DSpace@MIT

This section contains articles (from 1986 to the present, in reverse chronological order) about the ombuds profession, including: an illustrative ombuds case; communicating about the most serious and high-risk ombuds cases; some early history of the ombuds profession; ombuds training materials; reports of ombudsman surveys; an overview about what organizational ombuds do and do not do; and an examination of the importance of organizational ombuds for helping to build community, support the values and mission of the organization, and deal with risks. There also are two Ombudsman Handbooks.

The articles discuss:

• the professional values of an organizational ombuds, including impartiality, fairness, and objectivity in the treatment of people and the consideration of issues.
• the standards of practice of an organizational ombuds: independence, confidentiality, neutrality or impartiality, and informality. (Informality refers to the fact that the ombuds is not authorized to make management decisions; provide redress; keep case records for the employer; accept notice; or speak for the employer. Interaction with the ombuds is voluntary for all constituents.)
• the functions of organizational ombuds: what they do and do not do; their work in comparison to the work of other types of ombudsmen; and their functions in comparison with those of other offices in their organizations.
• some tools of the ombuds profession, such as the uses of data and the utility of generic options (which deal with issues rather than with individuals).
• some challenges encountered in ombuds work, such as dealing with the fear of violence or dealing with people who “won’t let go."