Ombudsman
An ombudsman is an individual designated to address and resolve grievances within various institutions, including governments, corporations, healthcare facilities, and educational institutions. Originating from Sweden, where the first civil ombudsman was established in 1809, the role has evolved significantly, spreading globally and adapting to diverse contexts. Ombudsmen aim to improve relationships between the public and organizations by fostering communication and conflict resolution without determining guilt or innocence.
In contemporary settings, ombudsmen are essential in various fields, employing strong conflict resolution skills and neutrality to address both individual complaints and systemic issues within organizations. Their roles may differ by industry; for instance, healthcare ombudsmen prioritize confidentiality to protect patient identities, while those in journalism focus on ensuring fair reporting and responsiveness to audience concerns. In higher education, ombudsmen advocate for student rights and protections against discrimination. Although not always possessing formal qualifications, effective ombudsmen typically have relevant experience and exceptional communication skills. The position can be challenging, as it often involves navigating internal conflicts and advocating for transparency amidst potential organizational pressures.
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Subject Terms
Ombudsman
An ombudsman is usually an employee of an institution or organization who helps resolve public grievances with the institution or organization. The first ombudsmen worked for governments and investigated complaints received from the public about the government. In the twenty-first century, ombudsmen, also known as ombudspeople or ombuds, work for many different establishments, including hospitals, news organizations, corporations, and higher learning institutions. These ombudsmen help resolve conflicts with the goal of improving relationships between the public and their institutions. Ombudsmen do not investigate or determine guilt or innocence; instead, they help foster communication and work to resolve conflicts.
Background
The word ombudsman comes from the Swedish word umbuds man, which came from the Old Norse term umboosmaor. The term literally means "representative." In 1809, the Swedish constitution created the Office of the Civil Ombudsman. The office was established to give the public a place to air grievances about the government. The idea for the position grew out of the philosophies of John Locke and other thinkers of the Enlightenment.
In Sweden, a select group of members of Parliament choose the ombudsman. This person serves a four-year term. The qualifications for the position, as outlined in the constitution, are that the person has "known legal ability" and "outstanding integrity." Historically, judges filled the position of ombudsman in Sweden. In 1957, the position of ombudsman expanded in Sweden to include authority in municipal governments. The ombudsman position changed over the years to become more of a role that ensures citizens' fundamental rights are protected. The role is also seen as an important barrier against maleficence and abuse of power by the government.
The idea of an ombudsman soon spread from Sweden to other countries. Ombudsman positions became popular in the United States during the 1960s. In the twenty-first century, ombudsmen are common in many different US industries, such as healthcare, journalism, and higher education.
Topic Today
Ombudsmen in the twenty-first century have roles that differ per field, but they do share similar overall goals. The first of these roles is that ombudsmen work with their organizations and institutions to pinpoint and address conflicts, problems, and concerns. It is important for all ombudsmen to stay neutral in conflicts and objectively listen to all parties involved. Ombudsmen should have good conflict-resolution skills. The second is that ombudsmen address systematic problems within an organization. Ombudsmen should be able to pinpoint solutions to problems to help organizations improve. Although ombudsmen are not generally required to have a specific degree or professional background, many institutions look for ombudsmen with a background in the institution's field, excellent communication skills, good conflict resolution skills, and highly developed problem-solving abilities.
One industry in which ombudsmen play an important role is healthcare. One of the most important aspects of an ombudsman in this field is confidentiality. Ombudsmen working in the medical profession must follow a strict code of ethics. They must review any documents, reports, or data they prepare to ensure the information they are disseminating cannot be traced back to a particular person. This protects the identity of the people who speak out against those in powerful positions. Ombudsmen in the healthcare field should take written notes only when necessary, and they should have a reliable method for destroying these notes when they are finished with them.
Ombudsmen are an essential part of journalism. Large news outlets, such as newspapers and television stations, often employ ombudsmen. Ombudsmen receive feedback and complaints from the public about how certain new stories are covered or handled. Ombudsmen often monitor news reports, even before the public comments on them. Ombudsmen should speak with employees if they notice problems with accuracy, fairness, or good taste.
The ombudsmen also address direct complaints and concerns from consumers. If a consumer files a grievance with a media organization, the ombudsman will collect the statement and review the complaint. Then, the ombudsman will gather comments from reporters, editors, and others involved in the creation of the news story. The ombudsman may next oversee corrections that will be printed or aired. Alternatively, the ombudsman could prepare and deliver remarks that explain the choices of reporters, editors, and others involved in the news story. Ombudsmen in journalism usually act as advisors, and they do not generally have the authority to punish or fire employees. The main goals of an ombudsman in the field of journalism are to ensure that media organizations are fair, and the public receives accurate and thoughtfully prepared stories that help promote public welfare.
Ombudsmen in higher education play a vital role in safeguarding students from discrimination and mistreatment by institutions. Similar to other roles, a higher education ombudsman sometimes has to confront upper members of an organization to ensure students' rights are respected. Ombudsmen in higher education also have to maintain strict confidentiality.
Ombudsmen from all types of organizations must be able to work independently to successfully perform their jobs. Because of the nature of their work, ombudsmen often have to confront powerful people within organizations. Sometimes ombudsmen have different goals than other members of an organization. People in this position could not defend the rights of the public if they believed that their jobs were in jeopardy for questioning people within an organization. Sometimes, ombudsmen are fired or dismissed because an organization does not agree with their work. This friction is inherent to the position, and ombudsmen should not allow tension to stop them from performing their jobs.
Bibliography
"About ONO." Organization of News Ombuds and Standards Editors, newsombudsmen.org/about-ono. Accessed 25 Jan. 2025.
“About the Ombudsman Program.” The National Long-Term Care Ombudsman Resource Center, ltcombudsman.org/about/about-ombudsman. Accessed 25 Jan. 2025.
Behrens, Rob. "Being an Ombudsman in Higher Education: A Comparative Study." European Network of Ombudsmen in Higher Education, June 2017, www.enohe.net/wp-content/uploads/2017/06/Being-an-ombudsman.pdf. Accessed 25 Jan. 2025.
"Ethical Standards." Stanford Medicine Office of the Ombudsperson, med.stanford.edu/ombuds/ethicscode.html. Accessed 25 Jan. 2025.
O'Hara, Glen. "Parties, People and Parliament: Britain's 'Ombudsman' and the Politics of the 1960s." Journal of British Studies, vol. 50, no. 3, July 2011, pp. 690–714.