https://hdl.handle.net/1721.1/155131 2026-04-11T09:06:36Z https://hdl.handle.net/1721.1/159358 An Unusual Harassment Training That Was Warmly Received—and, as well, Inspired Bystanders—an Organizational Ombuds Story Rowe, Mary Harassment and bullying are hard to endure and hard to stop. Many targets and bystanders fear to ask for help, fearing loss of relationships and other painful consequences. All organizations need training. However, sensitivity training about harassment is now unwelcome to many, and it is hard to prove such training is effective in terms of achieving desirable outcomes. This essay describes an effort to teach supervisors how to receive harassment concerns competently and effectively. Faculty and staff supervisors were asked to critique the performance of peers on videos—who were kind but making common mistakes—for their strengths and weaknesses as complaint-handlers. The training was voluntary, very well received, and effective in several different ways. Many organizations might adapt such training for their frontline supervisors. (Note: This article illustrates the importance of training managers and faculty about complaint-handling and about being effective bystanders.) 2025-04-01T00:00:00Z https://hdl.handle.net/1721.1/159308 Is There a Right To Be Addressed as One Wishes To Be Addressed? Rowe, Mary; Rowe, Mary This teaching case was originally presented at the 1984 Corporate Ombudsman Conference. This is a fictional case study designed for teaching use. Many details, including names and facts, were changed from the real 1973 incident. 2024-06-01T00:00:00Z https://hdl.handle.net/1721.1/158445 “'Drafting a Letter' for People Dealing with Harassment or Bullying" Rowe, Mary As an early ombuds, the author discovered that drafting a structured letter about being mistreated often helped constituents—with respect to both process and outcomes. This article describes the origins of “drafting a letter” with its uses, benefits, and sources of power. Drafting such a letter provides a tripartite structure (see the Appendix) for a mistreated person to present evidence—from diaries, calendars, communications, videos, photos, phone records, etc. This structure helps in considering many options for action, for example, just thinking things through, gathering more evidence, informal discussions, mediation, or a formal complaint. Or the writer may send the letter privately to the perceived offender; such letters may work to stop specific misbehavior. If the behavior then does not stop, a safe-guarded copy of the letter can be used as evidence that the writer tried to stop it. And—very importantly—just drafting a letter may help with pain, anger, and grief. 2023-01-01T00:00:00Z https://hdl.handle.net/1721.1/158150 An Unusual Harassment Training That Was Warmly Received and Also Inspired Bystanders Rowe, Mary P. Harassment and bullying are hard to endure and hard to stop. Many targets and bystanders fear to ask for help, fearing loss of relationships and other bad consequences. All organizations need to train people about harassment. But such training is now unwelcome to many, and it is hard to prove that it is effective. This essay describes an effort to teach supervisors how to receive harassment concerns competently and effectively. Faculty and staff supervisors were asked to critique the performance of peers on videos—who were kind but making common mistakes—for their strengths and weaknesses as complaint-handlers. The training was voluntary, very well received, and effective in several different ways. (Note: This essay illustrates the importance of training managers and faculty about complaint-handling and about being effective bystanders.) 2021-10-01T00:00:00Z 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/1721.1/156722 Concerns about Bullying at Work As Heard by Organizational Ombudsmen Cummings, Lydia; Rowe, Mary 2010-01-01T00:00:00Z 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