We’re working to increasingly busy schedules, under escalating pressure and with almost constant connectivity due to the increasing number of communication tools and applications available to us. We feel obliged to garner as many “like”s as possible and collect as many “friends” as we can. Most of us have made this permanent availability and service part of our daily lives and have adapted to it very well. But for some 15 to 20% of the population, these constant external stimuli present a real challenge.
In a previous article, I explained the framework in which the Ombud operates. I will now talk about how a discussion is conducted and what we can do together.
The deluge of reactions and accounts of abuse since the Weinstein affair hit the headlines has led me to reflect on a sometimes hidden problem: sexual harassment.
“I had been a fellow for six months and went to a conference with my colleague. He was an engineer of around the same age as my father, universally respected by his peers and with a solid reputation in his field. The evening we arrived at the hotel he invited me to dinner and made it obvious what he wanted, despite acting in quite a paternal way towards me.”
Like my predecessors, Vincent and Sudeshna, to whom I wish to pay tribute, I would like to share my thoughts with you in Ombud’s Corner. This first article will be a chance for you to get to know me and a chance for me to remind you of the framework in which the Ombud operates.
First of all, I am deeply honoured that CERN’s Director-General has entrusted me with this sensitive role, which I will hold for the next four years.
“Nothing will change” is one of the complaints often heard in the Ombud’s Office. However, four years after taking on the role of the CERN Ombud and a few days before retiring, I would like to assert that things do change, albeit sometimes very slowly, and that, by addressing issues constructively, we can all influence each other to ultimately bring about the changes that we seek in our environment.
In conflict situations, there is a tendency to want to have the last word and be proven ‘right’ and yet, that may actually be the ‘wrong’ way to go about resolving an argument, whether it is face to face or through an exchange of e-mails. Instead, the wise approach would be to focus on listening to the other person in order to reach an understanding of the matter at hand before seeking a solution together.
One of the topics that never failed to arouse interest during the recent Diversity workshops organised at CERN was that of “unearned advantage”, or the relative ease with which doors open for certain people, simply because they belong to dominant (often majority) groups, as compared to others.
Conflicts in the workplace are inevitable, but are conflicts at CERN any different to those in other organisations? Interpersonal issues arise when people clash over different goals, perceptions or values, but does the fact that we work in a primarily technical environment mean that we handle these issues differently?
Whilst there is no clear “cause and effect” answer to this question, it can be said that there are certain patterns to the problems that arise that may be deeply rooted in some aspects of our organisational culture.
Empathy, or ‘the ability to understand and share the feelings of another’ is a key ingredient of the emotional intelligence that characterises a good manager. It is all about seeing things from others’ point of view, taking into account their thoughts, views and feelings, and being able to put oneself in their shoes.
‘A team of scientists heated a pan of water to a high temperature. Then they tried to put a live frog into it. The frog jumped out immediately. A second frog was put in a pan of cold water that was gradually heated to boiling. That frog never tried to jump. It was boiled to death.’