Mary Rowe

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Mary Rowe
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Occupation Ombudsman   OOjs UI icon edit-ltr-progressive.svg
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For the American science educator and education researcher, see Mary Budd Rowe.

Contents

Mary P. Rowe (born 1936) [1] is an adjunct professor of Negotiation and Conflict Management at the MIT Sloan School of Management, where she specializes in the areas of conflict resolution, negotiation and risk management. [2]

In her 40+ year career as a Special Assistant to the President and Chancellor of Massachusetts Institute of Technology (MIT), Rowe became a model for the role of ombud. [3] Rowe was a founding member and the first President of the Corporate Ombudsman Association (COA), now the International Ombuds Association. [4] [5] She coined the term “zero-barrier office” to describe the desired position of an ombud within an institution. [6]

In her professional and research interests, Rowe considers kinds of power in interpersonal negotiations and how to understand and address issues of harassment, dispute resolution and unacceptable behavior. [5] [7] [8] As an ombuds at MIT, Rowe has worked with people at all levels to develop techniques for dealing with reports of sexual harassment and all other workplace issues. [9] [5] [6] Her work informed MIT's first harassment policy. [10]

In 1973, she introduced the terms “micro-inequities” and "micro-affirmations”, building on the work of Chester M. Pierce on microaggressions. [6] Rowe and others recommend the intentional practice of using micro-affirmations to communicate that people are "welcome, visible, and capable" and improve academic and workplace culture for everyone involved. [11] Rowe also studies bystander intervention and its importance for protective workplace systems. [12] [13] [14]

Early life and education

Mary Potter Rowe attended Swarthmore College, receiving a BA in history and international relations. Rowe earned her PhD in economics at Columbia University. [15] [16]

Career

In 1973, Rowe became a Special Assistant to the President and Chancellor of Massachusetts Institute of Technology (MIT). Her title, initially "Special Assistant for Women and Work" became "Special Assistant to the President and Ombudsperson" when the MIT Ombuds Office was established in 1980. [17] [5] She continued in the position until 2014, [3] serving under five MIT presidents. [15] She worked closely with Clarence G. Williams, Special Assistant for Minority Affairs and later Ombudspersons Thomas Zgambo and Toni Robinson. [5] Her work contributed to the formation of MIT's first harassment policy in 1973. [10]

In her work at MIT, Rowe became a model for the position of ombud. She was initially empowered by then-president Jerome B. Wiesner and then-Chancellor Paul E. Gray [3] to be an independent neutral party [6] who would respond to anyone who came to her with concerns, in an impartial and confidential manner. Wiesner encouraged her not just to help individual people, but to look for flaws in the way the university worked as a system. He charged her: “Don’t let any problem happen twice.” [3]

Rowe coined the term “zero-barrier office” to describe the desired position of an ombuds within an institution. [6] She worked with individual "visitors" to her office to develop options of their own choice for dealing with difficult situations and with good ideas that had not yet gotten traction. Upon request and with permission, she would help to bring issues to the attention of other decision-makers or the institution. [6] This can involve "generic options" that protect the privacy of the specific person or persons who are surfacing the concern, while still enabling the organization to take action. For example, a compliance officer could be prompted to do a routine, unannounced “spot check”, or a senior manager could discuss policies relating to an issue generally at a routine staff meeting [18] [19]

One of Rowe's techniques, "Drafting a Letter", involves drafting a private letter to a perceived offender, factually describing what had happened, their emotions relating to the incident, and a proposed remedy. Drafting such a letter helps visitors to clarify their own feelings and goals and then decide on various possible options. Rowe reported that in cases where the letter was privately sent by the writer to the addressee, this technique was highly effective in stopping specific problems. [3] Having been sent, it could, if necessary, also provide evidence that the writer had requested that the behavior be stopped. [20]

Rowe also coined the terms “micro-inequities” and "micro-affirmations” in 1973 to describe a type of interaction that was often reported to her office. She encourages the use of micro-affirmations as a way to improve institutional culture. [12] [6] [10] (See section below.)

Rowe was a founding member of the Corporate Ombudsman Association (COA), which first met in 1982 at MIT. It was formally organized in 1984, with Rowe as its first President. [4] [5] In 1992, to better reflect its membership, the Corporate Ombudsman Association (COA) was renamed The Ombudsman Association (TOA). In July 2005, TOA joined with the university and College Ombudsman Association (UCOA, established 1985) to become the International Ombudsman Association (IOA). In 2021, it changed its name to the International Ombuds Association. [21] [3]

Rowe started the first (private and hidden)listserv for ombuds, enabling individuals at different institutions to share advice and develop new conflict management and intervention techniques. Rowe helped to develop techniques for dealing with reports of all kinds of harassment [9] well before the federal government established the Equal Employment Opportunity Commission guidelines in 1980. [3] Rowe has helped to document the wide range of situations that can be faced by ombuds, some of which can be extremely serious. [22]

As of 1985, Rowe additionally became an adjunct professor of Negotiation and Conflict Management at the MIT Sloan School of Management. [5] She worked with Robert McKersie to develop one of the first courses in negotiation and conflict management. [3]

Rowe's papers are part of the Women@MIT archival collection. [6] Many of her papers have been made freely readable under open access by the Negotiation Journal. [15] [23] As of 2023, a special issue of the Journal of the International Ombuds Association (JIOA) focuss on Rowe's contributions to the field. [7] [24]

Micro-inequities and micro-affirmations

Rowe coined the terms micro-inequities and micro-affirmations in 1973 while studying inclusion in the workplace at MIT. Rowe defined micro-inequities as "apparently small events which are often ephemeral and hard-to-prove, events which are covert, often unintentional, frequently unrecognized by the perpetrator, which occur wherever people are perceived to be different." [25] [26] She initially used the analogy of a "Saturn's rings phenomenon" to describe them; because the planet Saturn is surrounded by rings made of tiny bits of ice and sand that can act as a barrier to the planet. [27] Rowe added the idea of micro-inequities to earlier seminal work by Dr. Chester Pierce about micro-aggressions, in order to include additional concerns which are perceived to be unfair.

Expanded discussions appeared in 1990 as "Barriers to Equality: The Power of Subtle Discrimination" and in 2008 as "Micro-affirmations and Micro-inequities". Rowe added the concept of unfair micro-inequities after being inspired by original research by Chester M. Pierce about microaggression, which originally focused on racism and behaviors that could easily be seen as hostile. [28] [29] She also credits earlier work in the same genre by Jean-Paul Sartre who wrote about small acts of anti-Semitism. [29] Rowe's original research studied the impact micro-messages have on the academic community and society in general. She documented instances of micro-inequities, including instances where the effect was seen to be unfair, wherever people are perceived to be "different." [18] [30]

A micro-affirmation, in Rowe's writing, is the reverse phenomenon. Micro-affirmations are subtle or "apparently small acts, which are often ephemeral and hard-to-see, events that are public and private, often unconscious but very effective, which occur wherever people wish to help others to succeed." [31] They acknowledge a person's value and accomplishments. They may take the shape of public recognition of the person, "opening a door," referring positively to the work of a person, commending someone on the spot, or making a happy introduction. [32] Apparently, "small" affirmations form the basis of successful mentoring, effective networks, successful colleague-ships and of most caring relationships. They may lead to greater self-esteem and improved performance. Rowe and others recommend the intentional practice of using micro-affirmations as a way to communicate that people are "welcome, visible, and capable" to improve academic culture for everyone involved. [11] [33] [34]

Rowe also studies bystander intervention. [14] She encourages bystander training in how to better deal with all unacceptable behavior. [35] Among her recent research is an examination of the importance of bystander intervention and protective workplace systems for occupational well-being. The study involved 1,500 physicians at Stanford University School of Medicine in fall 2020. The perception that a bystander would intervene was highly important to physicians who experienced incidents of being "mistreated, harassed, or intimidated" by patients and visitors during the COVID-19 pandemic. [13]

Her work is mostly freely accessible and may be found at. [36]

Selected publications

Related Research Articles

<span class="mw-page-title-main">Sexual harassment</span> Unwanted sexual attention or advances

Sexual harassment is a type of harassment involving the use of explicit or implicit sexual overtones, including the unwelcome and inappropriate promises of rewards in exchange for sexual favors. Sexual harassment can be physical and/or a demand or request for sexual favors, making sexually colored remarks, showing pornography, and any other unwelcome physical, verbal, or non-verbal conduct of a sexual nature. Sexual harassment includes a range of actions from verbal transgressions to sexual abuse or assault. Harassment can occur in many different social settings such as the workplace, the home, school, or religious institutions. Harassers or victims can be of any gender.

<span class="mw-page-title-main">Zero tolerance</span> Punishment policy with no discretion for leniency

A zero tolerance policy is one which imposes a punishment for every infraction of a stated rule. Zero tolerance policies forbid people in positions of authority from exercising discretion or changing punishments to fit the circumstances subjectively; they are required to impose a predetermined punishment regardless of individual culpability, extenuating circumstances, or history. This predetermined punishment, whether mild or severe, is always meted out.

The bystander effect, or bystander apathy, is a social psychological theory that states that individuals are less likely to offer help to a victim in the presence of other people. First proposed in 1964 after the murder of Kitty Genovese, much research, mostly in psychology research laboratories, has focused on increasingly varied factors, such as the number of bystanders, ambiguity, group cohesiveness, and diffusion of responsibility that reinforces mutual denial. If a single individual is asked to complete the task alone, the sense of responsibility will be strong, and there will be a positive response; however, if a group is required to complete the task together, each individual in the group will have a weak sense of responsibility, and will often shrink back in the face of difficulties or responsibilities. The theory was prompted by the murder of Kitty Genovese about which it was wrongly reported that 38 bystanders watched passively.

Mobbing, as a sociological term, refers either to bullying in any context, or specifically to that within the workplace, especially when perpetrated by a group rather than an individual.

<span class="mw-page-title-main">Bullying</span> Use of force or coercion to abuse or intimidate others

Bullying is the use of force, coercion, hurtful teasing or threat, to abuse, aggressively dominate or intimidate. The behavior is often repeated and habitual. One essential prerequisite is the perception of an imbalance of physical or social power. This imbalance distinguishes bullying from conflict. Bullying is a subcategory of aggressive behavior characterized by hostile intent, imbalance of power and repetition over a period of time.

Organizational behavior or organisational behaviour is the "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". Organizational behavioral research can be categorized in at least three ways:

A Micro-inequity is a small, often overlooked act of exclusion or bias that could convey a lack of respect, recognition, or fairness towards marginalized individuals. These acts can manifest in various ways, such as consistently interrupting or dismissing the contributions of a particular group during meetings or discussions. The theory of micro-inequity helps elucidate how individuals may experience being overlooked, ignored, or harmed based on characteristics like race, gender, or other perceived attributes of disadvantage, including political views and marital status. This falls within the broader marginalizing micro-level dynamics that refer to subtle, often unnoticed mechanisms within a society that contribute to the exclusion, disempowerment, or disadvantage of certain individuals or groups. These dynamics operate at a granular level, perpetuating inequalities and disparities in resource distribution, access to opportunities, and overall participation in social, economic, and political spheres. Micro-inequities, micro-affirmations, and micro-advantages are often executed using coded language or subtle non-verbal cues, formally in written communications or informally in conversations, known as micro-messaging. The term originated in 1973.

<span class="mw-page-title-main">Organizational ombudsman</span> Dispute resolution practitioner

An organizational ombudsman is a designated neutral or impartial dispute resolution practitioner whose major function is to provide independent, impartial, confidential and informal assistance to managers and employees, clients and/or other stakeholders of a corporation, university, non-governmental organization, governmental agency or other entity. As an independent and neutral employee, the organizational ombudsman ideally should have no other role or duties. This is in order to maintain independence and neutrality, and to prevent real or perceived conflicts of interest.

Workplace bullying is a persistent pattern of mistreatment from others in the workplace that causes either physical or emotional harm. It can include such tactics as verbal, nonverbal, psychological, and physical abuse, as well as humiliation. This type of workplace aggression is particularly difficult because, unlike the typical school bully, workplace bullies often operate within the established rules and policies of their organization and their society. In the majority of cases, bullying in the workplace is reported as having been done by someone who has authority over the victim. However, bullies can also be peers, and subordinates. When subordinates participate in bullying this phenomenon is known as upwards bullying. The least visible segment of workplace bullying involves upwards bullying where bullying tactics are manipulated and applied against "the boss," usually for strategically designed outcomes.

Microaggression is a term used for commonplace verbal, behavioral or environmental slights, whether intentional or unintentional, that communicate hostile, derogatory, or negative attitudes toward those of different races, cultures, beliefs, or genders. The term was coined by Harvard University psychiatrist Chester M. Pierce in 1970 to describe insults and dismissals which he regularly witnessed non-black Americans inflicting on African Americans. By the early 21st century, use of the term was applied to the casual disparagement of any socially marginalized group, including LGBT people, poor people, and disabled people. Psychologist Derald Wing Sue defines microaggressions as "brief, everyday exchanges that send denigrating messages to certain individuals because of their group membership". The persons making the comments may be otherwise well-intentioned and unaware of the potential impact of their words.

A complaint system is a set of procedures used in organizations to address complaints and resolve disputes. Complaint systems in the US have undergone significant innovation especially since about 1970 with the advent of extensive workplace regulation. Notably in many countries, conflict management channels and systems have evolved from a major focus on labor-management relations to a much wider purview that includes unionized workers and also managers, non-union employees, professional staff, students, trainees, vendors, donors, customers, etc.

Workplace aggression is a specific type of aggression which occurs in the workplace. Workplace aggression is any type of hostile behavior that occurs in the workplace. It can range from verbal insults and threats to physical violence, and it can occur between coworkers, supervisors, and subordinates. Common examples of workplace aggression include gossiping, bullying, intimidation, sabotage, sexual harassment, and physical violence. These behaviors can have serious consequences, including reduced productivity, increased stress, and decreased morale.

Emotions in the workplace play a large role in how an entire organization communicates within itself and to the outside world. "Events at work have real emotional impact on participants. The consequences of emotional states in the workplace, both behaviors and attitudes, have substantial significance for individuals, groups, and society". "Positive emotions in the workplace help employees obtain favorable outcomes including achievement, job enrichment and higher quality social context". "Negative emotions, such as fear, anger, stress, hostility, sadness, and guilt, however increase the predictability of workplace deviance,", and how the outside world views the organization.

The International Ombuds Association (IOA) is an organization formed to support organizational ombuds. The International Ombuds Association has a number of predecessors. It was first formed as the Corporate Ombudsman Association (COA) in 1984 under founding president Mary Rowe. In 1992, to better reflect its membership, the Corporate Ombudsman Association (COA) was re-named The Ombudsman Association (TOA). In July 2005, TOA joined with the University and College Ombudsman Association to become the International Ombudsman Association (IOA). In 2021, it changed its name to the International Ombuds Association.

<span class="mw-page-title-main">Ombudsman</span> Official representing the interests of the public

An ombudsman, ombud, ombuds, bud, ombudswoman, ombudsperson, or public advocate is a government employee who investigates and tries to resolve complaints, usually through recommendations or mediation. They are usually appointed by the government or by parliament.

Workplace harassment is the belittling or threatening behavior directed at an individual worker or a group of workers.

A “toxic workplace” is a colloquial metaphor used to describe a place of work, usually an office environment, that is marked by significant personal conflicts between those who work there. A toxic work environment has a negative impact on an organization's productivity and viability. This type of environment can be detrimental to both the effectiveness of the workplace and the well-being of its employees.

The Harvard Center for Population and Development Studies (HCPDS) is an interfaculty initiative at Harvard University that is closely affiliated with the Harvard T.H. Chan School of Public Health.

<span class="mw-page-title-main">Leigh Thompson (psychologist)</span> Professor at Northwestern University

Leigh Thompson is the J. Jay Gerber Professor of Dispute Resolution & Organizations in the Kellogg School of Management at Northwestern University. She is the director of High Performance Negotiation Skills Executive program, the Kellogg Leading High Impact Teams Executive program and the Kellogg Team and Group Research Center. She also serves as the co-director of the Navigating Work Place Conflict Executive program and the Constructive Collaboration Executive program.

Lotte Franziska Bailyn is an American social psychologist. She is the T Wilson Professor of Management, Emerita at the MIT Sloan School of Management. She was the first woman faculty member at MIT Sloan.

References

  1. ↑ "Rowe, Mary P. (Mary Potter), 1936-". MIT ArchivesSpace. Retrieved 28 July 2022.
  2. ↑ "Mary Rowe". MIT Sloan School of Management. Retrieved 9 July 2023.
  3. 1 2 3 4 5 6 7 8 Sunter, Kristen (June 6, 2014). "Mary Rowe retiring from role as ombudsman". The Tech. 134 (27). Retrieved 28 July 2022.
  4. 1 2 "Corporate Ombudsman Association newsletters, 1989 - 1991 | MIT ArchivesSpace". MIT ArchivesSpace. Retrieved 11 July 2023.
  5. 1 2 3 4 5 6 7 "Collection: Mary Rowe papers". MIT ArchivesSpace. Retrieved 9 July 2023.
  6. 1 2 3 4 5 6 7 8 Fay, Brigham (November 17, 2021). "MIT Libraries digitizes materials from Mary Rowe". MIT News. Massachusetts Institute of Technology. Retrieved 28 July 2022.
  7. 1 2 "Journal Plans Special Issue Honoring Mary Rowe's Contributions to Ombuds Field | MIT Sloan". MIT Sloan School of Management. 22 May 2023.
  8. ↑ Wiegand, Shirley A. (1996). "A Just and Lasting Peace: Supplanting Mediation with the Ombuds Model" (PDF). Ohio State Journal on Dispute Resolution. 12 (1): 95–146.
  9. 1 2 Bingham, Shereen G (2021). "Ombuds Work on Sexual Harassment Cases: The Power of Our Stories" (PDF). Journal of the International Ombudsman Association. 14 (2): 1–8.
  10. 1 2 3 "Micro-inequities (including Micro-aggressions) and Micro-affirmations". Mary Rowe. Retrieved 10 July 2023.
  11. 1 2 Molina, Rose L.; Ricciotti, Hope; Chie, Lucy; Luckett, Rebecca; Wylie, Blair J.; Woolcock, Ebonie; Scott, Jennifer (July 2019). "Creating a Culture of Micro-Affirmations to Overcome Gender-Based Micro-Inequities in Academic Medicine". The American Journal of Medicine. 132 (7): 785–787. doi: 10.1016/j.amjmed.2019.01.028 . ISSN   0002-9343. PMID   30716299.
  12. 1 2 Althoff, Susanne (27 October 2020). "The Toll Microaggressions Take on Women Entrepreneurs". Ms. Magazine. Retrieved 10 July 2023.
  13. 1 2 Somers, Meredith (October 24, 2022). "New study quantifies occupational distress among physicians | MIT Sloan". MIT Sloan School of Management. Retrieved 10 July 2023.
  14. 1 2 Rowe, Mary. "For the Hesitant Bystander Who Learns of Unacceptable Behavior and Wants to be Helpful: A Checklist with Examples and Ideas to Consider".
  15. 1 2 3 Management, MIT Sloan School of (Oct 29, 2020). "Negotiation Journal unlocks MIT Sloan professor's research and articles". www.prnewswire.com. Retrieved 28 July 2022.
  16. ↑ "Mary Rowe". PON - Program on Negotiation at Harvard Law School. 30 June 2010.
  17. ↑ "Mary P. Rowe Research and Publications Biography" (PDF). The MIT Sloan School of Management. Retrieved 28 July 2022.
  18. 1 2 "The Organizational Ombuds' Role". Mary Rowe.
  19. ↑ Deyo, Scott; Jessar, Kevin (2015). "Applying the Ombuds Role to Your Organization" (PDF). ABA Section of Labor and Employment Law 9th Annual Conference, November 2015, Philadelphia, PA.
  20. ↑ Rowe, Mary P. "1 "Drafting a Letter" for People Dealing with Harassment or Bullying How Did this Option Evolve? How May it Help?". MIT Institute for Work and Employment Research.
  21. ↑ "About Us". www.ombudsassociation.org. Retrieved 9 July 2023.
  22. ↑ Rowe, Mary; Hedeen, Timothy; Schneider, Jennifer; Escalante, Hector (October 2, 2022). "The Most Serious Cases Reported by Organizational Ombuds: Data from Surveys and Interviews". International Ombuds Association.
  23. ↑ "The Ombuds Blog: Negotiation Journal Opens Access for Mary Rowe's Articles". The Ombuds Blog. 23 September 2020. Retrieved 10 July 2023.
  24. ↑ "JIOA: Essays in Honor of Dr. Mary Rowe". www.ombudsassociation.org. Retrieved 10 July 2023.
  25. ↑ Andrews, Josie L. (2018). "Throwing Shade: A Qualitative Study of Microinequities and Learning Engagement within Higher Education" (PDF). Journal of Student Success & Retention. 5 (1).
  26. ↑ Young, Stephen (14 November 2006). Micromessaging: Why Great Leadership is Beyond Words. McGraw Hill Professional. pp. 12–13. ISBN   978-0-07-171095-4.
  27. ↑ Bourne, Patricia Gerald; Wikler, Norma Juliet (1978). "Commitment and the Cultural Mandate: Women in Medicine". Social Problems. 25 (4): 430–440. doi:10.2307/800495. ISSN   0037-7791. JSTOR   800495.
  28. ↑ Johnson, Natasha N.; Johnson, Thaddeus L. (2022). Microaggressions: An Introduction. CJC Publications.
  29. 1 2 Rowe, Mary (March 2008). "Micro-affirmations and Micro-inequities" (PDF). Journal of the International Ombudsman Association. 1 (1): 45–48.
  30. ↑ Beckwith, Ron (2020). "Microbehavior In Organizations". The Millennium Group International.
  31. ↑ Hansen, Aimee (28 April 2022). "Why Micro-affirmations Matter as a Leader". The Glasshammer. Retrieved 10 July 2023.
  32. ↑ "Microaggressions and micro-affirmations | Sheridan Center | Brown University". The Harriet W. Sheridan Center for Teaching and Learning.
  33. ↑ Sadighi, Diana (1 September 2019). "Micro-Affirmations: How Small Actions Can Yield Big Results". Employers Council.
  34. ↑ Horton, Scott (1 September 2016). "Micro Inequities: Attending to the Seemingly "Small Stuff"". Delta Concepts.
  35. ↑ "Small Acts of Kindness: Micro-Affirmations and Campus Climate". Vector Solutions. March 7, 2019. Retrieved 10 July 2023.
  36. ↑ "Research & Publications".
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