Your Ableism is Showing (Here's What You Can Do About It)

In businesses and organisations, where diversity and inclusion are championed as the cornerstones of progress, a persistent issue remains largely unaddressed—ableism. For example, how can you genuinely claim to embrace “diversity and inclusion” while simultaneously holding the same old interviews based on the same old neuronormative standards? All this does is highlight your little regard for human diversity. What about neuroinclusion? What about neurodiversity, i.e., neurological diversity? The question is simple - do you want true inclusion, or do you merely want to appear inclusive? The difference is glaringly obvious to those of us within the disability community. The reality is that many organisations unwittingly perpetuate ableist practices, hindering the potential for a truly inclusive and diverse work environment.

Understanding Ableism

Discrimination against disabled individuals has prevailed for centuries (Braddock & Parish, 2001). So much so, that it is woven into the fabric of human consciousness. Yet, up until relatively recently, this harmful social norm had no identifying label. That was until the first known use of the term “ableism” in 1976 (Miriam-Webster Dictionary). Identifying ableism only opens the door – the real work lies in stepping through and actively challenging its roots within our structures and mindsets.

Ableism is the systemic discrimination against disabled individuals. It infiltrates workplaces discreetly, trickling through the nuances of everyday practices. It is embedded in hiring practices, workplace policies, and the very infrastructure that defines corporate spaces. The first step towards dismantling ableism is acknowledging its existence and understanding its impact.

Ableism stands out as one of the most deeply ingrained and widely accepted societal prejudices (Wolbring, 2008). In Europe, disabled individuals face an unemployment rate two to three times higher than their counterparts. Specifically, in Ireland, the situation is even more concerning, with over 60% of disabled individuals being unemployed (United Nations Enable). This highlights the urgent need for inclusive practices and supportive policies to make sure everyone has an equal chance. Blending social and rights-based disability models through the lens of the neurodiversity paradigm is a significant step in dismantling ableism within organisations and society at large. Now, let's examine each of these perspectives.

Medical Model of Disability

Contrary to popular belief, disability is not an inherent deficit; it is the result of societal barriers, misunderstanding, and a lack of support. There is more than one lens through which to view disability. The outdated medical model views disability as an individual problem. Its focus is diagnosing, treating, and rehabilitating. It often emphasises "cure" or ‘fix’ narratives to address disability, pushing the notion that we are somehow “broken”. Failures in employment or education are often attributed either to the disability itself, viewed as a “roadblock to achievement”, or to the individual's supposed "psychological weakness" and dismissed as a "lack of resiliency" (Linton, 1998). Ableism is rooted in this widespread and traditional approach to disability, which not only not only fuels discrimination but also poses a significant barrier to achieving authentic inclusivity.

Social Model of Disability

On the other hand, the progressive social model views disability as not solely a result of an individual's difference but as largely influenced by social and environmental factors (Shakespeare, 2013). It suggests that society creates barriers that limit our participation and inclusion. The focus is on removing these barriers, providing adequate support and promoting equal rights, access, and opportunities for us. ?Models serve as vehicles for translating concepts into action. The medical model stems from the notion of personal tragedy, while the social model is grounded in the idea that external factors create barriers. Unfortunately, organisations often cling to the outdated medical model, perpetuating stereotypes and misconceptions that further strengthen the foothold of ableism within our society.

The Neurodiversity Paradigm

While not a standalone disability model, the neurodiversity paradigm offers a perspective that builds upon existing models. Humanity depends on neurodiversity for its flourishing, in the same way an ecosystem depends on its biodiversity. ?Simply put, neurodiversity is the biological fact that all humans have different brains. On, the other hand, the neurodiversity paradigm is one way to view humanity’s neurological diversity. It's important to note that neurodiversity (fact) and the neurodiversity paradigm (approach) are not the same. The former emerged as a term in the '90s, whereas the latter was outlined in 2012 by Dr. Nick Walker (Walker, 2021).

Principles of the neurodiversity paradigm:

• Aligns with the social/rights-based models of disability.
• Rejects neuronormativity – challenging the idea of a single “normal” brain and the belief in a single “normal” way to process, think and exist (Wise, 2024).
• Acknowledges that neurological differences and/or disabilities are not necessarily "deficits" that need to be "cured" or "fixed" but respectfully supported and understood.
• Opposes pathologising language such as “disorder”, and “deficits”.
• Dismantles ableism, stigmatisation, and marginalisation of neurominorities.

It’s worth noting that these models are not mutually exclusive, and different models may be more applicable in different contexts or for different purposes. For instance, the neurodiversity paradigm doesn't reject the pathologising of various forms of neurodivergence (e.g. epilepsy, acquired brain injury, etc.) or oppose consensual attempts to address them. However, it strongly objects to their discrimination (Walker, 2021).

Ableism in Organisational Practices

Unpacking all the different ways in which ableism exists within workplace culture is beyond the scope of this essay. Instead, let's focus on one important aspect, the gateway to any organisation - the hiring process. It's rife with bias and inaccessible hurdles that inadvertently exclude qualified individuals. From non-inclusive job descriptions to interview processes that disregard different communication styles, ableism hides behind the excuse of sticking to old ways.

Points to Consider

1. Non-Inclusive Job Descriptions

• Job descriptions that favour specific communication styles or emphasise unnecessary requirements are exclusionary.

2. Rigid Interview Structures:

• Standardised interview formats may overlook the strengths and capabilities of individuals who communicate or process information differently.

3. Overemphasis on Traditional Resumes:

• Relying solely on traditional resumes may disadvantage candidates who excel in alternative ways of showcasing their skills and experiences.

4. Lack of Accessibility Information:

• Failing to provide information on the accessibility of the hiring process can deter potential candidates from applying.

5. Unconscious Bias in Selection Criteria:

• Implicit biases in the selection criteria may inadvertently favour neurotypical traits, disadvantaging many individuals.

6. Inadequate Training for Interviewers:

• Lack of disability and neuroinclusion training for interviewers can lead to misinterpretation of candidate responses.

7. Exclusive Personality Assessments:

• Personality assessments that do not account for neurodivergent characteristics can perpetuate stereotypes and exclude qualified individuals.

8. Limited Remote Options:

• Insufficient consideration for remote interview options can disadvantage candidates who may find in-person interviews challenging.

9. Unclear Communication:

• Failing to communicate clearly about expectations for the interview process can create unnecessary stress.
• Neglecting to consider different communication styles during the interview process, and instead asking vague, never-going-to-happen questions, disregards the strengths of individuals who excel on clear and direct communication.

10. Underrepresentation in Recruitment Efforts:

• Recruitment efforts that do not actively target disabled/neurodivergent individuals contribute to their underrepresentation in the applicant pool.

Workplace policies can be equally exclusionary. The lack of accommodations and inflexible structures create an environment where the strengths of disabled individuals are suppressed. The physical and digital landscapes of organisations are often filled with accessibility challenges. A lack of ramps, elevators, or braille signage can make physical spaces hostile for individuals with mobility or visual differences. Similarly, digital platforms, often the lifeblood of modern businesses, can be a minefield of inaccessibility, shutting out those who navigate the world through screen readers or alternative input devices.

Is Alternative and Augmentative Communication (AAC) even acknowledged, let alone supported in your organisation? And if not, then, can you genuinely claim that your organisation “champions diversity and inclusion”? It's time to stop viewing diversity through the narrow lens of the medical model and start recognising the immense value that neurodivergent and/or disabled individuals bring to the table. For example, research indicates that Autistic individuals exhibit superior attention to detail, work ethic, and performance compared to neurotypicals, yet face disproportionately high rates of unemployment (Scott et al., 2017).

Implementing Change

Achieving inclusivity demands a radical transformation in organisational mindset, beginning at the highest levels of leadership. Leadership commitment is not a mere checkbox on the diversity agenda; it's the driving force behind lasting change. Organisations must actively engage in dismantling ableist practices by adopting inclusive hiring processes, ensuring workplace policies accommodate diverse needs, and investing in accessible infrastructure.

Let's be clear: accommodations are not “special treatment”; they are essential adjustments that level the playing field. Flexible work schedules, accessible technology, and ergonomic and sensory-aware workspaces are not luxuries but necessities for promoting an inclusive environment. Adopting the social model of disability through the lens of the neurodiversity paradigm means acknowledging and supporting disability and/or neurodivergence, valuing each unique perspective. This leads to an organisation that advances BECAUSE of its diversity. Conformity doesn't propel humanity forward, and it certainly won't drive progress in your organisation.

Overcoming Resistance

Resistance to change often stems from misconceptions and unfounded fears (Forsell & ?str?m, 2012). The notion that accommodations are a drain on resources is a fallacy—investing in accessibility is an investment in the organisation's future. Resistance to change is a mistake that businesses can no longer afford to make in a world where diversity and inclusion are not just moral imperatives but significant drivers in:

1. improving the mental well-being of staff,
2. promoting innovation, and
3. ensuring long-term organisational resilience and success.

As Disability Consultant, Trainer and Speaker, Jamie Shields , so aptly states,

“Equality is everyone getting a pair of shoes. Diversity is everyone getting a different type of shoe. Equity is everyone getting a pair of shoes that fits. Acceptance is understanding we all wear different types of shoes. Belonging is wearing the shoes you want without fear of judgement.”

Here, Jamie drives home the positive impact of building a genuinely inclusive society. Now, let's consider some actionable steps you can take within your organisation to start this much-needed shift:

Leadership and Culture

• Leaders must actively champion inclusivity.
• Promote disabled and/or neurodivergent employees to leadership roles.
• Acknowledge and celebrate days dedicated to various disabilities.

Intersectionality Considerations

• Acknowledge the intersectionality of identities within the workforce.
• Understand that individuals may experience multiple forms of discrimination simultaneously.
• Incorporate intersectional perspectives into diversity and inclusion programs to ensure a more nuanced, effective approach.

Inclusive Hiring Practices

• Scrutinise job descriptions for biases.
• Implement accessible application processes.
• Explore blind recruitment to eliminate biases.

Accessibility and Infrastructure

• Conduct thorough accessibility audits.
• Enhance physical spaces with necessary facilities.
• Ensure digital platforms are accessible.
• Create sensory-aware workplaces.
• Stop assuming that physical presence equates to productivity; embrace remote work options.

Neurodiversity and Inclusivity Programs

• Launch neurodiversity programs built on the neurodiversity paradigm. Broaden these programmes to include the wider Neurodivergent community, rather than solely focusing on Autistic and ADHD individuals.
• Collaborate with advocacy groups.
• Tailor policies to support disabled and/or neurodivergent employees.
• Stop underestimating the strengths of neurodivergent individuals; create targeted hiring programs.

Training and Awareness

• Invest in comprehensive disability training programs led by disabled individuals.
• Educate about ableism, the social model of disability, and the neurodiversity paradigm.
• Foster a culture of awareness and acceptance.
• Centre and amplify lived experience.
• Support neurodivergent and/or disabled-led ERGs for advocacy and connection.

Revamping Hiring Practices

• Stop relying solely on traditional resumes; consider alternative formats that authentically showcase a diverse range of skills and experiences.
• Offer multiple interview options such as phone, Zoom, or written submissions to accommodate different communication styles and accessibility needs.
• Start incorporating inclusive language in job descriptions, avoiding ableist terms.

Dismantle neuronormative notions

• Stop adhering rigidly to a 9-to-5 office schedule; start offering flexible work hours to accommodate varying needs and strengths.
• Recognise that eye contact may be physically uncomfortable for some individuals and refrain from placing excessive importance on it during interviews.
• Understand that the act of listening looks different for neurominorites; fidgeting, moving, stimming aid processing, learning and focus.
• Embrace stimming and create a safe workplace culture that does not discriminate against this very natural human act.
• Learn more about dismantling neuronormativity from Sonny Jane Wise

Communication

• Say what you mean and mean what you say. Stop expecting employees to read between the lines.
• Provide clear, concise information in advance of deadlines, tasks and events.
• Acknowledge different learning styles and processing times.
• Accept that neurominorities have their own language, communication, and culture. While it may be different, that doesn’t mean it’s deficient or in need of changing.

Prioritising Accessibility and Inclusive Assessments

• Start providing accessibility training to all staff to promote awareness and inclusivity.
• Stop using one-size-fits-all assessments; tailor evaluations to individual needs and strengths.
• Start ensuring all digital platforms and materials are accessible to individuals with varying support needs.

Advocating for Workplace Accommodations and Feedback

• Stop overlooking the importance of workplace accommodations; prioritise accessibility.
• Start actively seeking feedback from neurodivergent and/or disabled employees to improve organisational inclusivity.

It's time for organisations to step up and confront the pervasive ableism embedded in their practices. The journey towards inclusivity is not a choice; it's an obligation to create a workplace that reflects the true diversity of human experience. It demands an investment of time, a commitment to understanding, a willingness to unlearn, and the courage to challenge long-held beliefs. This won’t happen overnight, but we must start somewhere. Together. The businesses that take on this challenge will not only succeed in the present but will be better positioned to navigate the uncertainties of the future. Your ableism is showing—is your organisation ready to change that narrative?

References

Braddock, D., & Parish, S. (2001). An Institutional History of Disability (pp. 11–68).

Disability and Employment | United Nations Enable. (n.d.). Retrieved 31 December 2023, from https://www.un.org/development/desa/disabilities/resources/factsheet-on-persons-with-disabilities/disability-and-employment.html

Forsell, L. M., & ?str?m, J. A. (2012). An Analysis of Resistance to Change Exposed in Individuals’ Thoughts and Behaviors. Comprehensive Psychology, 1, 09.02.10.CP.1.17. https://doi.org/10.2466/09.02.10.CP.1.17

Linton, S. (1998). Claiming disability: Knowledge and identity. New York?: New York University Press. https://archive.org/details/claimingdisabili00lint

Miriam-Webster. (n.d.). Ableism. In Miriam-Webster.com Dictionary. Retrieved 30 December 2023, from https://www.merriam-webster.com/dictionary/ableism .

Scott, M., Jacob, A., Hendrie, D., Parsons, R., Girdler, S., Falkmer, T., & Falkmer, M. (2017). Employers’ perception of the costs and the benefits of hiring individuals with autism in open employment in Australia. PLOS ONE, 12(5), e0177607. https://doi.org/10.1371/journal.pone.0177607

Shakespeare, T. (2013). The Social Model of Disability. In L. J. Davis (Ed.), The Disability Studies Reader (4th ed., pp. 214–221). Taylor & Francis. https://ieas-szeged.hu/downtherabbithole/wp-content/uploads/2018/02/Lennard-J.-Davis-ed.-The-Disability-Studies-Reader-Routledge-2014.pdf#page=221

Walker, N. (2021). Neuroqueer Heresies: Notes on the Neurodiversity Paradigm, Autistic Empowerment, and Postnormal Possibilities. Autonomous Press. https://neuroqueer.com/neurodiversity-terms-and-definitions/

Wise, S. J. (2024). We’re All Neurodiverse. Jessica Kingsley. https://www.livedexperienceeducator.com/

Wolbring, G. (2008). The Politics of Ableism. Development, 51(2), 252–258. https://doi.org/10.1057/dev.2008.17