https://hdl.handle.net/1721.1/155102 2026-04-08T19:48:40Z 2026-04-08T19:48:40Z Rowe, Mary https://hdl.handle.net/1721.1/163390 2025-10-26T03:01:19Z 2025-09-01T00:00:00Z

Negotiating With an Aggressive Competitive Negotiator (ACN) Rowe, Mary Note: This is a condensed version of material also contained in Mary Rowe's longer-form teaching note, "Notes on Dealing with an Aggressive Competitive Negotiator (ACN)," which is also available via DSpace.

2025-09-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/163389 2025-10-26T03:01:58Z 2025-09-01T00:00:00Z

Notes on Dealing with an Aggressive Competitive Negotiator (ACN) (Especially If You Are Cooperative) Rowe, Mary

2025-09-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159970 2025-07-09T03:01:45Z 2018-04-01T00:00:00Z

Fostering Constructive Action by Peers and Bystanders in Organizations and Communities Rowe, Mary Note: Table One in this article is a long list of “Some Naturally Occurring Helpful Bystander Actions.” This list illustrates the importance of frequent, mundane bystander actions in building community and a culture of conflict management competence, as well as the better-known decisive actions that bystanders can take in emergency situations.

2018-04-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159969 2025-07-09T03:01:38Z 2022-06-01T00:00:00Z

When is a Difficult Person not a Difficult Person? Negotiating Across Worldviews One-on-One Rowe, Mary

2022-06-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159968 2025-07-09T03:01:46Z 2019-01-01T00:00:00Z

Learning about Negotiating Intangibles—for Ill and for Good Rowe, Mary

2019-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159967 2025-07-08T03:01:41Z 2017-10-01T00:00:00Z

Life Is Not Binary Rowe, Mary

2017-10-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159966 2025-07-08T03:01:34Z 2015-10-01T00:00:00Z

Negotiations Theory and Ombuds Practice Rowe, Mary Note: This article contains notes about people whose interests in negotiation are to injure the other party.

2015-10-01T00:00:00Z Rowe, Mary P https://hdl.handle.net/1721.1/159965 2025-07-08T03:01:40Z 1995-04-01T00:00:00Z

Options, Functions, and Skills: What an Organizational Ombudsperson Might Want to Know Rowe, Mary P Note: This article was also reprinted by The Ombudsman Association in 1995.

1995-04-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/159824 2025-06-28T03:01:45Z 1993-07-01T00:00:00Z

The Post-Tailhook Navy Designs an Integrated Dispute Resolution System Rowe, Mary P.

1993-07-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/159822 2025-06-28T03:01:46Z 1992-01-01T00:00:00Z

Whose Interests Were at Stake—And Who Was at the Table? Rowe, Mary P.

1992-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/159820 2025-06-28T03:01:37Z 1991-10-01T00:00:00Z

The Ombudsman's Role in a Dispute Resolution System Rowe, Mary P. Note: This article includes a discussion of whether “an ombuds has any power.” Also, an earlier version of this article was presented at a 1990 Society of Professionals in Dispute Resolution (SPIDR) workshop. See Mary P. Rowe, "The Ombudsman as Part of a Dispute Resolution System," presented at a Society of Professionals in Dispute Resolution (SPIDR) workshop, 1990, https://hdl.handle.net/1721.1/155803.

1991-10-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/159816 2025-06-28T03:01:44Z 1990-07-01T00:00:00Z

Helping People Help Themselves: An ADR Option for Complaint Handlers Rowe, Mary P. Note from the author: This article was written for complaint handlers before current laws, but it includes a review of many points relevant for complainants who are interested in helping themselves, and for complaint handlers who support them.

1990-07-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/159815 2025-06-28T03:01:43Z 1987-04-01T00:00:00Z

The Corporate Ombudsman: An Overview and Analysis. Rowe, Mary P.

1987-04-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/159813 2025-06-27T03:01:57Z 1990-04-01T00:00:00Z

People Who Feel Harassed Need a Complaint System with Both Formal and Informal Options Rowe, Mary P.

1990-04-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/159812 2025-06-27T03:01:56Z 1989-04-01T00:00:00Z

Disputes and Conflicts Inside Organizations: A Systems Approach Rowe, Mary P. This is a review of five books.

1989-04-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159811 2025-06-27T03:01:50Z 2023-01-01T00:00:00Z

Becoming an Ombuds at MIT Rowe, Mary Mary P. Rowe served for almost 42 years as an early organizational ombuds reporting directly to five presidents of MIT. This essay recounts Rowe’s early experiences in this work as she applied for and then, in early 1973, started her job at MIT, initially with the title of Special Assistant to the President and Chancellor for Women and Work at MIT. The essay also draws connections between Rowe’s early experiences in that job and the subsequent evolution of the organizational ombuds profession. This is a draft version of the article that was subsequently published in Conflict Resolution Quarterly.

2023-01-01T00:00:00Z Rowe, Mary MacAllister, Bruce https://hdl.handle.net/1721.1/159359 2025-07-06T03:08:54Z 2025-05-01T00:00:00Z

The Unique—and Effective—Quartet of Standards of Practice of Organizational Ombuds: Each Standard is Necessary—and Requires the Other Three Standards Rowe, Mary; MacAllister, Bruce Employers in many sectors consider adding an organizational Ombuds (OO) to their conflict management system. However, employers often have questions about this unusual profession. How are the International Ombuds Association (IOA) Standards of Practice different from the standards of other human services professionals within organizations—and different from the standards of other Ombudsmen? How do the IOA Standards of Practice contribute to the effectiveness of OOs? Organizational Ombuds practice to a unique quartet of Standards of Practice. One or more of the IOA Standards will be familiar to many, based on some similarities in other professions: Independence, Impartiality/Neutrality, Confidentiality, and Informality. But the set of four standards taken together appears to be unique to OO practice. The four IOA Standards enable OOs to serve an organization and its members effectively—by creating a zero-barrier office (a safe, accessible, fair and credible place) for every organizational constituent to discuss good ideas and difficult or painful concerns. This article explains why each of the four Standards is necessary to create the organizational Ombuds model—and how each Standard supports the other three.

2025-05-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159358 2025-07-06T03:09:00Z 2025-04-01T00:00:00Z

An Unusual Harassment Training That Was Warmly Received—and, as well, Inspired Bystanders—an Organizational Ombuds Story Rowe, Mary Harassment and bullying are hard to endure and hard to stop. Many targets and bystanders fear to ask for help, fearing loss of relationships and other painful consequences. All organizations need training. However, sensitivity training about harassment is now unwelcome to many, and it is hard to prove such training is effective in terms of achieving desirable outcomes. This essay describes an effort to teach supervisors how to receive harassment concerns competently and effectively. Faculty and staff supervisors were asked to critique the performance of peers on videos—who were kind but making common mistakes—for their strengths and weaknesses as complaint-handlers. The training was voluntary, very well received, and effective in several different ways. Many organizations might adapt such training for their frontline supervisors. (Note: This article illustrates the importance of training managers and faculty about complaint-handling and about being effective bystanders.)

2025-04-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159356 2025-07-05T11:40:12Z 2024-12-01T00:00:00Z

Organizational Ombuds' Sources of Power and Influence Rowe, Mary This article discusses the sources of power—and the influence that derives from power—that organizational ombuds (OO) use. The article presents a standard list of ten sources of power and shows how these are affected by the International Ombuds Association (IOA) Standards of Practice. Under IOA Standards, ombuds are designated to be independent, confidential, impartial/neutral—and informal. Each IOA Standard is supported by the other three. Near-absolute confidentiality, in particular, requires the other three Standards, especially the IOA Standard of informality. And informality is vital for ombuds effectiveness. Because OOs do not make formal management decisions for the organization, other sources of power are much enhanced. These other sources of power—and the influence engendered by these sources—contribute greatly to ombuds effectiveness. Different cases may call for different sources of power at different times. In addition, ombuds may use many sources of power synergistically—that is, using many of them together.

2024-12-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159354 2025-07-06T03:08:59Z 2024-12-01T00:00:00Z

Micro-Affirmations Are Joining the Social Science Research Agenda Rowe, Mary

2024-12-01T00:00:00Z Rowe, Mary Hedeen, Timothy Schneider, Jennifer Escalante, Hector https://hdl.handle.net/1721.1/159353 2025-07-06T03:08:58Z 2024-12-01T00:00:00Z

The Most Serious Cases Reported by Organizational Ombuds: Data from Surveys and Interviews Rowe, Mary; Hedeen, Timothy; Schneider, Jennifer; Escalante, Hector

2024-12-01T00:00:00Z Rowe, Mary Hedeen, Timothy Schneider, Jennifer Escalante, Hector https://hdl.handle.net/1721.1/159346 2025-06-27T13:39:12Z 2024-12-01T00:00:00Z

Some Organizational Ombuds Achievements Reported in the 2024 IOA Survey Rowe, Mary; Hedeen, Timothy; Schneider, Jennifer; Escalante, Hector

2024-12-01T00:00:00Z Rowe, Mary Hedeen, Timothy Schneider, Jennifer Escalante, Hector https://hdl.handle.net/1721.1/159345 2025-06-27T13:39:06Z 2024-12-01T00:00:00Z

What Do Organizational Ombuds Do? And Not Do? Rowe, Mary; Hedeen, Timothy; Schneider, Jennifer; Escalante, Hector Note: This working paper is an updated version of a 2020 blog post with the same title that is also available on DSpace@ at MIT, at https://hdl.handle.net/1721.1/157465. This version draws on data from five biennial International Ombuds Association surveys, and the earlier version included data from only three such surveys.

2024-12-01T00:00:00Z Rowe, Mary Hedeen, Timothy Schneider, Jennifer Escalante, Hector https://hdl.handle.net/1721.1/159312 2025-06-20T08:25:58Z 2024-12-01T00:00:00Z

A Taxonomy of Organizational Ombuds: Descriptors of the Employment of Organizational Ombuds who Practice to IOA Standards of Practice Rowe, Mary; Hedeen, Timothy; Schneider, Jennifer; Escalante, Hector

2024-12-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159311 2025-06-20T08:26:00Z 2024-12-01T00:00:00Z

The Colleague Who Would Not Take "No" for an Answer Rowe, Mary

2024-12-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159310 2025-06-13T06:02:16Z 2024-10-01T00:00:00Z

The Poster War: An Ombuds Learns About Sources of Power, Helping People Help Themselves, and the Role of Affinity Groups in Bringing About Change Rowe, Mary

2024-10-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159309 2025-06-13T06:02:22Z 2024-08-01T00:00:00Z

When Two People See the Same Facts Entirely Differently Rowe, Mary

2024-08-01T00:00:00Z Rowe, Mary Rowe, Mary https://hdl.handle.net/1721.1/159308 2025-06-20T08:26:01Z 2024-06-01T00:00:00Z

Is There a Right To Be Addressed as One Wishes To Be Addressed? Rowe, Mary; Rowe, Mary This teaching case was originally presented at the 1984 Corporate Ombudsman Conference. This is a fictional case study designed for teaching use. Many details, including names and facts, were changed from the real 1973 incident.

2024-06-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159273 2026-03-04T03:11:05Z 2024-02-01T00:00:00Z

The Eavesdropping Manager Who Was a Hesitant Bystander Rowe, Mary

2024-02-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159234 2026-03-04T03:11:04Z 2024-02-01T00:00:00Z

The Hesitant Bystander with Safety Concerns and a CEO Who Is a Bully Rowe, Mary Note: This is a fictional case study designed for teaching use. Many details, including names and facts, have been changed from the real case.

2024-02-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/159233 2026-03-04T03:11:02Z 2024-02-01T00:00:00Z

Negotiating for Jobs and Salaries (and Everything Else): Prepare, Prepare, Prepare Rowe, Mary This is a teaching note.

2024-02-01T00:00:00Z Rowe, Mary Gottehrer, Dean M. https://hdl.handle.net/1721.1/159077 2026-03-04T03:10:55Z 1997-03-19T00:00:00Z

Similarities and Differences Between Public and Private Sector Ombudsmen Rowe, Mary; Gottehrer, Dean M.

1997-03-19T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/158450 2025-04-07T08:46:47Z 2023-01-01T00:00:00Z

BELONGING—The Feeling That We ‘Belong’ May Depend in Part on ‘Affirmations' Rowe, Mary This essay describes a poignant concern brought to the ombuds office that helped me to understand how micro-affirmations are a major part of the scaffolding of “belonging.”

2023-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/158449 2025-04-07T09:10:00Z 2023-07-14T00:00:00Z

Helping Hesitant Bystanders Identify Their Options: A Checklist with Examples and Ideas to Consider Rowe, Mary Organizational bystanders sometimes act heroically in emergencies. Less well known are the bystanders who act very effectively, in quiet ways, in reaction to (potentially) unacceptable behavior. In addition, many bystanders (and bystanders of bystanders) consider action, but hesitate. There are many reasons why hesitation is understandable and may be appropriate. However, in many situations, hesitation can turn into effective action. Drawing on examples from ombuds practice, this article aims to assist organizational ombuds in helping hesitant bystanders identify and evaluate their options. The article includes a checklist of questions for hesitant bystanders that ombuds may find useful—and adds to the literature about why bystanders do or do not decide to act after learning of unacceptable behavior. The checklist may also be useful to those engaged in training programs for bystanders and others who provide support to hesitant bystanders.

2023-07-14T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/158448 2025-04-07T09:26:23Z 2023-07-14T00:00:00Z

Consider Generic Options When Complainants and Bystanders Are Fearful Rowe, Mary Organizational ombuds usually offer a choice of different options to constituents who call the office with a concern. In serious cases, ombuds might offer formal options such as filing a formal grievance. In addition, the ombuds can offer informal options, such as helping a visitor deal directly with their concern or offering to facilitate discussion with those involved. However, aggrieved persons and proactive bystanders often are very fearful about anyone knowing they have complained. In this situation, a “generic” approach—that focuses on an issue without naming anyone—can help to address the issues involved rather than the individuals. This can be done in ways that shield the privacy of the complainant. In addition to helping individuals, generic options serve affinity groups and the organization by supporting needed systemic improvements. This article discusses how organizational ombuds and other complaint handlers can use generic approaches in their work.

2023-07-14T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/158447 2025-04-07T09:09:43Z 2023-01-01T00:00:00Z

Using Organizational Values and Mission to Guide Strategic Planning Rowe, Mary ISKCON Resolve is part of a global, integrated conflict management system serving congregations in a hundred countries for the International Society for Krishna Consciousness. This global system began in 2002—and is the only one of its kind in a worldwide faith-based organization. ISKCON Resolve is led by two organizational ombuds, Brian Bloch and Bob Cohen. They respond to visitors; train, serve and supervise dozens of mediators; and support the Governing Body Commission of the faith. This essay describes an event at which the two ombuds were supporting their incoming CEO in strategic planning for conflict management.

2023-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/158445 2025-04-07T09:14:18Z 2023-01-01T00:00:00Z

“'Drafting a Letter' for People Dealing with Harassment or Bullying" Rowe, Mary As an early ombuds, the author discovered that drafting a structured letter about being mistreated often helped constituents—with respect to both process and outcomes. This article describes the origins of “drafting a letter” with its uses, benefits, and sources of power. Drafting such a letter provides a tripartite structure (see the Appendix) for a mistreated person to present evidence—from diaries, calendars, communications, videos, photos, phone records, etc. This structure helps in considering many options for action, for example, just thinking things through, gathering more evidence, informal discussions, mediation, or a formal complaint. Or the writer may send the letter privately to the perceived offender; such letters may work to stop specific misbehavior. If the behavior then does not stop, a safe-guarded copy of the letter can be used as evidence that the writer tried to stop it. And—very importantly—just drafting a letter may help with pain, anger, and grief.

2023-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/158444 2025-04-08T04:45:46Z 2022-01-01T00:00:00Z

Sources of Power in Negotiations Rowe, Mary Note: This one-page list was initially compiled for MIT Sloan course 15.667. It is also available in a longer, annotated version that includes examples and a table.

2022-01-01T00:00:00Z Rowe, Susannah G. Stewart, Miriam T. Van Horne, Sam Pierre, Cassandra Wang, Hanhan Manukyan, Makaila Bair-Merritt, Megan Lee-Parritz, Aviva Rowe, Mary P. Shanafelt, Tait Trockel, Mickey https://hdl.handle.net/1721.1/158443 2025-04-07T09:24:37Z 2022-05-06T00:00:00Z

Mistreatment Experiences, Protective Workplace Systems, and Occupational Distress in Physicians Rowe, Susannah G.; Stewart, Miriam T.; Van Horne, Sam; Pierre, Cassandra; Wang, Hanhan; Manukyan, Makaila; Bair-Merritt, Megan; Lee-Parritz, Aviva; Rowe, Mary P.; Shanafelt, Tait; Trockel, Mickey Reducing physician occupational distress requires understanding workplace mistreatment, its relationship to occupational well-being, and how mistreatment differentially impacts physicians of diverse identities. A survey of 1505 physicians conducted from September to October 2020 found that 23.4% had experienced mistreatment in the last year, with patients and visitors as the most frequent source of mistreatment. Women were more than twice as likely as men to experience mistreatment. Mistreatment was associated with higher levels of occupational distress, whereas the perception that protective workplace systems exist was associated with lower levels of occupational distress. These findings suggest that health care organizations should prioritize reducing workplace mistreatment, and systems that prevent workplace mistreatment may improve physicians' occupational well-being. Note: This article is the first to provide quantitative data finding that the perception that bystanders intervene when someone is mistreated is associated with better occupational well-being.

2022-05-06T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/158442 2025-04-08T04:42:38Z 2022-09-01T00:00:00Z

Is the Other Person Competing? Collaborating? Possibly Intending Harm? Ideas to Consider in a Negotiation Rowe, Mary

2022-09-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/158441 2025-04-08T04:09:45Z 2022-04-01T00:00:00Z

Changing Behavior, Letting It Be—Or Maybe Making It Worse: Ideas to Consider Rowe, Mary

2022-04-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/158150 2025-04-08T04:48:09Z 2021-10-01T00:00:00Z

An Unusual Harassment Training That Was Warmly Received and Also Inspired Bystanders Rowe, Mary P. Harassment and bullying are hard to endure and hard to stop. Many targets and bystanders fear to ask for help, fearing loss of relationships and other bad consequences. All organizations need to train people about harassment. But such training is now unwelcome to many, and it is hard to prove that it is effective. This essay describes an effort to teach supervisors how to receive harassment concerns competently and effectively. Faculty and staff supervisors were asked to critique the performance of peers on videos—who were kind but making common mistakes—for their strengths and weaknesses as complaint-handlers. The training was voluntary, very well received, and effective in several different ways. (Note: This essay illustrates the importance of training managers and faculty about complaint-handling and about being effective bystanders.)

2021-10-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/158144 2025-04-07T08:31:12Z 2021-09-01T00:00:00Z

If You Have Been Harassed or Bullied: Some Ideas to Consider Rowe, Mary

2021-09-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/158071 2025-04-08T04:19:45Z 2021-08-01T00:00:00Z

Organizational Ombuds Data: Helping to Understand Ombuds Effectiveness Rowe, Mary

2021-08-01T00:00:00Z Borum, Randy Rowe, Mary https://hdl.handle.net/1721.1/158070 2025-04-08T04:30:57Z 2021-01-01T00:00:00Z

The Importance of Bystanders in Threat Assessment and Management Borum, Randy; Rowe, Mary Bystanders—those who observe or come to know about potential wrongdoing—are often the best source of pre-attack intelligence, including indicators of intent and “warning” behaviors. They are the reason that some planned attacks are foiled before they occur. Numerous studies of targeted violence (e.g., mass shootings and school shootings), have demonstrated that peers and bystanders often have knowledge of an attacker’s intentions, concerning communication, and troubling behavior before the attack occurs. This chapter describes—with empirical support—why threat assessment professionals should consider bystanders; outlines a model for understanding bystander decision making; reviews common barriers to bystander reporting; and suggests ways to mitigate those barriers, to engage bystanders at an individual level, and to improve reporting. The principal aim of threat assessment is to prevent (primarily) intentional acts of harm. When tragic incidents of planned violence occur, however, it is almost always uncovered “that someone knew something” about the attack before it happened. This happens because, as attack plans unfold, people in several different roles may know, or come to know, something about what is happening before harm occurs. The perpetrators know, and so may others, including targets, family members, friends, co-workers, or even casual observers.

2021-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/158069 2025-04-07T09:12:18Z 2020-01-01T00:00:00Z

Supporting Bystanders: See Something, Say Something Is Not Enough Rowe, Mary The working paper discusses the need for a zero barrier office in a conflict management system to make it less risky for bystanders to offer information in serious cases. An expanded version of this working paper was later published as Mary P. Rowe, “Bystanders: ‘See Something, Say Something’ Is Not Enough,” Alternatives to the High Cost of Litigation Vol. 39, No. 10 (November 2021): 153-165.

2020-01-01T00:00:00Z Rowe, Mary Hedeen, Timothy Schneider, Jennifer https://hdl.handle.net/1721.1/157465 2024-11-05T03:45:35Z 2020-09-01T00:00:00Z

What Do Organizational Ombuds Do? And Not Do? Rowe, Mary; Hedeen, Timothy; Schneider, Jennifer Note: This article reflects data from three International Ombudsman Association surveys. It includes an appendix which compares organizational ombuds with other types of ombudsmen in the US.

2020-09-01T00:00:00Z Rowe, Mary Hedeen, Timothy Schneider, Jennifer https://hdl.handle.net/1721.1/157464 2024-11-05T03:36:47Z 2019-01-01T00:00:00Z

A Framework For Communicating How Organizational Ombuds Help to Manage Risk Rowe, Mary; Hedeen, Timothy; Schneider, Jennifer Note: Among other things, this article examines the importance of the International Ombudsman Association Standards of Practice in helping all constituents manage risks.

2019-01-01T00:00:00Z Rowe, Mary Giraldo-Kerr, Anna https://hdl.handle.net/1721.1/157443 2024-10-29T03:42:14Z 2017-01-01T00:00:00Z

Bystanders Rowe, Mary; Giraldo-Kerr, Anna The concept of a bystander is frequently linked to issues of gender, in the context of bystanders who take responsible action against harassment and discrimination. Bystanders are people who observe or learn about good—or bad—behavior by others, while not knowingly engaged in planning or executing the behavior. They have no formal role in the situation and may or may not take action. If they take helpful action, they may be called “active” or “positive” bystanders, or “up-standers.” This entry considers the cultural, religious, and gender perspectives through which one can understand bystander behavior, the value of bystander training, and directions for future research.

2017-01-01T00:00:00Z Rowe, Mary P. Giraldo-Kerr, Anna https://hdl.handle.net/1721.1/157442 2024-10-29T03:34:27Z 2017-07-01T00:00:00Z

Gender Microinequities Rowe, Mary P.; Giraldo-Kerr, Anna Despite laws, regulations, and policies promoting gender equity, and some progress in education and employment settings, gender discrimination continues. Much gender bias is subtle, covert, and usually not legally actionable, despite being very common. This entry examines seemingly small, unfair, demeaning, and discriminatory behaviors and events—microinequities and microaggressions—and their impact on women and men.

2017-07-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/157428 2024-10-26T03:41:07Z 2014-01-01T00:00:00Z

A Questionnaire for Analyzing your Conflict Management System Based on the Functions Needed in a Conflict Management System Rowe, Mary P. One way to assess the conflict management system of your organization is to work with several colleagues to identify and assess the people and the offices who perform the various functions needed in an effective system. This article contains a questionnaire that asks you to do three things. First, identify those who perform the various functions. Second, note whether these offices and people think of themselves as part of a system. Do they all understand the policies and procedures and conflict management options available in your organization? Do they work together? Do they understand privacy and confidentiality? Third, how effective is your system? What would make it more effective? (Note: There are also two related tables (each called Analyzing Your Conflict Management System) that will help in this analysis of your organizational system: there is a representative table and a table with blanks to fill in.)

2014-01-01T00:00:00Z Rowe, Mary Bloch, Brian https://hdl.handle.net/1721.1/157273 2024-10-13T03:05:47Z 2012-01-01T00:00:00Z

The Solo Organizational Ombudsman Practitioner...and Our Need for Colleagues...A Conversation Rowe, Mary; Bloch, Brian It takes a village to produce a successful organizational ombuds.

2012-01-01T00:00:00Z Houk, Carole S. Rowe, Mary P. Katz, Deborah A. Katz, Neil H. Marx, Lauren Hedeen, Timothy https://hdl.handle.net/1721.1/157272 2024-10-12T03:40:04Z 2016-11-14T00:00:00Z

A Reappraisal — The Nature and Value of Ombudsmen in Federal Agencies, Part 2: Research Report. Houk, Carole S.; Rowe, Mary P.; Katz, Deborah A.; Katz, Neil H.; Marx, Lauren; Hedeen, Timothy This Report outlines a mixed method research project that provides a comparative analysis of federal ombuds offices. The study utilizes a multi-stage approach, which includes four distinct and complementary elements: 1) a literature review and survey methodology (online surveys, interviews, and collection of program materials) across all federal ombuds offices; 2) a case study methodology to highlight promising practices; 3) a standards of practice policy discussion and a legal analysis relevant to the creation and operation of federal ombuds offices, and 4) recommendations offered both by surveyed participants and by the Research Team. The study is designed to help differentiate existing federal ombuds programs and practice, identify consistencies across ombuds offices, develop a framework for comparative evaluation, and identify promising practices. The results will provide an empirical basis for examining the shape and development of federal ombudsmen since ACUS’ Recommendation 90-2, and will inform the development of a new recommendation contained herein.

2016-11-14T00:00:00Z Houk, Carole S. Rowe, Mary P. Katz, Deborah A. Katz, Neil H. Marx, Lauren Hedeen, Timothy https://hdl.handle.net/1721.1/157271 2024-10-12T03:05:18Z 2016-11-14T00:00:00Z

A Reappraisal — The Nature and Value of Ombudsmen in Federal Agencies, Part 1: Executive Summary Houk, Carole S.; Rowe, Mary P.; Katz, Deborah A.; Katz, Neil H.; Marx, Lauren; Hedeen, Timothy

2016-11-14T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/157270 2024-10-12T03:03:42Z 2015-02-01T00:00:00Z

Unconscious Bias: May Micro-Affirmations Provide One Answer? Rowe, Mary

2015-02-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/157269 2024-10-12T03:47:53Z 2013-01-01T00:00:00Z

Portia: It is Not a "Crisis Committee," But One Might Want a "Portia" Anyway Rowe, Mary

2013-01-01T00:00:00Z Rowe, Mary Williams, Randy https://hdl.handle.net/1721.1/157131 2024-10-05T03:53:19Z 2014-01-01T00:00:00Z

Organizational Ombudsman Rowe, Mary; Williams, Randy (Note: This chapter includes a table that shows how organizational ombuds complement the roles of other conflict management offices in an organization.)

2014-01-01T00:00:00Z Rowe, Mary Gadlin, Howard https://hdl.handle.net/1721.1/157130 2024-10-05T04:04:37Z 2014-01-01T00:00:00Z

The Organizational Ombudsman Rowe, Mary; Gadlin, Howard This chapter discusses the OO (organizational ombudsman) in the context of organizational conflict management systems (CMS). The OO is a confidential, neutral, internal resource--formally independent of line and staff management--working informally, without decision-making power. OOs work with all employees and managers, and every workplace issue, as a "zero barrier" office. OOs seek fair processes for concerns brought to them. OOs refer to all formal and informal CMS options, identify "new" issues, and recommend systems improvements. The chapter discusses the emergence of the role in the context of social, political, and cultural changes over the past 50 years, especially in North America. It discusses the alternative dispute resolution movement--and concurrent emergence of the OO as an appropriate dispute resolution role within a CMS. It describes the functions--and competencies required--of ombudsmen, and discusses current challenges faced by those in OO roles.

2014-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/157129 2024-10-05T03:08:50Z 2012-01-01T00:00:00Z

Informality, the Fourth Standard of Practice Rowe, Mary In the 1970s and early 1980s, organizational ombuds recognized three basic pillars of their profession: independence, confidentiality and neutrality (impartiality). Informality was recognized as a fourth principle, or pillar of practice, somewhat later. This happened relatively slowly, over at least fifteen years, after the first three pillars were widely adopted. This article briefly describes that process. The article asserts that informality is an essential principle for the profession as practiced today—as essential as independence, confidentiality and neutrality. Without informality, the other three principles of OO practice could not function in today’s legal climate, and many managers would find OOs to be interfering with their authority. Informality permits OOs to offer a very wide variety of informal options, to all cohorts, and across all organizational boundaries.

2012-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/157128 2024-10-05T03:43:38Z 2011-01-01T00:00:00Z

What Happens to Confidentiality if the Visitor Refuses to Report Unacceptable Behavior? Rowe, Mary This article examines a common question frequently posed to organizational ombuds about what they would do if a visitor refuses to report or otherwise act responsibly about a situation that might present a risk of serious harm. It briefly reviews the Code of Ethics on confidentiality, and the concepts of “imminent risk” and serious harm. The article affirms the importance of seeking advice if there is time, without mentioning identities of those involved if that is possible, but being prepared to breach confidentiality if necessary to prevent serious harm. It discusses some options for getting information where it needs to go, on a timely basis, without the ombuds practitioner having to breach confidentiality, and points out that such options usually exist.

2011-01-01T00:00:00Z Cummings, Lydia Rowe, Mary https://hdl.handle.net/1721.1/156722 2024-09-13T03:14:17Z 2010-01-01T00:00:00Z

Concerns about Bullying at Work As Heard by Organizational Ombudsmen Cummings, Lydia; Rowe, Mary

2010-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156721 2024-09-13T03:27:10Z 1984-01-01T00:00:00Z

Selected Programs and Policies that Promote Sex Equity at … MIT Rowe, Mary This is a table.

1984-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156720 2024-09-13T03:37:42Z 2010-01-01T00:00:00Z

Identifying and Communicating the Usefulness of Organizational Ombuds, With Ideas about OO Effectiveness and Cost-Effectiveness Rowe, Mary Organizational ombudsmen contribute to many stakeholders: shareholders, management at all levels, those who call upon the office, people who are alleged to be a problem, responders whom the ombuds calls about a case or an issue, employees and managers in the organization who do not directly use the office, other cohorts in an organization like students and patients—and society. Ombuds perform many different conflict management functions, with many different skills, in many different contexts; they are difficult to evaluate. Ombuds need to identify and communicate their usefulness, including the tangible and intangible benefits relevant to their own stakeholders. One thesis of this article is that there are many powerful ways to do so. The other thesis is that there is no single, scientific way to calculate the cost effectiveness of ombuds. How an independent neutral adds value to an organizational conflict management system seems a particularly interesting topic for ombuds effectiveness research. Note: This article reviews many of the methodological problems in assessing the effectiveness of an ombuds office and emphasizes the importance of the “most serious cases” in demonstrating effectiveness and the importance of benchmarking before an ombuds office opens.

2010-01-01T00:00:00Z Rowe, Mary Gadlin, Howard https://hdl.handle.net/1721.1/156708 2024-09-13T03:32:34Z 2010-01-01T00:00:00Z

Ombudsman Rowe, Mary; Gadlin, Howard

2010-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156707 2024-09-13T03:43:36Z 2010-10-01T00:00:00Z

The Several Purposes of the OO Crystal Ball Rowe, Mary The Crystal Ball began, in 1984, as a device to help Organizational Ombudsmen (OOs) to anticipate problems that are new to their organizations. This came about by collecting wisdom from many OOs about “new things.” Each OO may collect bits of new information from a whole organization—the Crystal Ball then pulls these ideas together. Over the years the Crystal Ball has proven useful in helping OOs in the important OO task of seeking, identifying, assessing and communicating issues new to their organizations. Crystal Ball discussions have in turn helped OOs to think about how to help their organizations to learn about and manage emerging issues, how to foster and collaborate on systems initiatives when appropriate—and how to follow up. The issues enumerated in this article have included many of the serious problems of our times. The Crystal Ball illuminates one important source of organizational ombudsman effectiveness. Note: This article shows that ombuds can help identify and assess issues new to the organization.

2010-10-01T00:00:00Z Rowe, Mary Wilcox, Linda Gadlin, Howard https://hdl.handle.net/1721.1/156663 2024-09-04T03:50:41Z 2009-01-01T00:00:00Z

Dealing with—or Reporting—‘Unacceptable’ Behavior Rowe, Mary; Wilcox, Linda; Gadlin, Howard People in organizations often see behavior that they think is unacceptable, unsafe, illegal—even criminal. Why do people who observe such behavior hesitate to act on their own, or to come forward promptly—even when affected by that behavior? Why do they not immediately report those whom they see to be acting in an intolerable fashion? Hesitation of this kind has been recognized for years; for example, there is a controversial literature about the “bystander effect.” In real life hesitation is not confined just to bystanders. People in all roles may hesitate to act. Why do some people—including many managers—waver, rather than acting effectively to stop behavior they find to be unacceptable? The most common reasons for hesitation are: fear of loss of relationships, and loss of privacy, fear of unspecified “bad consequences” or retaliation, and insufficient evidence. There are many other barriers and they are often complex. Perceptions of the organization and of supervisors are important, as is a complaint system that is seen to be safe, accessible and credible. Some people do act on the spot or come forward when they see unacceptable behavior. Reviewing the reasoning of people with whom we have talked may provide ideas for employers designing or reviewing a conflict management system.

2009-01-01T00:00:00Z Bloch, Brian Miller, David Rowe, Mary https://hdl.handle.net/1721.1/156662 2024-09-04T03:58:16Z 2009-01-01T00:00:00Z

Systems for Dealing with Conflict and Learning from Conflict—Options for Complaint-Handling: An Illustrative Case Bloch, Brian; Miller, David; Rowe, Mary

2009-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156661 2024-09-04T03:54:39Z 2009-01-01T00:00:00Z

An Organizational Ombuds Office in a System for Dealing with Conflict and Learning from Conflict, or ‘Conflict Management System.' Rowe, Mary

2009-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156660 2024-09-04T04:05:09Z 2009-01-01T00:00:00Z

Organizational Systems for Dealing with Conflict & Learning from Conflict: Introduction Rowe, Mary

2009-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156600 2024-09-04T03:42:55Z 2009-01-01T00:00:00Z

Find Yourself the Mentoring You Need Rowe, Mary

2009-01-01T00:00:00Z Scully, Maureen Rowe, Mary https://hdl.handle.net/1721.1/156545 2024-09-04T03:17:07Z 2009-01-01T00:00:00Z

Bystander Training within Organizations Scully, Maureen; Rowe, Mary Active bystanders may play a useful role in discouraging negative behaviors, and, we add, encouraging positive behaviors in the workplace. We describe the significance of the bystander role—for example, with respect to safety, diversity, and ethics—and review the challenges for bystanders in moving from a passive to an active stance. Bystander training may help bystanders learn small, concrete strategies for intervening effectively. We review current debates about the power and the limits of the bystander role, the efficacy of training, and the capacity of local bystander action to foster broader organizational changes that support safety, inclusion, and integrity.

2009-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156541 2024-09-04T03:03:12Z 2008-03-01T00:00:00Z

Micro-affirmations & Micro-inequities Rowe, Mary

2008-03-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156537 2024-09-04T03:04:27Z 2007-04-01T00:00:00Z

Comment: How Should Galvatrens Strengthen its System for Uncovering Misconduct? Rowe, Mary

2007-04-01T00:00:00Z Rowe, Mary P. Hicks, Wilbur https://hdl.handle.net/1721.1/156458 2024-08-30T03:07:16Z 2004-01-01T00:00:00Z

The Organizational Ombuds Rowe, Mary P.; Hicks, Wilbur

2004-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156457 2024-08-30T03:14:47Z 2004-09-01T00:00:00Z

What Was It Like Working with OCW? Rowe, Mary Note: This article is about putting the MIT Sloan Negotiation and Conflict Management course 15.667 online.

2004-09-01T00:00:00Z Rowe, Mary Bendersky, Corinne https://hdl.handle.net/1721.1/156456 2024-08-30T04:01:49Z 2003-01-01T00:00:00Z

Workplace Justice, Zero Tolerance, and Zero Barriers Rowe, Mary; Bendersky, Corinne

2003-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156399 2024-08-27T04:01:32Z 2003-02-01T00:00:00Z

Requests for Personal Work May Pose a Conflict of Interest Rowe, Mary

2003-02-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156398 2024-08-27T03:17:12Z 2002-01-01T00:00:00Z

Notes on Complaint Handling for Managers Rowe, Mary Note: This document was compiled for the MIT Sloan Negotiation and Conflict Management course 15.667 in 2002.

2002-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156385 2024-08-23T04:02:23Z 2002-04-01T00:00:00Z

Cumulative Effects of Apparently Small Events Rowe, Mary

2002-04-01T00:00:00Z Rowe, Mary Simon, Mary https://hdl.handle.net/1721.1/156384 2024-08-23T03:01:51Z 2002-01-01T00:00:00Z

Effectiveness of Organizational Ombudsmen Rowe, Mary; Simon, Mary

2002-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156383 2024-08-23T03:33:11Z 2001-09-01T00:00:00Z

What Should Jane Do About Her Top Performer's Mean Streak? Rowe, Mary This comment is part of a larger article: Sarah Cliffe, “What a Star—What a Jerk,” Harvard Business Review Vol. 79, No. 8 (September 2001): 37-48.

2001-09-01T00:00:00Z Society of Professionals in Dispute Resolution, ADR in the Workplace Initiative Committee https://hdl.handle.net/1721.1/156360 2024-08-23T03:25:52Z 2001-01-01T00:00:00Z

Designing Integrated Conflict Management Systems: Guidelines for Practitioners and Decision Makers in Organizations Society of Professionals in Dispute Resolution, ADR in the Workplace Initiative Committee Professionals in Dispute Resolution (SPIDR) prepared this document for employers, managers, labor representatives, employees, civil and human rights organizations, and others who interact with organizations. In this document we explain why organizations should consider developing integrated conflict management systems to prevent and resolve conflict, and we provide practical guidelines for designing and implementing such systems. The principles identified in this document can also be used to manage external conflict with customers, clients, and the public. Indeed, we recommend that organizations focus simultaneously on preventing and managing both internal and external conflict. SPIDR recognizes that an integrated conflict management system will work only if designed with input from users and decision makers at all levels of the organization. Each system must be tailored to fit the organization's needs, circumstances, and culture. In developing these systems, experimentation is both necessary and healthy. We hope that this document will provide guidance, encourage experimentation, and contribute to the evolving understanding of how best to design and implement these systems. A Report Prepared by the Society of Professionals in Dispute Resolution ADR in the Workplace Initiative. Committee Members: Ann Gosline, Co-Chair; Lamont Stallworth, Co-Chair; Myrna C. Adams; Notman Brand; Cynthia J. Hallberlin; Carole Schneider Houk; David B. Lipsky; Jennifer Lynch; Nancy E. Peace; Mary Rowe; Anne Thomas

2001-01-01T00:00:00Z Rowe, Mary P. Wilcox, Linda J. https://hdl.handle.net/1721.1/156359 2024-08-23T03:08:02Z 2000-01-01T00:00:00Z

Dealing with the Fear of Violence: What an Organizational Ombudsman Might Want to Know Rowe, Mary P.; Wilcox, Linda J.

2000-01-01T00:00:00Z Scully, Maureen Rowe, Mary Moorehead, Laura https://hdl.handle.net/1721.1/156254 2024-08-18T03:40:40Z 1998-07-01T00:00:00Z

Helping Bystanders Take Responsibility for Diversity Scully, Maureen; Rowe, Mary; Moorehead, Laura

1998-07-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156253 2024-08-18T03:00:58Z 1997-01-01T00:00:00Z

Dispute Resolution in the Nonunion Environment: An Evolution Toward Integrated Systems for Conflict Management? Rowe, Mary

1997-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/156252 2024-08-18T04:01:50Z 1997-09-01T00:00:00Z

Conflicts of Interest Arising From Personal Relationships Rowe, Mary

1997-09-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/156251 2024-08-18T03:13:24Z 1997-01-01T00:00:00Z

What Is It Like to Be an Organizational Ombudsman? Rowe, Mary P.

1997-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155968 2024-08-10T03:48:52Z 1996-01-01T00:00:00Z

An Effective, Integrated Complaint Resolution System Rowe, Mary P.

1996-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155967 2024-08-10T03:46:56Z 1996-01-01T00:00:00Z

Dealing with Harassment: A Systems Approach. Rowe, Mary P. People who are concerned about harassment often feel they "know what is best" for a person who has been harassed. But those who have actually been harassed often have very strong -- and different -- points of view about what they are willing to do. Thus, procedures for dealing with harassment must first take into account the wide range of interests of various complainants, or complainants will not take action. This chapter explores the pros and cons of many possible elements of a complaint system and concludes by recommending an integrated dispute resolution systems approach, which provides options for complainants, respondents, bystanders, and supervisors.

1996-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/155966 2024-08-09T03:11:27Z 1994-01-01T00:00:00Z

People with Delusions or Quasi-Delusions Who "Won't Let Go" Rowe, Mary In recent years an increasing number of otherwise productive people, who appear to have delusions or quasi-delusions and who "won't let go," have come to the attention of workplace and university complaint handlers. These are people who have ideas which appear contrary to fact, and who, in addition, seem obsessed about these ideas. Complaint handlers come to hear about this sub-group of obsessed people with delusions or quasi-delusions in two ways. People with obsessive delusions may come in as complainants, and then continuously refuse to settle or give up the complaint. This may be true even after a court has ruled against them. Or they may be reported to the complaint handler as harassers when they follow, skulk, stalk, scare or anger others, and apparently cannot be persuaded to give up the object of their interest. There has been little published in the human resource or dispute resolution literature about otherwise productive persons who present in workplace or academic settings as both obsessed and quasi-delusional. In this article, the author sketches out characteristics of a specific group of people who have some obsessive beliefs and ideas that appear not to be based in reality. She suggests some ways individual complaint handlers and organizations may deal with questions and concerns posed by such persons.

1994-01-01T00:00:00Z Hendry, James Marti, Virgil Trocchio, Carole Bensinger, Ann Rowe, Mary https://hdl.handle.net/1721.1/155965 2024-08-09T03:26:07Z 1994-01-01T00:00:00Z

The Corporate Ombudsman Handbook, second edition Hendry, James; Marti, Virgil; Trocchio, Carole; Bensinger, Ann; Rowe, Mary

1994-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155964 2024-08-09T03:29:28Z 1995-03-01T00:00:00Z

Fostering Diversity: Some Major Hurdles Remain When the Playing Field is Tilted Rowe, Mary P. An earlier version of this article was published as Mary P. Rowe, "Fostering Diversity: Some Major Hurdles Remain," Change 25, No. 2 (March-April 1993): 35-39.

1995-03-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/155963 2024-08-09T03:17:30Z 1993-01-01T00:00:00Z

"Respect, Respect, Respect," a comment on “What Should I Do with My Problem Employee? A Case Study" Rowe, Mary Note: This was also reprinted in Catherine Stover, ed., Problems and Solutions in Small Business Management (Upstart Publishing, 1995).

1993-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155962 2024-08-09T03:46:21Z 1993-01-01T00:00:00Z

Options and Choice for Conflict Resolution in the Workplace Rowe, Mary P. This chapter focuses on the need for providing choices for complainants.

1993-01-01T00:00:00Z Rowe, Mary P. Ziegenfuss, James T. Jr. Perneski, A.J. Hall, Gary Lux, Marshall https://hdl.handle.net/1721.1/155961 2024-08-09T03:56:53Z 1993-01-01T00:00:00Z

Perspectives on Costs and Cost Effectiveness of Ombudsman Programs in Four Fields Rowe, Mary P.; Ziegenfuss, James T. Jr.; Perneski, A.J.; Hall, Gary; Lux, Marshall Note: These articles includes analyses of five types of ombudsman offices.

1993-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155960 2024-08-08T03:44:16Z 1993-01-01T00:00:00Z

An Overview of Client and Internal Ombudsmen Rowe, Mary P.

1993-01-01T00:00:00Z Ball, Charles H. https://hdl.handle.net/1721.1/155959 2024-08-08T04:01:48Z 1993-02-03T00:00:00Z

Rowe Effort Commended by Navy Ball, Charles H.

1993-02-03T00:00:00Z Niven, Daniel Wang, Cheryl Rowe, Mary P. Taga, Mikiko Vladeck, Judith P. Garron, Lee C. https://hdl.handle.net/1721.1/155958 2024-08-08T03:36:55Z 1992-03-01T00:00:00Z

The Case of the Hidden Harassment Niven, Daniel; Wang, Cheryl; Rowe, Mary P.; Taga, Mikiko; Vladeck, Judith P.; Garron, Lee C.

1992-03-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155957 2024-08-08T03:58:46Z 1990-06-01T00:00:00Z

Barriers to Equality: The Power of Subtle Discrimination to Maintain Unequal Opportunity Rowe, Mary P. This paper argues that subtle discrimination is now the principal scaffolding for segregation in the United States. The author suggests this scaffolding is built of "micro-inequities": apparently small events which are often ephemeral and hard to prove, events which are covert, often unintentional, frequently unrecognized by the perpetrator. Micro-inequities occur wherever people are perceived to be "different": Caucasians in a Japanese-owned company, African-Americans in a predominantly white firm, women in a traditionally male environment, Jews and Moslems in a traditionally Protestant environment. These mechanisms of prejudice against persons of difference are usually small in nature, but not trivial in effect. They are especially powerful taken together. (As one drop of water has little effect, though continuous drops may be destructive, one racist slight may be insignificant but many such slights cause serious damage.) Micro-inequities work both by excluding the person of difference and by making that person less self-confident and less productive. An employer may prevent such damage by developing programs on diversity, like "valuing differences" and team-building. The author does not believe micro-inequities should be made the subject of anti-discrimination legislation. Note: This article was also reprinted in Social Ethics: Morality and Social Policy, 4th ed., edited by Thomas A. Mappes and Jane S. Zambaty. New York: McGraw-Hill, 1992.

1990-06-01T00:00:00Z Perneski, Tony Rowe, Mary https://hdl.handle.net/1721.1/155804 2024-07-30T03:42:57Z 1990-01-01T00:00:00Z

Cost-Effectiveness of Ombudsman Offices Perneski, Tony; Rowe, Mary Note: This issue contains other articles, as well.

1990-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155803 2024-07-30T03:29:16Z 1990-01-01T00:00:00Z

The Ombudsman as Part of a Dispute Resolution System Rowe, Mary P.

1990-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155802 2024-07-30T03:46:56Z 1990-01-01T00:00:00Z

In Pursuit of Justice Rowe, Mary P. This article is a review of the book Justice on the Job: Resolving Grievances in the Non-Union Workplace, by David Ewing.

1990-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155766 2024-07-24T03:30:15Z 1989-01-01T00:00:00Z

Is Getting to a Specific Yes Always the Point? Rowe, Mary P. This is a review of the book "Getting Together: Getting to a Relationship that Gets to Yes,' by Roger Fisher and Scott Brown.

1989-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155765 2024-07-24T03:28:58Z 1989-01-01T00:00:00Z

What Actually Works? The One-to-One Approach Rowe, Mary P. This article describes five ideas that, especially when undertaken together, seem to help minorities and women thrive better in academe. The five ideas are: commitment and action by the top administration; one-to-one recruitment of minorities and women; one-to-one mentoring; individual responsibility for networks; and a complaint system that works for individuals.

1989-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/155764 2024-07-24T04:03:16Z 1989-06-01T00:00:00Z

Should an Ombudsman Testify? Rowe, Mary

1989-06-01T00:00:00Z Ziegenfuss, James T. Jr. Rowe, Mary Robbins, Lee Munzenrider, Robert https://hdl.handle.net/1721.1/155761 2024-07-24T03:58:43Z 1989-03-01T00:00:00Z

Corporate Ombudsmen Ziegenfuss, James T. Jr.; Rowe, Mary; Robbins, Lee; Munzenrider, Robert

1989-03-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/155759 2024-07-24T03:05:29Z 1989-10-01T00:00:00Z

Harassment at MIT: Think Prevention Rowe, Mary

1989-10-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155757 2024-07-24T03:32:18Z 1988-05-01T00:00:00Z

Organizational Response to Assessed Risk: Complaint Channels Rowe, Mary P.

1988-05-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/155753 2024-07-24T03:26:37Z 1988-05-25T00:00:00Z

Ombuds Jobs are Proliferating, and Characterized by Diversity Rowe, Mary

1988-05-25T00:00:00Z Hendry, James Rowe, Mary et al. https://hdl.handle.net/1721.1/155752 2024-07-24T03:34:47Z 1987-05-01T00:00:00Z

The Ombudsman Handbook Hendry, James; Rowe, Mary; et al.

1987-05-01T00:00:00Z Ziegenfuss, James T. Jr. Robbins, Lee Rowe, Mary https://hdl.handle.net/1721.1/155750 2024-07-24T03:14:24Z 1987-05-01T00:00:00Z

Corporate Ombudsmen: An Exploratory National Survey of Purposes and Activities Ziegenfuss, James T. Jr.; Robbins, Lee; Rowe, Mary

1987-05-01T00:00:00Z Roddy, John Rowe, Mary P. https://hdl.handle.net/1721.1/155748 2024-07-24T03:50:45Z 1987-03-01T00:00:00Z

The Ombudsman as an Ounce of Prevention Roddy, John; Rowe, Mary P.

1987-03-01T00:00:00Z Rowe, Mary P. Russell-Einhorn, Malcolm L. Weinstein, Jerome N. https://hdl.handle.net/1721.1/155745 2024-07-24T03:07:32Z 1987-08-01T00:00:00Z

New Issues in Testing the Work Force: Genetic Diseases Rowe, Mary P.; Russell-Einhorn, Malcolm L.; Weinstein, Jerome N.

1987-08-01T00:00:00Z Rowe, Mary P. Russell-Einhorn, Malcolm Baker, Michael A. https://hdl.handle.net/1721.1/155743 2024-07-24T03:01:31Z 1986-07-01T00:00:00Z

The Fear of AIDS Rowe, Mary P.; Russell-Einhorn, Malcolm; Baker, Michael A.

1986-07-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155742 2024-07-24T03:42:47Z 1985-01-01T00:00:00Z

Review of The Lecherous Professor: Sexual Harassment on Campus Rowe, Mary P. This is a book review.

1985-01-01T00:00:00Z Rowe, Mary P. Baker, Michael https://hdl.handle.net/1721.1/155715 2024-07-19T03:29:56Z 1984-05-01T00:00:00Z

Are You Hearing Enough Employee Concerns? Rowe, Mary P.; Baker, Michael This article provides an overview of non-union complaint systems in the U.S.

1984-05-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155714 2024-07-19T03:20:58Z 1984-05-01T00:00:00Z

Dispute Resolution in Scientific Settings: A Systems Approach Rowe, Mary P.

1984-05-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155713 2024-07-19T03:02:07Z 1983-05-01T00:00:00Z

Review of Sexual and Gender Harassment in the Academy: A Guide for Faculty, Students, and Administrators Rowe, Mary P.

1983-05-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/155712 2024-07-18T23:04:28Z 1982-01-01T00:00:00Z

Building 'Mentoring' Frameworks for Blacks (and Other People) as Part of an Effective Equal Opportunity Ecology Rowe, Mary Educational institutions need mentoring structures and everyone in them needs mentoring. This paper will discuss five major points in building institutional devices which help minorities find the multiple helping resources, which many people think of as "mentoring," and which are now seen by many people to be indispensable for career success. Each of these points may be seen as necessary, but not sufficient by itself to establish the supportive ecology in which excellent mentoring is available to blacks (and other people). Note: This was a revision of Mary P. Rowe, “Building Mentorship Frameworks as Part of an Effective Equal Opportunity Ecology,” in Sex Discrimination in Higher Education: Strategies for Equality, ed. Jennifer Farley (Ithaca, NY: New York State School of Industrial and Labor Relations, Cornell University, 1981), 23-33. That article is also available in Dspace@MIT.

1982-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/155560 2024-07-10T04:01:30Z 1981-01-01T00:00:00Z

The Minutiae of Discrimination: The Need for Support Rowe, Mary Note from the author: This chapter is a revised version of the "Saturn's Rings" papers.

1981-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155559 2024-07-10T04:02:22Z 1981-05-01T00:00:00Z

Dealing with Sexual Harassment Rowe, Mary P.

1981-05-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155558 2024-07-10T03:41:06Z 1981-01-01T00:00:00Z

Building Mentoring Frameworks as Part of an Effective Equal Opportunity Ecology Rowe, Mary P. Educational institutions, government agencies, corporations, and other organizations can help build mentoring frameworks for women and men. This paper discusses five major points in building institutional devices that can help women find the multiple sources of help which many people think of as mentorship and which are now seen by many people as indispensable for career success. Each of these points may be seen as necessary, but not sufficient by itself, to establish the supportive ecology in which excellent mentorship is available to women (and men).

1981-01-01T00:00:00Z Shapiro, Eileen C. Haseltine, Florence P. Rowe, Mary P. https://hdl.handle.net/1721.1/155557 2024-07-10T03:44:10Z 1978-01-01T00:00:00Z

Moving Up: Role Models, Mentors, and the 'Patron System.' Shapiro, Eileen C.; Haseltine, Florence P.; Rowe, Mary P. Increasing effort, time, and money are being invested in projects for women. Many are intended to recruit and promote women in traditionally male professions, such as management, science, medicine, dentistry, engineering, and architecture. Much emphasis has been placed on "role models" and "mentors" as prerequisites for women's success. The authors examine these concepts and suggest (1) that role models are of limited effectiveness in assisting women to gain positions of leadership, authority, or power and (2) that mentors are at one end of a continuum of advisory/support relationships which facilitate access to such positions for the proteges involved. The authors conclude that careful consideration of this continuum will lead to better focused and more effective efforts directed at bringing women into positions of leadership and authority.

1978-01-01T00:00:00Z Rowe, Mary P. Williams, Clarence G. https://hdl.handle.net/1721.1/155556 2024-07-10T03:25:39Z 1980-01-01T00:00:00Z

The Non-Union Grievance Procedure at MIT: An Upward-Feedback Mediation Model Rowe, Mary P.; Williams, Clarence G. Note: This was one of the earliest articles about conflict management systems.

1980-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155555 2024-07-10T04:27:57Z 1977-01-01T00:00:00Z

Go Hire Yourself a Mentor Rowe, Mary P. Also reprinted in Comment 10, no. 3 (March 1978): 2.

1977-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155552 2024-07-10T04:29:50Z 1977-01-01T00:00:00Z

The Saturn's Rings Phenomenon: Micro-inequities and Unequal Opportunity in the American Economy Rowe, Mary P. Later reprinted in Comment 10, no. 3 (March 1978): 3.

1977-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/155546 2024-07-10T04:12:01Z 1977-01-01T00:00:00Z

A Handy, Dandy, Quick and Practical Checklist for Women Trustees Rowe, Mary

1977-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155452 2024-07-06T03:59:46Z 1978-09-01T00:00:00Z

Case of the Valuable Vendors Rowe, Mary P. This article discusses subtle discrimination as a management problem. Also reprinted in Dealing with Conflict, Harvard Business Review (Boston, MA: Harvard Business School, 1983), 167-173.

1978-09-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155451 2024-07-09T19:52:25Z 1979-05-09T00:00:00Z

Managerial Women and Men in a Changing Society—the 80s: A Discussion with Dr. Mary P. Rowe Rowe, Mary P.

1979-05-09T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155450 2024-07-06T03:29:09Z 1977-01-01T00:00:00Z

Child Care for the 1980's: Traditional Sex Roles or Androgyny? Rowe, Mary P.

1977-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/155449 2024-07-06T03:22:43Z 1977-05-01T00:00:00Z

Co-Teaching Wo/Men's Studies at M.I.T. Rowe, Mary

1977-05-01T00:00:00Z Rowe, Mary Potter https://hdl.handle.net/1721.1/155448 2024-07-06T03:44:35Z 1976-01-01T00:00:00Z

That Parents May Work and Love and Children May Thrive Rowe, Mary Potter

1976-01-01T00:00:00Z Rowe, Mary Potter https://hdl.handle.net/1721.1/155447 2024-07-06T03:00:36Z 1974-08-01T00:00:00Z

The Changing Status of Women: Economic Realities Rowe, Mary Potter

1974-08-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155446 2024-07-06T03:52:18Z 1974-01-01T00:00:00Z

Prospects and Patters for Men and Women at Work: To Be Able Both to Love and to Work Rowe, Mary P. Keynote address at a 1973 MIT Centennial by Mary P. Rowe, on a new vision for men and women at work.

1974-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/155310 2024-06-26T03:32:53Z 1973-09-05T00:00:00Z

People Keep Asking Me What Androgyny Means Rowe, Mary

1973-09-05T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/155309 2024-06-26T03:43:21Z 1973-01-01T00:00:00Z

Why Do Most Women Take and Keep Only Low-Paying Jobs? What Should Be Done? Rowe, Mary

1973-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155308 2024-06-26T03:16:04Z 1975-09-01T00:00:00Z

The Saturn's Rings Phenomenon Rowe, Mary P.

1975-09-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155307 2024-06-26T03:40:02Z 1974-01-01T00:00:00Z

The Progress of Women in Educational Institutions: The Saturn's Rings Phenomenon Rowe, Mary P. The minutiae of sexism are usually not actionable; most are such petty incidents that they may not even be identified, much less protested. They are, however, important, like the dust and ice in Saturn's rings, because, taken together, they constitute formidable barriers. As Saturn is partially obscured by its rings, so are good jobs partially obscured for women by "grains of sand": the minutiae of sexism.

1974-01-01T00:00:00Z Rowe, Mary Potter Husby, Ralph D. https://hdl.handle.net/1721.1/155306 2024-06-26T03:03:16Z 1973-01-01T00:00:00Z

Economics of Child Care: Costs, Needs, and Issues Rowe, Mary Potter; Husby, Ralph D. A policy on child care requires knowledge of alternative programs of different scopes, the relative benefits of these various programs, and their respective costs. This chapter discusses issues of costs and quality of child care. The first section deals with definitions and some data problems: what are we talking about in discussing the costs and need for child care of different kinds? The second section reviews the costs of child care as reported in several major studies. The third section reports data on demand for child care at different prices. The demand parents make for child care at different prices--and the costs of different kinds of care--point to a seriously wide funding gap between what parents and governments now pay for child care and what is needed to provide the kind of care they want. The final section also sets forth several major implications for national policy, including the costs of providing universal child care for children under six. Some possibilities for meeting these costs are discussed.

1973-01-01T00:00:00Z Rowe, Mary https://hdl.handle.net/1721.1/155303 2024-06-26T03:30:39Z 1973-01-01T00:00:00Z

Questions We Might Ask About Day Care Rowe, Mary

1973-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155302 2024-06-26T03:27:31Z 1973-12-01T00:00:00Z

The Progress of Women in Educational Institutions: The Saturn's Rings Phenomenon Rowe, Mary P. This paper describes the minutiae of sexism in large educational institutions. These minutiae are usually not actionable; most are such petty incidents that they may not even be identified, much less protested. They are, however, important, like the dust and ice in Saturn's rings, because, taken together, they constitute formidable barriers. As Saturn is partially obscured by its rings, so are good jobs partially obscured for women by "grains of sand": the minutiae of sexism. Saturn's Rings phenomena are briefly discussed in this paper and then a fictional case study is introduced in an effort to illustrate the cumulative effect of many small events. This December 1973 report by Mary Rowe to the MIT Academic Council contributed to the discussion resulting in MIT's first policy against harassment. The article describes various aspects of structural sexism.

1973-12-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155301 2024-06-26T03:19:43Z 1973-01-01T00:00:00Z

When the Employer Faces Day Care Decisions: Cost-Benefit Analysis and Other Decision-Making Tools Rowe, Mary P. More and more employers are being asked to make decisions on day care. In public agencies and private business, employers are seeking advice on how to decide whether, and to what extent, to subsidize day care. Traditional cost/benefit analysis is very difficult in the field of early childhood programs and cannot easily be used as a decision-making tool in this area. However, it is useful to review problems in costs, costing, funding, and benefits; and many useful hints can be given to the employer who must make decisions on day care.

1973-01-01T00:00:00Z Rowe, Mary P. https://hdl.handle.net/1721.1/155300 2024-06-26T03:58:39Z 1972-12-01T00:00:00Z

How Much Is Good Child Care Worth? Rowe, Mary P.

1972-12-01T00:00:00Z Harris, J.R. Rowe, Mary P. https://hdl.handle.net/1721.1/155299 2024-06-26T03:07:07Z 1966-03-01T00:00:00Z

Entrepreneurial Patterns in the Nigerian Sawmilling Industry Harris, J.R.; Rowe, Mary P.

1966-03-01T00:00:00Z