Gini Nelson's Engaging Conflicts

This is one of Guest Blogger Ombuds Thomas Kosakowski’s posts in his series “10 Things Lawyers Should Know About Ombuds”, part of the Engaging Conflict’s Taking Peacemaking Public series. His Introduction and point #1 are posted here, point #2 here, point #3 here, point #4 here, point #5 here, point #6 here, point #7 here, point #8 here, and point #9 here.

10.  Ombuds Provide Upward Feedback
In addition to facilitating resolutions of individual concerns, ombuds also act as catalysts for change in their organization.  Ombuds are uniquely positioned to notice patterns and related incidents as they are developing.  While protecting their visitors’ confidentiality, ombuds can alert their organization to concerns and problems that have not yet become formal.  For example, an ombuds may become aware that a newly-hired supervisor is bullying his employees.  The employees may be candid with the ombuds but too afraid to go to management or human resources.  By alerting the organization’s executives about the collective concerns, the alleged bullying can be investigated and addressed before the department becomes dysfunctional or crippled by attrition.

Surveys indicate that ombuds spend about a third of their time on systems change – working to improve conflict management systems of their organization.  Generally, ombuds provide upward feedback informally and discretely to key individuals.  Some ombuds produce periodic public reports with statistical information about visitors and highlight significant concerns.  (See, e.g., annual reports from the ombuds at Ryerson Unversity, United Nations, and Internet Corporation for Assigned Names and Numbers.)  Whatever the format, feedback from the ombuds should be highly valued by the organization.  Attorneys should not expect, however, ombuds to provide more details which would compromise the confidentiality promised by the ombuds office.