https://hdl.handle.net/1721.1/155108 Wed, 08 Apr 2026 14:43:14 GMT 2026-04-08T14:43:14Z https://hdl.handle.net/1721.1/163390 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. Mon, 01 Sep 2025 00:00:00 GMT https://hdl.handle.net/1721.1/163390 2025-09-01T00:00:00Z https://hdl.handle.net/1721.1/163389 Notes on Dealing with an Aggressive Competitive Negotiator (ACN) (Especially If You Are Cooperative) Rowe, Mary Mon, 01 Sep 2025 00:00:00 GMT https://hdl.handle.net/1721.1/163389 2025-09-01T00:00:00Z https://hdl.handle.net/1721.1/159811 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. Sun, 01 Jan 2023 00:00:00 GMT https://hdl.handle.net/1721.1/159811 2023-01-01T00:00:00Z https://hdl.handle.net/1721.1/159311 The Colleague Who Would Not Take "No" for an Answer Rowe, Mary Sun, 01 Dec 2024 00:00:00 GMT https://hdl.handle.net/1721.1/159311 2024-12-01T00:00:00Z https://hdl.handle.net/1721.1/159310 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 Tue, 01 Oct 2024 00:00:00 GMT https://hdl.handle.net/1721.1/159310 2024-10-01T00:00:00Z https://hdl.handle.net/1721.1/159309 When Two People See the Same Facts Entirely Differently Rowe, Mary Thu, 01 Aug 2024 00:00:00 GMT https://hdl.handle.net/1721.1/159309 2024-08-01T00:00:00Z https://hdl.handle.net/1721.1/159308 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. Sat, 01 Jun 2024 00:00:00 GMT https://hdl.handle.net/1721.1/159308 2024-06-01T00:00:00Z https://hdl.handle.net/1721.1/159273 The Eavesdropping Manager Who Was a Hesitant Bystander Rowe, Mary Thu, 01 Feb 2024 00:00:00 GMT https://hdl.handle.net/1721.1/159273 2024-02-01T00:00:00Z https://hdl.handle.net/1721.1/159234 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. Thu, 01 Feb 2024 00:00:00 GMT https://hdl.handle.net/1721.1/159234 2024-02-01T00:00:00Z https://hdl.handle.net/1721.1/159233 Negotiating for Jobs and Salaries (and Everything Else): Prepare, Prepare, Prepare Rowe, Mary This is a teaching note. Thu, 01 Feb 2024 00:00:00 GMT https://hdl.handle.net/1721.1/159233 2024-02-01T00:00:00Z https://hdl.handle.net/1721.1/158450 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.” Sun, 01 Jan 2023 00:00:00 GMT https://hdl.handle.net/1721.1/158450 2023-01-01T00:00:00Z https://hdl.handle.net/1721.1/158449 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. Fri, 14 Jul 2023 00:00:00 GMT https://hdl.handle.net/1721.1/158449 2023-07-14T00:00:00Z https://hdl.handle.net/1721.1/158448 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. Fri, 14 Jul 2023 00:00:00 GMT https://hdl.handle.net/1721.1/158448 2023-07-14T00:00:00Z https://hdl.handle.net/1721.1/158447 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. Sun, 01 Jan 2023 00:00:00 GMT https://hdl.handle.net/1721.1/158447 2023-01-01T00:00:00Z https://hdl.handle.net/1721.1/158445 “'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. Sun, 01 Jan 2023 00:00:00 GMT https://hdl.handle.net/1721.1/158445 2023-01-01T00:00:00Z https://hdl.handle.net/1721.1/158444 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. Sat, 01 Jan 2022 00:00:00 GMT https://hdl.handle.net/1721.1/158444 2022-01-01T00:00:00Z https://hdl.handle.net/1721.1/158441 Changing Behavior, Letting It Be—Or Maybe Making It Worse: Ideas to Consider Rowe, Mary Fri, 01 Apr 2022 00:00:00 GMT https://hdl.handle.net/1721.1/158441 2022-04-01T00:00:00Z https://hdl.handle.net/1721.1/158070 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. Fri, 01 Jan 2021 00:00:00 GMT https://hdl.handle.net/1721.1/158070 2021-01-01T00:00:00Z https://hdl.handle.net/1721.1/157464 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. Tue, 01 Jan 2019 00:00:00 GMT https://hdl.handle.net/1721.1/157464 2019-01-01T00:00:00Z https://hdl.handle.net/1721.1/156722 Concerns about Bullying at Work As Heard by Organizational Ombudsmen Cummings, Lydia; Rowe, Mary Fri, 01 Jan 2010 00:00:00 GMT https://hdl.handle.net/1721.1/156722 2010-01-01T00:00:00Z https://hdl.handle.net/1721.1/156707 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. Fri, 01 Oct 2010 00:00:00 GMT https://hdl.handle.net/1721.1/156707 2010-10-01T00:00:00Z https://hdl.handle.net/1721.1/156663 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. Thu, 01 Jan 2009 00:00:00 GMT https://hdl.handle.net/1721.1/156663 2009-01-01T00:00:00Z https://hdl.handle.net/1721.1/156662 Systems for Dealing with Conflict and Learning from Conflict—Options for Complaint-Handling: An Illustrative Case Bloch, Brian; Miller, David; Rowe, Mary Thu, 01 Jan 2009 00:00:00 GMT https://hdl.handle.net/1721.1/156662 2009-01-01T00:00:00Z https://hdl.handle.net/1721.1/156541 Micro-affirmations & Micro-inequities Rowe, Mary Sat, 01 Mar 2008 00:00:00 GMT https://hdl.handle.net/1721.1/156541 2008-03-01T00:00:00Z https://hdl.handle.net/1721.1/156399 Requests for Personal Work May Pose a Conflict of Interest Rowe, Mary Sat, 01 Feb 2003 00:00:00 GMT https://hdl.handle.net/1721.1/156399 2003-02-01T00:00:00Z https://hdl.handle.net/1721.1/156359 Dealing with the Fear of Violence: What an Organizational Ombudsman Might Want to Know Rowe, Mary P.; Wilcox, Linda J. Sat, 01 Jan 2000 00:00:00 GMT https://hdl.handle.net/1721.1/156359 2000-01-01T00:00:00Z https://hdl.handle.net/1721.1/156254 Helping Bystanders Take Responsibility for Diversity Scully, Maureen; Rowe, Mary; Moorehead, Laura Wed, 01 Jul 1998 00:00:00 GMT https://hdl.handle.net/1721.1/156254 1998-07-01T00:00:00Z https://hdl.handle.net/1721.1/156252 Conflicts of Interest Arising From Personal Relationships Rowe, Mary Mon, 01 Sep 1997 00:00:00 GMT https://hdl.handle.net/1721.1/156252 1997-09-01T00:00:00Z https://hdl.handle.net/1721.1/155966 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. Sat, 01 Jan 1994 00:00:00 GMT https://hdl.handle.net/1721.1/155966 1994-01-01T00:00:00Z https://hdl.handle.net/1721.1/155962 Options and Choice for Conflict Resolution in the Workplace Rowe, Mary P. This chapter focuses on the need for providing choices for complainants. Fri, 01 Jan 1993 00:00:00 GMT https://hdl.handle.net/1721.1/155962 1993-01-01T00:00:00Z https://hdl.handle.net/1721.1/155759 Harassment at MIT: Think Prevention Rowe, Mary Sun, 01 Oct 1989 00:00:00 GMT https://hdl.handle.net/1721.1/155759 1989-10-01T00:00:00Z https://hdl.handle.net/1721.1/155748 The Ombudsman as an Ounce of Prevention Roddy, John; Rowe, Mary P. Sun, 01 Mar 1987 00:00:00 GMT https://hdl.handle.net/1721.1/155748 1987-03-01T00:00:00Z https://hdl.handle.net/1721.1/155743 The Fear of AIDS Rowe, Mary P.; Russell-Einhorn, Malcolm; Baker, Michael A. Tue, 01 Jul 1986 00:00:00 GMT https://hdl.handle.net/1721.1/155743 1986-07-01T00:00:00Z https://hdl.handle.net/1721.1/155715 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. Tue, 01 May 1984 00:00:00 GMT https://hdl.handle.net/1721.1/155715 1984-05-01T00:00:00Z https://hdl.handle.net/1721.1/155559 Dealing with Sexual Harassment Rowe, Mary P. Fri, 01 May 1981 00:00:00 GMT https://hdl.handle.net/1721.1/155559 1981-05-01T00:00:00Z https://hdl.handle.net/1721.1/155552 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. Sat, 01 Jan 1977 00:00:00 GMT https://hdl.handle.net/1721.1/155552 1977-01-01T00:00:00Z https://hdl.handle.net/1721.1/155546 A Handy, Dandy, Quick and Practical Checklist for Women Trustees Rowe, Mary Sat, 01 Jan 1977 00:00:00 GMT https://hdl.handle.net/1721.1/155546 1977-01-01T00:00:00Z https://hdl.handle.net/1721.1/155452 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. Fri, 01 Sep 1978 00:00:00 GMT https://hdl.handle.net/1721.1/155452 1978-09-01T00:00:00Z https://hdl.handle.net/1721.1/155307 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. Tue, 01 Jan 1974 00:00:00 GMT https://hdl.handle.net/1721.1/155307 1974-01-01T00:00:00Z https://hdl.handle.net/1721.1/155302 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. Sat, 01 Dec 1973 00:00:00 GMT https://hdl.handle.net/1721.1/155302 1973-12-01T00:00:00Z