This article is one in a series on conflict. It is part of an ongoing series on leadership coordinated by the American Organization of Nurse Executives (AONE; www.aone.org), highlighting topics of interest to nurse managers and emerging nurse leaders. The AONE provides leadership, professional development, advocacy, and research to advance nursing practice and patient care, promote nursing leadership excellence, and shape public policy for health care.
Debra Gerardi is president and chief creative officer of EHCCO in Half Moon Bay, CA. Contact author: firstname.lastname@example.org. The author has disclosed no potential conflicts of interest, financial or otherwise.