The Inclusive Management Strategy
Engineering Culture Change for Employees with DisAbilities
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- Description
- Contents
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- About
Every person has the potential to contribute to an organization as long as they have access to the right opportunities and connections, yet it sometimes is all too obvious that the stigma associated with a person’s disability can have a negative impact on their ability to develop healthy work relationships with peers and supervisors. This situation can only be remedied through effective change management, a systematic approach to designing, implementing, and measuring progress on unique culture-change goals.
Here Camelia Fawzy and Brenda Shore draw upon more than 40 years of research and practical business experience to support leaders and managers’ efforts in transforming organizations and providing inclusive work opportunities for people with disAbilities (PwDs). What Fawzy and Shore offer is The Inclusive Management™ Strategy (IMS), an innovative approach to evaluating culture-change needs and to designing and implementing change solutions that address unique needs in order to create authentically inclusive social work-environments for PwDs. They address stigmatized differences associated with disabilities that lead to reducing fear, resentment, and anxiety in the organizational climate, ultimately arguing that culture change can only be achieved when most of our employees are engaged in a mind-change process, a conscious effort to change stigmatizing views associated with differences that need to be accommodated.
For the practical, implementable plans of action it offers, The Inclusive Management Strategy is a must-read for managers and supervisors involved with policy, decision-making, strategy, and daily accommodations for PwDs.
Part 1. Respecting DisAbilities? Chapter 1. Defining DisAbilities Chapter 2. Inclusion and Respect Part 2. Culture Change = Mind Change Chapter 3. The Inclusive Management Strategy - Engineering Culture Change Part 3. Fairness and Threat - The Gatekeepers Chapter 4. The Fairness Dilemma Chapter 5. Equity, the Gateway to Engaging in Change Chapter 6. Reduce Threats by Hiring Strengths Part 4. The Transformational Learning Structure = A Mind-Change Mechanism Chapter 7. Learning, the Most Empowering Tool Chapter 8. Change Leaders: Addressing Biases During Unfreezing Part 5. Empowering Learning Structures Chapter 9. Learning that Opens Doors to Mind-Change Chapter 10. Learning Conversations Chapter 11. Who is on this TEAM? Chapter 12. Networks for Mutual Learning Part 6. Conclusion Chapter 13. Make Change Stick
This book describes solutions to support employee engagement with colleagues with disabilities through a management strategy that focuses on the development of healthy relationships that lead to creating more inclusive work environments. It addresses the process of changing stereotypical biases through different stages of hiring and employment of people with disabilities, from application for a position, through the interview process, accepting a job, and the early stages of employment. It discusses the definition of disabilities, the concepts of inclusion and respect, culture change through changing perceptions, dealing with perceptions of fairness and threat, using transformational learning, and implementing learning structures for culture change, including informal forums for joint exploration, teams with shared accountability, networks for mutual learning, and feedback-reflection solutions. Examples are provided throughout.