As the field expands (and contracts) there is an opportunity for reflection and possibly refinement. Here we make a business case for discovering the origins of the Ombuds practice from a people perspective. We do this by lending voice to Ombuds themselves to reveal possible archetypes of the people behind the practice and promote more balance between professional consensus and inclusion of individual practices.
Positivity is hard to do, especially if you are an individual who sees the world from a very practical stance. As mentioned in my video, it takes practice, mental discipline, and effort to be positive and think this way continuously. Positivity can be achieved if you are willing to make an effort. It is a habit that can be formed with your willingness.
Have you ever had these thoughts? “Why is she coming at me again?” “Why do I feel like they are attacking me?” “Ugh, I hate my colleague; she’s always competing with me.” These are common phrases that I hear in the workplace. And I will not discount their validity. It is true sometimes these behaviors happen, and they may happen to you. Toxicity in our brains is formed when we continue thinking these thoughts.
Toxicity in an organization or a business unit begins with the people. Systems create the structure through subsystems. Subsystems operate on policies, rules, responsibilities, and other administrative functions such as payroll. In other words, a system is designed to build an organization. Workers carry an organization’s mission forward. Moreover, all organizations experience problems, dilemmas, and successes when people are involved.
We all know that humans are emotional beings. We have the greatest pleasure of feeling emotions associated with bodily sensations. Nevertheless, what happens when an organization becomes toxic? Toxicity begins with a few people in power and ends with accountability by the top leaders of an organization.
