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Howard Gadlin - Ombudsman
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Introduction:
Howard Gadlin, Ombudsman at the National Institutes of Health (NIH) describes the difficulty in fighting the perception that the ombudsman is independent of the organization.
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mediation
This rough transcript provides a text alternative to audio. We apologize for occasional errors and unintelligible sections (which are marked with ???).
Ombudsman
Howard Gadlin
Ombudsman, Center for Cooperative Resolution, National Institutes of Health
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In your work as an ombudsman, is it difficult to not be seen as
an agent of the institute for which you work?
A: Yea, you know
Lots of people ask that, and it is a really good
question. In my experience, now there might be some degree of self-deception
because it is to my advantage to think that is not a difficulty. In my
experience, it is less than a difficulty than I thought it would be when I was
first in this kind of position. I think its because when you have
Once you
have been around for a while, you can establish some degree of personal
credibility that matches the credibility of the role.
In previous jobs I had I was the
The position of the ombudsman had already
been established. I was fortunate in that the people who had preceded me had
fairly good reputations of not being tools of management. That helped. Here,
there was no prior history of an office. I had to establish it. We had the
theory of it but we had to flesh it out. It takes some time to do that. I think
there is a natural skepticism at first, and it is healthy. You tell people that
you are going to keep things confidential. You have to really prove that. You
have to be really careful that you don't ever violate that because you could
screw up the offices reputation and you won't get it back. I think there are some
people who will distrust any office of any sort, no matter how well defined it
is. No matter what kind of protections for independence it has, it is a part of
that agency.
I think you can try to work with them but if they are really unable to trust
the office then you try to find some other resource that can help them address
their issue in a way that enlists their confidence. There is no reason to try to
coerce people into using a resource they don't trust. You can try to ask them to
give you an opportunity to work with you and they will see what happens. There
is always going to be some number of people who are like that. Their distrust
and/or
sense of injury from the organization is so profound, or so thorough, or so much
a part of the way they look at the world - any number of those kinds of things.
That there is no meaningful way of addressing that.
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