Let’s define what an ombuds is, does and doesn’t do.

The term looks plural but it’s actually singular and a shortened form of ombudsman, ombudsperson, or ombuds officer.

1. The individual is considered to be a 3rd party not under the influence or control of the top leader.
2. The ombuds should have a critical eye and never “sugarcoat” the data collected about the organization.
3. Ombuds seek a power balance between subordinates and their leaders, so the process does not favor one individual over another. To an ombuds each employee’s voice is important.
4. Ombuds make individuals within the organization comfortable to talk discretely without retaliation or retribution regarding issues and concerns within the working environment.
5. Ombuds offer a “safe haven” that’s non-confrontational and non-aggressive.
6. Ombuds never make decisions but help individuals consider a variety of options to resolve workplace issues themselves. The ombuds presents a variety of alternatives to making a formal complaint with the human resources or legal counsel staff.
7. Ombuds can conduct independent investigations and facilitate non-judgmental dialogue.
8. Ombuds open doors that often are considered to be closed to most employees.
9. Ombuds assist everyone equally whether a student worker, a new employee, someone with seniority and a title, even administrators. All are welcome.
10. Ombuds don’t keep notes and nothing goes in to a personnel file. It’s totally confidential, discrete, impartial, and timely.

Ombuds date back to some of the earliest Chinese dynasties where the emperor appointed an individual to report on subordinate concerns and issues. The ombuds’ role evolved and became prominent in Scandinavia in the 1700s, and is a role considered to still be in its infancy after more than 50 years of activity in the United States.

• There’s no specific definition that practitioners have ever been able to agree on, yet there are more than four major pillars of behavior exclusive to the ombuds. Most agree with the International Ombuds Association’s pillars of confidentiality, neutrality or impartiality, independence, and informality. True practitioners actually help institutions create a competitive edge needed for organizational survival and sustainability.

That means the ombuds should come from outside the organization, not inside as a promotion or an appointment because the culture and power structures are already known to that individual. Ombuds should be totally unbiased and from the outside, otherwise a perception of the workplace cultural biases already exists, and the pillars of neutrality and independence are questioned by visitors to the ombuds’ office. No matter how much we try to convince ourselves that we’re unbiased, if you’re part of the organization, you are biased as to how the organization operates which makes you reluctant to seek assistance from another person in that organization.

• Ombuds report independently to top leadership but have no authority or decision-making power.
• Ombuds work collaboratively with human resources or legal counsel. Ombuds don’t compete but are an informal way to resolve an issue.
• Ombuds have no “say” in the final outcome and may have no idea whether the issue has been resolved or not.
• Visitors can visit as often as they like and for any reason.
• Ombuds are an institution’s ultimate systemic change catalyst based on facts and not subjective assumptions.
• Ombuds are the game changers in the post-Covid remote technology workplace.

Ombuds serve in a variety of organizations like education, higher academia, skilled trades, manufacturing, construction, not-for-profits, state and federal government agencies, aerospace, the judicial system, prisons and rehabilitation facilities, even healthcare. Most of us visit our primary care physician when we experience symptoms that need some medication. The physician monitors our heartbeat and lung capacity then decides on a course of action to resolve an issue.

• The ombuds does exactly the same thing with the same doctor-patient confidential relationship. The ombuds uses a variety of strategies to monitor the organization’s internal workings and then reports patterns of behavior, concerns and issues to the top leader who has the capacity to make systemic changes based on the data presented.
• Ombuds are some of the most influential individuals within any organization because they hold secrets, rumors, and gossip in complete confidence.
• Ombuds oversee a process of problem recognition and problem solving by individuals in a disagreement.
• Ombuds have no stake in the outcome and have no decision-making power.

Ombuds are entrusted to ensure the ombuds’ process is fair and equitable to each and every individual regardless of seniority or title. Ombuds report directly to the top leadership and earn their value because they are the institution’s most powerful navigator and indicator of institutional performance. Ombuds engage and empower every individual who in turn creates a seamless and high performing workplace environment.

Ombuds are the voice of reason and like a physician, do no harm. Ombuds are the “check engine light” we all ignore until our vehicle stops and the dashboard freezes. Ombuds contribute tangible (measurable) and intangible (non-measurable) benefits and preserve the institution’s reputation. No other role is as

• Critical
• Compelling
• Dynamic
• Necessary
• All encompassing.

Rarely in an organization has the power of “one” impacted so many.

So what kind of Ombuds’ services does Dr. Lin from Coastal Conflict Resolution offer?

• Mediation, facilitation, negotiation, arbitration, collaboration – fancy terms for problem solving strategies.
• Webinars, on-site conflict management training, new employee orientations and onboarding, Lunch & Learns, fireside chats and small group discussions.
• Weekend retreats for credit from a variety of governing boards for continuing education trainings including train the trainer events.
• Independent for-hire ombuds’ office establishment, charter development, job descriptions, creation, roll out, implementation and time frames.
• Remote ombuds services in lieu of a physical office and a named ombuds. (Good for trials or during lulls in hiring an on-site ombuds.)
• Ombuds search committee guidance and identification of skillsets necessary to find exceptional ombuds candidates.
• Tools to design conflict management systems that offer appropriate, not just alternative solutions to workplace conflict.
• Ombuds presentations, webinars, conferences, training and development.
• Independent on-site data collection and analysis to identify areas of strength, usage, and weaknesses.
• Ombuds’ office, program, and practitioner independent evaluations to analyze return on investment.
• Individual ombuds performance evaluation by the creator of the evaluation system used to monitor ombuds’ office efficiency and effectiveness.

Professional ombuds don’t just take a 40-hour certification class and consider themselves qualified. True ombuds help others overcome obstacles without considering the WIIFM – what’s in it for me syndrome. True practitioners are problem solvers who consider service to others as the highest honor and passion.