Journal of the International Ombuds Association (JIOA)
IOA Journal Volume 7, Issue 2
Methods Used in Evaluating the Ombudsman Function of an International Organization
Marie Bombin
ABSTRACT
The World Health Organization (WHO) carried out an evaluation of its Ombudsman function in 2013 in the context of a comprehensive reform process of programming, governance and management, which also includes the administration of internal justice. Having identified the Ombudsman function as critical to this process, the evaluation sought to assess its overall effectiveness. Effectiveness was understood as a measure of the extent to which a desired outcome or objective is achieved. The aim of this article is to describe the evaluation process, with particular attention to the reflection process that has underlaid the choice of a methodological approach to assess the Ombudsman function in a meaningful way. The article describes how the evaluation started by questioning the definition of the term “Ombudsman” as applied to an organization such as WHO, and acknowledged the limitations to assessing the performance of an office based on the principles of neutrality, informality, confidentiality, and independence. It explains how the evaluation opted to consider the Ombudsman holistically as part of an organization-wide conflict resolution system and sought to identify meaningful indicators to assess effectiveness through (i) the relevance of the Ombudsman mandate and supporting policy framework, (ii) the efficiency of its operational processes and its adherence to professional principles, and, ultimately, (iii) its contribution to organizational change.
Influences On An Organizational Ombudsman’s Practice: A Research Report
Lisa Witzler, PhD
ABSTRACT
This article summarizes the doctoral research the author conducted using qualitative grounded theory methodology. The research resulted in the development of a theory describing the influences on a US-based academic organizational ombudsman’s practice. Based on the data, the researcher
identified three major influences on ombudsman’s practice to be the IOA Standards of Practice, the organization, and the individual ombudsman’s personal experiences. The article describes these influences as well as identifies similarities and differences in practice between academic organizational ombudsmen. Finally, the article presents a composite story of the flow of an initial visitor meeting.
Ombuds & Mediation: Frequency, Circumstances and Differences amongst Backgrounds
Tyler S. Smith
ABSTRACT
Mediation is one of the many services an Organizational Ombuds (OOs) can provide. Comparable to traditional mediators, OOs can come from a wide variety of academic and professional backgrounds. This article draws from the findings of survey-questionnaire research that provides descriptive information on OO backgrounds, and examines differences between them with respect to the (1) frequency in which they explore the option of mediation with visitors and (2) the circumstances that would lead them to explore mediation with a visitor. This article then goes on to identify any differences that exist amongst OOs of varying backgrounds and discusses new questions these findings raise.
Enhancing Ombudsman Practice and Outcome: Stage Model of Change and Motivational Interviewing
J. Kathleen Moore, PhD
ABSTRACT
The Stage Model of Change and Motivational Interviewing from clinical therapies provide a skillset to assist Ombudsmen in the assessment and delivery of their work with individuals who seek their assistance. The Stage Model of Change utilizes delineation of stages that can more precisely
direct Ombudsman strategy formulation matched with a client’s openness to change in the moment. Motivational Interviewing provides the general processes and tasks necessary to induce Ombudsman/client connection and develop a deeper understanding of ambivalence and resistance
so that the client can more easily identify and cross the barrier psychologically from the status quo to a winning behavioral strategy.
Justine Sentenne, Pioneer Ombudsman at Hydro-Québec, Canada
Mary Rowe
Q & A with Justine Sentenne.
Pioneers of Organizational Ombudsmanry in International Agencies
David Miller, PhD
ABSTRACT
This paper describes the foundational activities of four Organizational Ombudsmen (OO’s) who have been instrumental in developing the role in International Agencies. Each Ombudsman was provided with a standardised set of questions designed to explicate the challenges and opportunities of establishing such offices in often highly politicised environments, and their responses are provided in their own words. The article concludes with a brief summary of how professional developments in policy and training have been valued, and how developmental challenges and opportunities appear essentially timeless.
Why and How The Ombuds Office Demonstrates ValueTo The Organization
Dr. Bob O’Connor
ABSTRACT
This paper is offered to those who are interested in demonstrating the value of an Ombuds office to leaders in an organization. It therefore, builds upon the presumptions that leaders may know little about what an Ombuds office is, whether it “works,” and what are its benefits. Similarly, Ombudsmen may know their trade, but be less skilled at how to share their understanding. The paper is not, therefore, intended primarily to address Ombuds “cases” or “visitor issues,” as much as it is concerned with the Ombuds office’s attempts at self-justification to those who may be doubtful about its necessity, purpose, methods, or efficacy. The desired outcome will lead to improved communications between Ombuds and those with whom they communicate about the office and its value to the organization. I’ve deliberately offered out-of-the-box metaphors to illustrate different perspectives through which Ombudsmanry may be more easily understood. It is my hope that this article may enlighten Ombuds (new as well as seasoned) whose leaders may be uncertain about the value of an Ombuds office for their organization.
About the JIOA
The Journal of the International Ombuds Association (JIOA) is a peer-reviewed online journal for scholarly articles and information relevant to the ombudsman profession. As members of a relatively new profession, we continually strive to understand, define and clarify the role and function of the professional organizational ombuds.
The JIOA will help foster recognition that what we do for our agencies, corporations, colleges, and universities is worthy of study. While we must vigorously protect the confidentiality of our interactions, we can still study and be studied to understand what we do and how we do it; what works well and what doesn't work; what our options are; how social, technical and legal changes may impact us; what the profile and career development of ombuds professionals might be, and other matters of interest.
The JIOA can facilitate a greater interest in ombudsing, enhance our professional standing, and serve to give us a better understanding of our dynamic roles and the impact on our institutions and agencies. The Journal also will allow IOA members, other ombuds, and other professionals to reach out to their colleagues with their ideas, research findings, theories, and recommendations for best practices and to engage in ongoing discussions of critical issues.
Learn more about the JIOA and the manuscript submission process.
If you have any questions about the JIOA please contact the co-editors via email at [email protected].
- Shannon Lynn Burton, Michigan State University
|
