The most serious cases reported by organizational ombuds

Organizational ombuds help people deal with issues within entities, offering a confidential space for employees, employers, and other stakeholders to find effective options to address their concerns and good ideas. 

Analyzed collectively (and anonymously), the most serious cases brought to these ombuds over time can paint a picture — not only of culture in ombuds’ own organizations but in global businesses more broadly.  

A working paper co-authored by MIT Sloan adjunct professor of negotiation and conflict management Mary Rowe presents the results of the 2024 biennial survey of members of the International Ombuds Association. 

The paper uses data from the 2024 IOA survey to identify the most serious cases reported by organizational ombuds. “Serious” might mean: 

• Cases that pose serious operational, financial, strategic, compliance, or reputational risks — to people or to the organization.
• Situations that appear to be causing serious damage to mental and physical health.
• Cases requiring urgent action to prevent or mitigate damage or loss of an important benefit.

Understanding these challenges can help supervisors anticipate — and learn from — employee concerns and suggestions.

“We help people deal with the risks of discussing what’s on their minds in a way that helps organizations get information that they need in a timely fashion,” said Rowe, whose career as an organizational ombuds spans five decades. 

Here are the most serious cases that were reported to organizational ombuds, or OOs, in the 2024 IOA survey:

Leader, manager, or supervisor decisions. More than 74% of OOs said they handled serious cases in which this was a concern. (Concerns about interim leaders and leadership succession also were mentioned by some respondents.)

“It could mean anything from a strategic decision to double or halve the size of the organizational unit — or it could be something that might seem minor in the great scheme of things but that’s important to an individual,” Rowe said, such as always soliciting employee input to decide people’s overtime schedules.

Disrespectful treatment. This is often related to social, political, or ideological differences. Nearly 66% of OOs handled serious cases where this was a factor.

Bullying and meanness. This refers to unacceptable behavior not attributable to specific traits or ideologies. More than 63% of OOs handled serious cases involving this issue.

Retaliation. Approximately 48% of OOs have heard allegations of retaliation in a serious case. However, these concerns fall along a gradient. In some scenarios, an employee might allege retribution for making a complaint. In subtler situations, a manager might recount a difficult conversation being followed by a frosty relationship — or, as Rowe puts it, “the perception of injury.” 

“Much real retaliation in the real world is not in legally actionable form. It might be, ‘Suddenly, I’m getting much less attention from a co-worker, manager, or supervisee.’ In fact, the retaliation that is most feared is loss of one or more relationships,” Rowe said.

Other common concerns involve performance evaluations, work-life balance, and safety on the job. 

The paper was written by Rowe, Timothy Hedeen, Jennifer Schneider, and Hector Escalante; together, they make up the IOA team responsible for creating the annual survey and analyzing its results.

OOs offer constituents a choice of options if they hear information that needs to get to managers: Three-quarters of ombuds reported receiving permission from a constituent to transmit information without identifying the source. 

For example, a constituent might write a professional, detailed, anonymous letter of concern addressed to a relevant manager, seal it, and slip it under the OO’s door. The OO can then take the unopened letter to the addressee.

And almost three-quarters of OOs reported that they supported their constituent to act directly: talking with a manager or compliance officer, using a hotline, sending a detailed report to several relevant authorities, or joining with others in sending a factual letter about shared concerns.

Rowe said that employee concerns often reveal hidden opportunities for growth within an organization.

“Employees might have an idea that’s been overlooked that might save money, make money, or might make work much more comfortable for all of us. Management might be too busy, too exhausted, or not understand the importance” until the idea is raised in a way that enables it to be heard, she said.

Ultimately, Rowe said, the strongest leaders whom she’s observed in her career have been receptive to OO input, even when the subject matter was unsettling.

“Some leaders surround themselves with yes-people; the best leaders actively welcome information about concerns and good ideas, knowing that all leadership is somewhat insulated. They want to know about problems and good ideas so they don’t lose out,” Rowe said.