The discussion is drawn from the author's experience as a conflict-management professional (ombudsperson) who has consulted with corporations, academic institutions, and government agencies. The author first develops the concept that there is no perfect complaint policy or procedure, because the subjective needs and perceptions of those involved will lead them to prefer a variety of complaint procedures. The fault of many complaint systems is that they focus on the interests of just one of the stakeholders. This happens when a complaints system emphasizes either rights-based, interest-based, or power-based procedures. Given the variety of needs and perceptions of the various stakeholders in a conflict situation that involves complaints of sexual harassment, an integrated systems approach should be deployed to provide options for complainants, respondents, bystanders, and supervisors. Within this integrated system, multiple options should be provided. They may include the direct approach from complainant to respondent in person or on paper, an informal third-party intervention, generic (interest-based) approaches and system change, classic (formal) mediation by a designated neutral third party, and rights-based investigation and adjudication (and appeals). Also discussed are centralized or decentralized structures, ways to increase the reporting rate for sexual harassment, and prevention programs. 2 notes and 12 references