A New Approach to Work: Embracing the Notion of Crip Time for Inclusivity.

Welcome to the April newsletter edition, where I'm delving into the revolutionary concept of "crip time" and its profound impact on workplace dynamics. In this edition, we shatter traditional notions of productivity and time management, exploring how embracing crip time can foster inclusivity, empower employees with disabilities, and revolutionise the way we work. This month, I share some stories from folks who share their experiences of crip time in the workplace (both positive and negative) and provide leaders with strategies to implement in their workplaces. Before we go further, let's first talk about what 'crip time' is.

What is crip time?

You're probably familiar with the saying, "We all have the same 24 hours in a day." It's a saying that makes my teeth grit just typing it, and my knuckles turn white hearing it spoken by well-intentioned folk. In her book 'Feminist, Queer and Crip'), Alison Kafer, who coined the term, says, "...rather than bend disabled bodies and minds to meet the clock, crip time bends the clock to meet disabled bodies and minds" (2013). 'Crip time' is a flexible standard for punctuation, considering the extra time needed to arrive at or accomplish something.

I recently polled disabled folk on LinkedIn to canvas how many hours a week on average they spend on disability-related activities - medical appointments, malfunctioning disability aids, travel to and from work and appointments, support workers (who may be running late), and other disability admin that non-disabled folk don't have to account for. The results from this poll showed that the average weekly disability admin (or 'crip time') comes to 20-30 hours a week - and that's not even accounting for the 'crip time' experience in the workplace.

The realities of 'crip time' in the workplace.

The experience of 'crip time', like disability, is different for everyone and is experienced in a multitude of ways. Here are just some of the stories shared with me.

*Names changed to protect the identity of sources.

• Sarah, living with fibromyalgia, experiences varying levels of pain and fatigue throughout the week. Some days, she's able to tackle her workload with ease, while other days, she struggles to get out of bed due to severe pain, impacting her ability to meet deadlines.
• John, who has multiple sclerosis, often experiences cognitive fog, making it difficult for him to concentrate and process information. Despite staying organised and focused, he struggles to complete tasks and make decisions during flare-ups.
• Maria, who is visually impaired, relies on screen readers and magnification software to access digital content at work. However, when her software malfunctions or isn't compatible with specific applications, it significantly slows down her work progress and creates additional stress.
• David, who lives with Crohn's disease, frequently needs to take breaks during the workday to manage symptoms like stomach pain and nausea. He struggles to balance staying productive at work and prioritising his health by taking necessary breaks and rests.
• Emma, who has bipolar disorder, faces social stigma and discrimination from colleagues who misunderstand her need for flexibility and accommodation. Despite her qualifications and contributions, she's often excluded from important meetings and projects due to misconceptions about her condition.
• Alex, living with ADHD, finds it challenging to stay focused and organised at work without accommodations like flexible deadlines and noise-cancelling headphones. Despite repeated requests for support, he has faced resistance from some managers and colleagues, making it difficult to perform at his best consistently.
• Tom, who struggles with anxiety, often experiences panic attacks during stressful work situations. Despite his efforts to manage his symptoms through therapy and medication, he's met with scepticism and criticism from supervisors who view his anxiety as a sign of weakness or incompetence.
• Jessica, living with chronic migraines, frequently needs to take time off work for doctor's appointments, treatments, and recovery periods. Despite providing medical documentation, she often feels pressured to downplay her health issues to avoid judgment and negative repercussions at work.
• Mel, someone with hearing loss, expends a significant amount of physical and mental energy to hear and understand a vast range of people with various accents, facial coverings, or mumbles. Open-plan offices increase the effort significantly as there is no way to control the background noise when speaking face-to-face or on the phone. Mel says high levels of concentration are involved so she can get vital information, which often leads to constant fatigue, burnout and multiple sick days.
• Hannah, a multiply neurodivergent person, experiences time bending. Time either slows down everything inside and around her or speeds it up to the extent that she loses her perception of time passing. When experienced in a way that is accepted by management, these experiences of 'crip time' have served her well in the workplace, fostering additional focus for completing projects or meeting deadlines. However, when out of alignment with organisational standards, she has experienced time policing and being critiqued by management.

What's evident, particularly in Hannah's case, is that when 'crip time' is embraced by the workplace, employees can excel. When it's not adopted, and employees have to bend themselves to adapt, performance suffers, and the employee and workplace lose out.

Strategies to embrace 'crip time' for an inclusive workplace.

So how do organisations change from normative and ableist views of time and implement strategies to embrace the reality of 'crip time'?

1. Flexible Work Hours: Allow employees to adjust their work hours to accommodate their fluctuating energy levels and health needs. This may include starting and ending work later or taking longer breaks as needed.
2. Remote Work Options: Offering the option to work remotely allows employees to create a comfortable and accessible workspace. They can take breaks and manage their workload to align with their energy levels.
3. Project-Based Deadlines: Setting project-based goals and deadlines instead of strict daily or hourly schedules. This allows employees to prioritize tasks based on their energy levels and capabilities and manage their workload more effectively.
4. Accommodations: Providing accommodations such as ergonomic equipment, modified workspaces, or assistive technology to help employees work more comfortably and efficiently. This may include adjustable desks, ergonomic chairs, or screen readers for employees with visual impairments.
5. Flexible Leave Policies: Implementing flexible leave policies allows employees to take time off as needed for medical appointments, rest, or managing their health condition. This may include paid sick leave, flexible vacation time, or using accrued leave in increments.
6. Self-Care Breaks: Encouraging employees to take regular daily breaks to rest, stretch, or engage in activities that help them manage their health and well-being. This may include scheduling short breaks between tasks or allowing employees to take longer breaks as needed.
7. Task Prioritisation: Allowing employees to prioritise tasks based on their energy levels and capabilities. This may involve reassigning tasks or adjusting deadlines to accommodate employees' fluctuating abilities.
8. Open Communication: Creating a culture of open communication where employees feel comfortable discussing their needs and accommodations. This includes encouraging employees to communicate their availability, preferred work hours, and any required adjustments to perform their jobs effectively.
9. Training and Awareness: Providing training programs and resources to raise awareness about 'crip time' and best practices for supporting employees with disabilities or chronic illnesses. This includes training managers and colleagues on how to provide effective accommodations and communicate respectfully with employees about their needs.
10. Performance Evaluation Flexibility: Evaluating employees based on their contributions and outcomes rather than strict adherence to work hours or schedules, recognising and rewarding employees for achievements, and adapting performance evaluation criteria to accommodate diverse working styles and abilities.

Embracing crip time in the workplace is not just about accommodating individuals with disabilities or chronic illnesses—it's about fostering a culture of inclusivity, empathy, and respect for all employees. By recognising and valuing our workforce's diverse experiences and needs, we can create environments where everyone can thrive and contribute their best.

What I've Been Reading (Listening To)

I've committed to reading one book a month this year to further my knowledge and be a better ally. This past month, I've been listening to

• Subtle Acts of Exclusion, Second Edition: How to Understand, Identify, and Stop Microaggressions by Dr. Tiffany Jana and Michael Baran, PhD

How to Work with Me

• I’m available for Disability Inclusion Policy and Action Plan Development/Reviews, Advisory Committee Reviews, Disability Inclusion Consulting and Stakeholder Engagement Audits.
• You can book an intro chat to discuss your organisation's specific needs.
• Book an intro chat with Ainslee .