burrows S W, L’t 1st N Y Vet Cav
Brown S, A M Mte U S Navy
Beman W M, Cap 1st Vet Cav
Boaz E P, Cap 20th Ill Vol
Bryan G, Adj 18th Pa Cav
Bath H, L’t 45th N Y Vol
Beadle M, L’t 123d N Y Vol
Bigelow A J, Cap 79th Ill Vol
Borchess L T, Cap 67th Pa Vol
Brown G L, L’t 101st Pa Vol
Blanchard Geo A, Cap 85th Ill Vol
Bradford John, L’t 4th N J Vol
Borchess T F, L’t 67th Pa Vol
Barnes O P, L’t 3d O Vol
Bremen S, Cap 3d Mich Vol
Brickenhoff M, L’t 42d N Y Vol
Barse J R, L’t 5th Mich Cav
Bliss A T, Cap 10th N Y Cav
Buckley H, L’t 4th N H Vol
Bader H, L’t 29th Mo Vol
Blae J G, L’t 3d O Vol
Boughton S H, L’t 71st Pa Vol