https://hdl.handle.net/1721.1/155115 2026-04-05T21:14:33Z https://hdl.handle.net/1721.1/159824 The Post-Tailhook Navy Designs an Integrated Dispute Resolution System Rowe, Mary P. 1993-07-01T00:00:00Z https://hdl.handle.net/1721.1/159820 The Ombudsman's Role in a Dispute Resolution System Rowe, Mary P. Note: This article includes a discussion of whether “an ombuds has any power.” Also, an earlier version of this article was presented at a 1990 Society of Professionals in Dispute Resolution (SPIDR) workshop. See Mary P. Rowe, "The Ombudsman as Part of a Dispute Resolution System," presented at a Society of Professionals in Dispute Resolution (SPIDR) workshop, 1990, https://hdl.handle.net/1721.1/155803. 1991-10-01T00:00:00Z https://hdl.handle.net/1721.1/159813 People Who Feel Harassed Need a Complaint System with Both Formal and Informal Options Rowe, Mary P. 1990-04-01T00:00:00Z https://hdl.handle.net/1721.1/159812 Disputes and Conflicts Inside Organizations: A Systems Approach Rowe, Mary P. This is a review of five books. 1989-04-01T00:00:00Z https://hdl.handle.net/1721.1/158448 Consider Generic Options When Complainants and Bystanders Are Fearful Rowe, Mary Organizational ombuds usually offer a choice of different options to constituents who call the office with a concern. In serious cases, ombuds might offer formal options such as filing a formal grievance. In addition, the ombuds can offer informal options, such as helping a visitor deal directly with their concern or offering to facilitate discussion with those involved. However, aggrieved persons and proactive bystanders often are very fearful about anyone knowing they have complained. In this situation, a “generic” approach—that focuses on an issue without naming anyone—can help to address the issues involved rather than the individuals. This can be done in ways that shield the privacy of the complainant. In addition to helping individuals, generic options serve affinity groups and the organization by supporting needed systemic improvements. This article discusses how organizational ombuds and other complaint handlers can use generic approaches in their work. 2023-07-14T00:00:00Z https://hdl.handle.net/1721.1/158144 If You Have Been Harassed or Bullied: Some Ideas to Consider Rowe, Mary 2021-09-01T00:00:00Z https://hdl.handle.net/1721.1/158069 Supporting Bystanders: See Something, Say Something Is Not Enough Rowe, Mary The working paper discusses the need for a zero barrier office in a conflict management system to make it less risky for bystanders to offer information in serious cases. An expanded version of this working paper was later published as Mary P. Rowe, “Bystanders: ‘See Something, Say Something’ Is Not Enough,” Alternatives to the High Cost of Litigation Vol. 39, No. 10 (November 2021): 153-165. 2020-01-01T00:00:00Z https://hdl.handle.net/1721.1/157428 A Questionnaire for Analyzing your Conflict Management System Based on the Functions Needed in a Conflict Management System Rowe, Mary P. One way to assess the conflict management system of your organization is to work with several colleagues to identify and assess the people and the offices who perform the various functions needed in an effective system. This article contains a questionnaire that asks you to do three things. First, identify those who perform the various functions. Second, note whether these offices and people think of themselves as part of a system. Do they all understand the policies and procedures and conflict management options available in your organization? Do they work together? Do they understand privacy and confidentiality? Third, how effective is your system? What would make it more effective? (Note: There are also two related tables (each called Analyzing Your Conflict Management System) that will help in this analysis of your organizational system: there is a representative table and a table with blanks to fill in.) 2014-01-01T00:00:00Z https://hdl.handle.net/1721.1/157269 Portia: It is Not a "Crisis Committee," But One Might Want a "Portia" Anyway Rowe, Mary 2013-01-01T00:00:00Z https://hdl.handle.net/1721.1/157131 Organizational Ombudsman Rowe, Mary; Williams, Randy (Note: This chapter includes a table that shows how organizational ombuds complement the roles of other conflict management offices in an organization.) 2014-01-01T00:00:00Z https://hdl.handle.net/1721.1/157130 The Organizational Ombudsman Rowe, Mary; Gadlin, Howard 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. 2014-01-01T00:00:00Z https://hdl.handle.net/1721.1/156663 Dealing with—or Reporting—‘Unacceptable’ Behavior Rowe, Mary; Wilcox, Linda; Gadlin, Howard People in organizations often see behavior that they think is unacceptable, unsafe, illegal—even criminal. Why do people who observe such behavior hesitate to act on their own, or to come forward promptly—even when affected by that behavior? Why do they not immediately report those whom they see to be acting in an intolerable fashion? Hesitation of this kind has been recognized for years; for example, there is a controversial literature about the “bystander effect.” In real life hesitation is not confined just to bystanders. People in all roles may hesitate to act. Why do some people—including many managers—waver, rather than acting effectively to stop behavior they find to be unacceptable? The most common reasons for hesitation are: fear of loss of relationships, and loss of privacy, fear of unspecified “bad consequences” or retaliation, and insufficient evidence. There are many other barriers and they are often complex. Perceptions of the organization and of supervisors are important, as is a complaint system that is seen to be safe, accessible and credible. Some people do act on the spot or come forward when they see unacceptable behavior. Reviewing the reasoning of people with whom we have talked may provide ideas for employers designing or reviewing a conflict management system. 2009-01-01T00:00:00Z https://hdl.handle.net/1721.1/156662 Systems for Dealing with Conflict and Learning from Conflict—Options for Complaint-Handling: An Illustrative Case Bloch, Brian; Miller, David; Rowe, Mary 2009-01-01T00:00:00Z https://hdl.handle.net/1721.1/156661 An Organizational Ombuds Office in a System for Dealing with Conflict and Learning from Conflict, or ‘Conflict Management System.' Rowe, Mary 2009-01-01T00:00:00Z https://hdl.handle.net/1721.1/156660 Organizational Systems for Dealing with Conflict & Learning from Conflict: Introduction Rowe, Mary 2009-01-01T00:00:00Z https://hdl.handle.net/1721.1/156537 Comment: How Should Galvatrens Strengthen its System for Uncovering Misconduct? Rowe, Mary 2007-04-01T00:00:00Z https://hdl.handle.net/1721.1/156456 Workplace Justice, Zero Tolerance, and Zero Barriers Rowe, Mary; Bendersky, Corinne 2003-01-01T00:00:00Z https://hdl.handle.net/1721.1/156360 Designing Integrated Conflict Management Systems: Guidelines for Practitioners and Decision Makers in Organizations Society of Professionals in Dispute Resolution, ADR in the Workplace Initiative Committee Professionals in Dispute Resolution (SPIDR) prepared this document for employers, managers, labor representatives, employees, civil and human rights organizations, and others who interact with organizations. In this document we explain why organizations should consider developing integrated conflict management systems to prevent and resolve conflict, and we provide practical guidelines for designing and implementing such systems. The principles identified in this document can also be used to manage external conflict with customers, clients, and the public. Indeed, we recommend that organizations focus simultaneously on preventing and managing both internal and external conflict. SPIDR recognizes that an integrated conflict management system will work only if designed with input from users and decision makers at all levels of the organization. Each system must be tailored to fit the organization's needs, circumstances, and culture. In developing these systems, experimentation is both necessary and healthy. We hope that this document will provide guidance, encourage experimentation, and contribute to the evolving understanding of how best to design and implement these systems. A Report Prepared by the Society of Professionals in Dispute Resolution ADR in the Workplace Initiative. Committee Members: Ann Gosline, Co-Chair; Lamont Stallworth, Co-Chair; Myrna C. Adams; Notman Brand; Cynthia J. Hallberlin; Carole Schneider Houk; David B. Lipsky; Jennifer Lynch; Nancy E. Peace; Mary Rowe; Anne Thomas 2001-01-01T00:00:00Z https://hdl.handle.net/1721.1/156253 Dispute Resolution in the Nonunion Environment: An Evolution Toward Integrated Systems for Conflict Management? Rowe, Mary 1997-01-01T00:00:00Z https://hdl.handle.net/1721.1/155968 An Effective, Integrated Complaint Resolution System Rowe, Mary P. 1996-01-01T00:00:00Z https://hdl.handle.net/1721.1/155962 Options and Choice for Conflict Resolution in the Workplace Rowe, Mary P. This chapter focuses on the need for providing choices for complainants. 1993-01-01T00:00:00Z https://hdl.handle.net/1721.1/155959 Rowe Effort Commended by Navy Ball, Charles H. 1993-02-03T00:00:00Z https://hdl.handle.net/1721.1/155803 The Ombudsman as Part of a Dispute Resolution System Rowe, Mary P. 1990-01-01T00:00:00Z https://hdl.handle.net/1721.1/155802 In Pursuit of Justice Rowe, Mary P. This article is a review of the book Justice on the Job: Resolving Grievances in the Non-Union Workplace, by David Ewing. 1990-01-01T00:00:00Z https://hdl.handle.net/1721.1/155757 Organizational Response to Assessed Risk: Complaint Channels Rowe, Mary P. 1988-05-01T00:00:00Z https://hdl.handle.net/1721.1/155715 Are You Hearing Enough Employee Concerns? Rowe, Mary P.; Baker, Michael This article provides an overview of non-union complaint systems in the U.S. 1984-05-01T00:00:00Z https://hdl.handle.net/1721.1/155714 Dispute Resolution in Scientific Settings: A Systems Approach Rowe, Mary P. 1984-05-01T00:00:00Z https://hdl.handle.net/1721.1/155559 Dealing with Sexual Harassment Rowe, Mary P. 1981-05-01T00:00:00Z https://hdl.handle.net/1721.1/155556 The Non-Union Grievance Procedure at MIT: An Upward-Feedback Mediation Model Rowe, Mary P.; Williams, Clarence G. Note: This was one of the earliest articles about conflict management systems. 1980-01-01T00:00:00Z