Through the stories of twenty‐four pioneering U.S. organizational ombudsmen, this article explores the history of the modern organizational ombudsman role and what needs to be done to strengthen the field. Those interviewed are considered leaders in the field, many having practiced the role early in its existence and for ten or more years. They describe its evolution, citing factors such as peer‐to‐peer support and standards of practice that contributed to its growth and stability, and ongoing challenges, including the need for a shield law and more effective assessment and communication of the value of the role.
Th is article provides an orientation to a general coaching model employed within the NIH Offi ce of the Ombudsman, Center for Cooperative Resolution (OO/CCR), and explains how it fi ts within the framework of our interpretation of the ombudsman role and compares to other approaches in the coaching fi eld. Th e article describes steps that ombudsmen may employ as the coaching relationship becomes more established and as trust develops between the ombudsman and visitor. It also describes indicators of potential problems in coaching and how an ombudsman might respond to them.
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