The Organizational Ombudsman
Name
Rowe_Gadlin_CH_2014_The_Organizational_Ombudsman.pdf
Description
Preprint of Chapter
Size
1.3 MB
Format
Adobe PDF
Checksum (MD5)
f239db4da53bca96ec0c8fcfb267326d
Author(s)
Rowe, Mary
Gadlin, Howard
Date Issued
2014
Publisher
Oxford University Press
Citation
Mary Rowe and Howard Gadlin, “The Organizational Ombudsman.” In The Oxford Handbook of Conflict Management in Organizations, eds. William K. Roche, Paul Teague, and Alexander J.S. Colvin (Oxford University Press, 2014).
Abstract
This chapter discusses the OO (organizational ombudsman) in the context of organizational conflict management systems (CMS). The OO is a confidential, neutral, internal resource--formally independent of line and staff management--working informally, without decision-making power. OOs work with all employees and managers, and every workplace issue, as a "zero barrier" office. OOs seek fair processes for concerns brought to them. OOs refer to all formal and informal CMS options, identify "new" issues, and recommend systems improvements. The chapter discusses the emergence of the role in the context of social, political, and cultural changes over the past 50 years, especially in North America. It discusses the alternative dispute resolution movement--and concurrent emergence of the OO as an appropriate dispute resolution role within a CMS. It describes the functions--and competencies required--of ombudsmen, and discusses current challenges faced by those in OO roles.
Subjects
organizational ombudsman, zero barrier office, appropriate dispute resolution, neutrality, confidential resource, independence
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