How do we separate institutional clarity from total operational collapse? In healthcare informatics, the distance between data and raw insight is remarkably fragile. Healthcare leaders are constantly forced to diagnose the health of entire organizations using massive, chaotic piles of raw data.

To transform this complex data into clear strategy, we must master the tools of data literacy. This episode unpacks the critical difference between data and information, the hidden traps of validity and reliability, and the math required to uncover true clinical significance.

Watch on YouTube: Mastering Data Analysis for Healthcare Leaders

Key Takeaways

• Data vs. Information: Raw data consists of unorganized, unfiltered facts that often lack validity checks. Information is data that has been cleaned, categorized, and subjected to intense critical analysis to inform real-world decision-making.

• The Fragility of the Data Pipeline: Modern dashboards rely on the computer science principle of GIGO(Garbage In, Garbage Out). If the underlying data collection is flawed, the most sophisticated predictive software will still yield completely invalid conclusions.

• Reliability Breaks Down Locally: In large hospital systems, data reliability often erodes due to localized, rational adjustments rather than malicious intent (e.g., staff modifying recorded staffing hours to accurately reflect unrecognized student workloads).

• The Illusion of Validity: A metric can be highly reliable (consistent) but entirely invalid (measuring the wrong concept). For example, tracking the volume of distributed pamphlets is a reliable metric that is fundamentally invalid for predicting actual patient satisfaction scores.

• Data Typology Governs Analytics: The specific level of measurement used to collect a variable strictly limits the statistical techniques that can be applied. Confusing nominal codes for mathematical values yields completely fictional statistics.

• The Vices of the Mean: While the arithmetic mean is highly popular, it is catastrophically sensitive to extreme outliers. In highly volatile clinical data sets, the median provides a far more stable midpoint for strategic decision-making.

• Range vs. Standard Deviation: Relying on the range to understand data dispersion completely ignores intermediate variation. Healthcare leaders must look at the standard deviation to accurately quantify systemic volatility and expected variance.

• The Imperative of Human Intuition: Software can automate complex calculations instantly, but it possesses zero clinical context. True clinical significance requires human experts to bridge the gap between mathematical probability and the actual lived experience of the patient.

References

Basic data analysis techniques for DNP students [PowerPoint slides]. (2019). Cengage.

He. (n.d.-a). Creating distribution from data [Transcript].

He. (n.d.-b). Data visualization [Transcript].

He. (n.d.-c). Descriptive statistics [Transcript].

He. (n.d.-d). Install data analysis in Excel [Transcript].

He. (n.d.-e). Modifying data in Excel [Transcript].

He. (n.d.-f). Types of data [Transcript].

Prion, S. (n.d.-a). Chapter 10: Basic data analysis techniques for nurse leaders [PowerPoint slides]. Springer Publishing Company, LLC.

Prion, S. (n.d.-b). Basic data analysis techniques for nurse leaders. In Financial and business management for the doctor of nursing practice (3rd ed.). Springer Publishing Company, LLC.

Webb, N. R. (n.d.-a). Chapter 11: Role of technology, informatics, artificial intelligence, and big data in healthcare finance [PowerPoint slides]. Springer Publishing Company, LLC.

Webb, N. R. (n.d.-b). Role of technology, informatics, artificial intelligence, and big data in healthcare finance. In Financial and business management for the doctor of nursing practice (3rd ed.). Springer Publishing Company, LLC.

In the high-stakes landscape of modern healthcare, clinical professionals constantly operate at the perilous intersection of professional ethics and rigid healthcare law. This episode deconstructs the systemic frictions between population-level utilitarian economics and individual patient advocacy, equipping advanced practice providers with the structural insights needed to navigate moral distress and legal liability.

Key Takeaways

• The Labyrinth of Clinical Friction: Advanced practice providers must continuously balance macro-level fiscal and legal systems against the micro-level ethical imperatives of patient advocacy.

• Ethical Framework Divergence: Healthcare strategy is governed by competing operating systems: Bentham and Mill’s utilitarianism (maximizing collective outcomes) versus Kantian deontology (adhering to absolute moral duties regardless of consequences).

• The Legal Power of Ethical Codes: As demonstrated in Roberto Landin v. Jones & Bartlett Learning (Landin v. Michigan), formal professional ethical codes can be leveraged in court to define the legal standard of care and protect clinical whistleblowers.

• The Off-Duty Liability Trap: Providing emergency care outside the clinical environment creates a distinct legal paradox; initiating care establishes a formal duty of care, exposing the provider to standard-of-care malpractice liability without standard clinical tools.

• The Robin Hood Fraud Paradox: Falsifying diagnostic codes (e.g., documenting depression to secure insurance coverage for smoking cessation via Bupropion) constitutes a federal crime under the False Claims Act, shifting severe legal and professional risks to the provider.

• DNP Leaders as System Hackers: Doctor of Nursing Practice (DNP) professionals serve as clinical system architects, utilizing utilization reviews, medical pauses, and evidence-based protocols to resolve systemic inefficiencies and mitigate widespread moral distress.

Watch the full visual breakdown of this episode on YouTube: https://youtu.be/weHWEg1PdY4

References

Buppert, C. (2018a). Chapter 2: Legal scope of nurse practitioner practice [PowerPoint slides]. Jones & Bartlett Learning.

Buppert, C. (2018b). Chapter 16: Resolving ethical dilemmas [PowerPoint slides]. Jones & Bartlett Learning.

Buppert, C. (2018c). Nurse practitioner scope of practice. In Nurse practitioner's business practice and legal guide (6th ed.). Jones & Bartlett Learning.

Buppert, C. (2018d). Resolving ethical dilemmas. In Nurse practitioner's business practice and legal guide (6th ed.). Jones & Bartlett Learning.

Capella, E. (n.d.-a). Chapter 12: Legal, ethical, and policy issues [PowerPoint slides]. Springer Publishing Company, LLC.

Capella, E. (n.d.-b). Legal, ethical, and policy issues. In Financial and business management for the doctor of nursing practice (3rd ed.). Springer Publishing Company, LLC.

As modern healthcare faces staggering negative profit margins, clinical leaders can no longer separate patient care from the harsh realities of corporate fiscal health. This episode equips Doctor of Nursing Practice (DNP) and healthcare technology professionals with the exact financial vocabulary and tools required to translate clinical necessities into the authoritative business metrics that secure executive approval.

Key Takeaways

• The Reality of Negative Margins: Healthcare entities operate in a high-severity economic environment where up to 60% of hospitals risk running on negative margins without continuous efficiency optimizations.

• Decoding the Financial Dialects: Understanding the differences between standard regulatory frameworks like GAAP, GASB, FASB, and FASAB is mandatory for any leader operating at the boardroom table.

• The Three-Dimensional Financial Snapshot: Mastering the interplay between the Balance Sheet (a temporal snapshot), the Income Statement (a operational video), and the Cash Flow Statement (the business's oxygen monitor) is foundational to strategic stewardship.

• The Illusion of Accounting Profitability: A department can project immense accrual profit on paper while simultaneously suffering a critical cash crisis due to extended days in accounts receivable.

• The Ruthless Precision of Pro Formas: True capital budgeting projects require rigorous compliance with the 3F Framework—Finances, Fit, and Feasibility—while avoiding the catastrophic mental traps of sunk costs.

  
  

  
  

Want to see the visual breakdowns of this episode? Watch the asscociated video of this architecture episode on our YouTube channel: Watch the Episode Here.

References

Buppert, C. (2018). Nurse practitioner's business practice and legal guide (6th ed.). Jones & Bartlett Learning.

Buppert, C. (2018). Chapter 15: Measuring nurse practitioner performance [PowerPoint slides]. Jones & Bartlett Learning.

Dupont, B. J. (2021, August 12). The DNP and quality improvement - DNPs worst nightmare [PowerPoint slides].

Maxworthy, J. (2018). Ensuring quality care while controlling costs. In Financial and business management for the doctor of nursing practice (3rd ed.). Springer Publishing Company, LLC.

Maxworthy, J. (2018). Chapter 9: Ensuring quality care while controlling costs [PowerPoint slides]. Springer Publishing Company, LLC.

Discover how to bridge the critical gap between frontline clinical necessity and boardroom financial realities to protect your department's resources. This episode arms Doctor of Nursing Practice leaders with the exact financial language, metrics, and economic frameworks needed to mathematically prove the value of clinical initiatives.

Key Takeaways

• The Reality of Negative Margins: Data from the Congressional Budget Office highlights that historical operational inefficiencies could push up to 60% of hospitals into negative profit margins without structural adjustments.

• The Evolving Nature of GAAP: Generally Accepted Accounting Principles (GAAP) are not rigid federal statutes but rather a dynamic set of principles shaped by private bodies like FASB and GASB to maintain multi-facility reporting transparency.

• Temporal States of the Big Three: Hospital financial statements are defined by their relationship with time, where the Balance Sheet acts as a static snapshot, the P&L serves as an operational video, and the Cash Flow Statement acts as a continuous oxygen monitor.

• The Illusion of Accrual Revenues: Because GAAP uses accrual accounting, a department can present a highly profitable Income Statement on paper while simultaneously experiencing a severe cash deficit due to timing lags in collections.

• Mandatory Deductions Framework: True incoming revenue must be systematically evaluated by subtracting bad debt, charity allowances, and massive contractual allowances from gross patient charges.

• The Financial Impact of Premature Replacements: Replacing capital equipment before it has completed its formal depreciation schedule triggers an immediate asset write-down that directly harms the organization's asset sheet.

• The Human Cost of Capital: Across almost all healthcare delivery models, staff salaries and benefits consistently represent the largest recurring short-term operational liability.

• The 3F Capital Project Framework: Every major capital budgeting request must pass sequentially through three distinct analytical filters: Finances (ROI), Fit (mission alignment), and Feasibility (resource availability).

• The Primacy of Net Present Value (NPV): When comparing competing capital proposals, financial leaders always defer to NPV over the Internal Rate of Return (IRR) because NPV measures the true absolute dollar value created in today’s currency.

• The Sunken Cost Trap: Effective capital stewardship requires leaders to ignore past expenditures completely and base ongoing project funding exclusively on future expected cash flows.

  
  

You can watch the video breakdown of this deep-dive analysis and visualize these financial spreadsheets in action directly on YouTube: https://youtu.be/Rsuhf_zKIO0

References

• Bock, T., Waxman, K. T., Abner, C., & Maxworthy, J. (n.d.). Chapter 8: Financial analysis and the DNP: Understanding business performance in healthcare [PowerPoint slides]. Springer Publishing Company, LLC.

• Bock, T., Waxman, K. T., Abner, C., & Maxworthy, J. (n.d.). Financial analysis and the DNP: Understanding business performance in healthcare. In Financial and business management for the doctor of nursing practice(3rd ed.). Springer Publishing Company, LLC.

• He. (n.d.). Capital budgeting and cost benefit analysis [Transcript].

• Miles, D. K., Stedman, M., & Heald, A. H. (2021). “Stay at home, protect the National Health Service, save lives”: A cost benefit analysis of the lockdown in the United Kingdom. International Journal of Clinical Practice, 75(3), e13674. https://doi.org/10.1111/ijcp.13674

• PADM 6300 capital budgeting techniques [PowerPoint slides]. (n.d.).

• Shneyder, M. (n.d.). Chapter 7: Strategic planning and capital budgeting [PowerPoint slides]. Springer Publishing Company, LLC.

• Shneyder, M. (n.d.). Strategic planning and capital budgeting. In Financial and business management for the doctor of nursing practice (3rd ed.). Springer Publishing Company, LLC.

While frontline clinicians view human life as priceless, hospital boardrooms quantify it mathematically to manage institutional liability and protect margins. This episode reveals how Doctor of Nursing Practice (DNP) programs act as a strategic "Trojan Horse," arming clinical leaders with the financial fluency required to transform nursing from a perceived cost center into a measurable driver of healthcare value.

Key Takeaways

• The Communication Paradigm Split: Frontline healthcare operates on strictly biological realities, while executive boardrooms govern via rigid mathematical and financial models—creating a critical language barrier that keeps clinical expertise isolated from strategic governance.

• The Cost Center Misconception: Despite ranking as the most trusted professionals in healthcare, nurses are traditionally classified purely as an operating expense rather than revenue generators, unlike physicians.

• DNP as an Executive Instrument: The DNP degree serves a terminal, non-research clinical purpose explicitly focused on applying organizational theory, navigating systemic complexity, and establishing executive leadership.

• Strategic Mission Fulfillment: Hospital governance relies on a continuous four-stage framework—strategy formulation, operationalization, execution, and monitoring—translating abstract visions into rigorous, benchmark-driven reality.

• Value Statements as Permission-to-Play Filters: Core corporate values dictate concrete criteria for organizational troubleshooting, conflict resolution, and procurement vetos, rather than acting as passive human resource propaganda.

• The Mechanics of SWAT Analysis: Internal operational audits distinguish between internal variables (strengths and weaknesses) and completely uncontrollable macroeconomic external realities (opportunities and threats).

• Behavioral vs. Technical Management: Modern clinical leadership requires decoupling clinical superiority from human psychology management, frequently utilizing executive behavioral coaches to resolve systemic workflow friction.

• The Temporal Nature of Currency: Strategic capital budget decisions require stepping entirely out of clinical comfort zones to navigate compound interest, discounting, and timeline mapping.

  
  

  Watch the associated Youtube Video here:

• Video Link: https://youtu.be/xSTmZ9FRkbE

  
  

  References

Falk, N. L., Garrison, K. F., Jr., Brown, M.-M., Pintz, C., & Bocchino, J. (2011). Strategic planning and doctor of nursing practice education: Developing today's and tomorrow's leaders. Nursing Economic$, 29(5), 253–261.

He, Z. (2026a). Chapter 6: Time value of money [PowerPoint slides]. Department of Nursing, Faculty Financial Repository.

He, Z. (2026b). Dr. He's financial abacus for DNP [Instructional Software Manual]. Academic Media Press.

He, Z. (2026c). Future value of time money [Lecture transcript]. Department of Graduate Nursing.

Shneyder, M. (2024a). Chapter 7: Strategic planning and capital budgeting [PowerPoint slides]. Springer Publishing Company, LLC.

Shneyder, M. (2024b). Strategic planning and capital budgeting. In Financial and business management for the doctor of nursing practice (3rd ed., pp. 145–178). Springer Publishing Company, LLC.

The hidden scaffolding of modern medicine relies on a dense economic matrix where clinical reality is continuously translated into financial data. This episode unpacks the systemic challenges, coding traps, and administrative hurdles facing modern advanced practice registered nurses navigating a value-based market.

Key Takeaways

• The Broken Market Paradox: U.S. healthcare acts as an imperfect economic market defined by uncertainty, asymmetric information, and moral hazard, which decouples traditional supply-demand constraints.

• The Power of CMS: The Centers for Medicare & Medicaid Services (CMS) functions as the ultimate market maker, holding nearly 37% of national health expenditure leverage and setting benchmarks that commercial payers shadow.

• The Incident-To Billing Trap: Nurse practitioners face an inherent 15% reimbursement devaluation under their own NPIs, creating structural reliance on complex "incident-to" physician billing frameworks to protect clinical margins.

• The Weight of Value-Based Purchasing: Modern shifts from Fee-For-Service (FFS) to Value-Based Purchasing (VBP) punish hospitals for poor outcomes through severe financial metrics like HRRP, HAC, and consumer satisfaction (HCAHPS) surveys.

• The Operational Blueprint: To achieve professional sustainability, advanced practice nurses must master business metrics, track their own Case Mix Index (CMI), evaluate physical overhead friction, and directly negotiate their net financial value.

Catch the video breakdown today. Watch the Episode on YouTube

References

Buppert, C. (2018). Reimbursement for nurse practitioner services [PowerPoint slides]. Jones & Bartlett Learning.

Buppert, C. (2018). Reimbursement for nurse practitioner services. In Nurse practitioner's business practice and legal guide (6th ed.). Jones & Bartlett Learning.

Duncan, L., & Van Leuven, K. A. (n.d.). Nurse practitioner and nurse leader strategies for practice and population health management: Financial implications [PowerPoint slides]. Springer Publishing Company, LLC.

Duncan, L., & Van Leuven, K. A. (n.d.). Nurse practitioner and nurse leader strategies for practice and population health management: Financial implications. In Financial and business management for the doctor of nursing practice (3rd ed.). Springer Publishing Company, LLC.

Smith, T. B., & Welch, T. D. (n.d.). Health insurance and reimbursement [PowerPoint slides]. Springer Publishing Company, LLC.

Smith, T. B., & Welch, T. D. (n.d.). Health insurance and reimbursement. In Financial and business management for the doctor of nursing practice (3rd ed.). Springer Publishing Company, LLC.

Swanson, N. (2021, October 4). Prepare for new ICD-10-CM and CPT codes in 2022. The ASHA Leader. https://leader.pubs.asha.org/article.aspx?articleid=2784381

Discover the raw financial framework and hidden legal battlegrounds that allow nurse practitioners to launch sovereign primary care practices for roughly $150,000 less annually than traditional physicians. This structural architecture breaks down everything from cash-only P&L models to the complex regulatory tightropes required to claim true clinical autonomy.

Key Takeaways

• The Valuation Gap: Independent NP practices operate with a profound structural arbitrage, capturing their own clinical efficiency and equity rather than feeding corporate hospital network profit margins.

• The Collaborative Agreement Vulnerability: In restricted states, written collaborative frameworks act as a critical operational bottleneck; smart contracts must utilize a mandatory 60–90 day notice buffer to shield the enterprise from sudden medical authority termination.

• The IRS Misclassification Trap: Labeling a collaborating physician as an independent contractor (1099) rather than an employee (W-2) frequently fails the IRS behavioral and financial control tests, exposing owners to crippling back-taxes and worker's compensation defaults.

• Defeating the "Ghost Provider" Phenomenon: Managed Care Organizations (MCOs) systematically obfuscate NP labor by billing claims under a collaborating doctor's NPI number. Owners must leverage meticulously tracked HEIDIS quality metrics to demand formal panel credentialing and equal pay for identical billing codes.

• Strategic Pre-Flight Infrastructure: Successful clinic deployment depends on adopting a digital-first Electronic Health Record (EHR) environment from day one, strict adherence to CLIA laboratory waiver compliance, and designing acoustic and spatial layouts that fulfill HIPAA privacy parameters.

  
  

Watch the visual breakdown of this episode directly on YouTube: https://youtu.be/lEDqYEvOXY8

References:

Ben-Ner, A., Hamann, D. J., & Ren, T. (2018). Does ownership matter in the selection of service providers? Evidence from nursing home consumer surveys. Nonprofit and Voluntary Sector Quarterly, 47(6), 1271–1295. https://doi.org/10.1177/0899764018790698

Buppert, C. (2018). Practice ownership. In Nurse practitioner's business practice and legal guide (6th ed.). Jones & Bartlett Learning.

Buppert, C. (2018). Chapter 11: Practice ownership - Legal and business considerations for the nurse practitioner owner[PowerPoint slides]. Jones & Bartlett Learning.

Cusson, R. M., Meehan, C., Bourgault, A., & Kelley, T. (2020). Educating the next generation of nurses to be innovators and change agents. Journal of Professional Nursing, 36, 13–19. https://doi.org/10.1016/j.profnurs.2019.07.004

Shrank, W. H., DeParle, N.-A., Gottlieb, S., Jain, S. H., Orszag, P., Powers, B. W., & Wilensky, G. R. (2021). Health costs and financing: Challenges and strategies for a new administration. Health Affairs, 40(2), 235–242. https://doi.org/10.1377/hlthaff.2020.01560

#NursingInformatics #HealthcareStrategy #NursePractitioner #PracticeOwnership #HealthcareEconomics #ClinicOperations #HEIDISMetrics #W2vs1099 #MedicalMalpractice #PrivateEquityHealthcare #DirectPrimaryCare #ManagedCare #HealthcareEntrepreneur #IndependentPractice #NursingAutonomy

The American healthcare system routinely shatters the foundational rules of a perfect market, transforming a $3.8 trillion industry into a web of conflicting economic incentives. This episode untangles the invisible forces driving nursing shortages, skyrocketing bills, and the structural failures that compromise the business of care.

Key Takeaways

• Textbook vs. Reality: While perfect markets require homogenous products and perfect information, healthcare inherently lacks both—preventing standard consumer-driven equilibrium.

• The "Sticky" Labor Market: Nurse labor markets adjust stubbornly slowly to supply and demand due to rigid annual budgeting cycles and multi-year training pipelines.

• Warped Labor Demand: State-mandated minimum staffing ratios alter standard economic principles by creating a "kinked" demand curve, preventing hospitals from reducing labor demand even as wages jump.

• The Insurance Dilemma: While essential for mitigating financial catastrophe, standard insurance models insulate consumers from true care costs, sparking moral hazard and severe overconsumption.

• Value-Based Re-Architecting: Modern legislative models like Accountable Care Organizations (ACOs) and MIPS are actively attempting to push the industry away from raw fee-for-service volume toward high-value, outcome-based purchasing.

  
  

To see the economic visual models and charts discussed in this episode, check out the full video version here: https://youtu.be/JRZCxqPdtFI

References

Chapter 4: Demand, supply, and markets [Lecture notes]. (n.d.).

Chiritescu, V. A. (2018). The bread and butter of economics: Demand and supply

[PowerPoint slides to accompany Essentials of Economics, 8th ed., by

N. G. Mankiw]. Eastern Illinois University; Cengage Learning.

McMichael, B. J., & Spetz, J. (n.d.). The economic context of nursing practice

in the United States. In Financial and business management for the doctor

of nursing practice (3rd ed.). Springer Publishing Company, LLC.

Shrank, W. H., DeParle, N.-A., Gottlieb, S., Jain, S. H., Orszag, P., Powers,

B. W., & Wilensky, G. R. (2021). Health costs and financing: Challenges

and strategies for a new administration. Health Affairs, 40(2), 235–242.

https://doi.org/10.1377/hlthaff.2020.01560

The pursuit of a "perfect" healthcare system is an impossible myth; instead, modern medicine is a delicate act of balancing interconnected tensions between individual acute care and population-level prevention. This episode deconstructs the "bedside to balcony" shift, offering a strategic roadmap for healthcare professionals navigating the labyrinth of corporate management, AI integration, and the raw ethics of resource rationing.

Key Takeaways

• The Bedside to Balcony Shift: Professionals must balance the ethical duty of "Tertiary Care" (saving the individual in crisis) with "Primary Care" (addressing the social determinants that prevent the crisis).

• The Epidemiological Revolutions: Understanding that structural changes—like sanitation and housing—historically did more to decrease mortality than medical interventions alone.

• The Money Maze: A breakdown of how "Fee-for-Service" models incentivize over-ordering, while "Capitation" models shift financial risk onto the provider, fundamentally altering the doctor-patient relationship.

• Corporate Workforce Evolution: The transition from the "Solo Practice" era to "Corporate Management" has traded professional autonomy for a "corporate safety net," resulting in 10-minute appointments and systemic burnout.

• AI and Clinical Quality: While AI offers incredible predictive efficiency, it risks "automating prejudice" by learning from historical data riddled with systemic human bias.

• The Ethics of Rationing: A stark look at distributive justice—choosing between high-cost individual surgeries or broad-reach community health programs.

Experience the full visual deep dive on our official channel.Watch the Episode Here

References

Bodenheimer, T., & Grumbach, K. (2020). Understanding health policy: A clinical approach (8th ed.). McGraw-Hill Education.

#HealthcarePolicy #NursingInformatics #MedicalEthics #HealthFinancing #ClinicalAutonomy #PopulationHealth #HealthEquity #AIBias #HealthcareStrategy #NursingLeadership #Bodenheimer #HealthcareManagement #PublicHealth #MedicalEducation #PatientAdvocacy

Mastering APA 7 is no longer just an academic requirement; it is the vital digital infrastructure that connects healthcare research to the global knowledge network. This episode unpacks the hidden logic behind modern citation rules, empowering nursing and medical professionals to ensure their scholarly work is accurately indexed and algorithmically discoverable.

Key Takeaways

• The "Core Four" Framework: Master the essential, non-negotiable structure of every academic citation—Author, Date, Title, and Source.

• Algorithmic Discoverability: Understand how search engines and research databases index your references, and why typographical precision (like periods and italics) directly dictates your work's impact factor.

• Navigating the Digital Shift: Learn why physical publisher locations (City, State) are now obsolete, replaced by the permanence of Digital Object Identifiers (DOIs).

• Collaborative Authorship: Decode the APA 7 rules for handling up to 20 authors and correctly utilizing an ellipsis for massive, multi-disciplinary medical research teams.

• Dynamic Source Management: Discover best practices for citing "living" documents, utilizing retrieval dates, and safeguarding your research against digital decay or "link rot."

📺 Watch on YouTube Prefer a visual guide to mastering these formatting rules? Delve deeper into the structural breakdown of APA 7 and elevate your scholarly writing by watching here: https://youtu.be/BIA-bbmgVrQ

References:

American Psychological Association. (2020). Publication manual of the American Psychological Association (7th ed.).

Johnson, N. (n.d.). How to create a poster in PowerPoint [Video]. YouTube.