Index
Camelia Fawzy DM
(University of Maryland University College, USA)
Brenda Shore DM
(University of Phoenix, USA)
The Inclusive Management Strategy: Engineering Culture Change for Employees with DisAbilities
ISBN: 978-1-78754-196-2, eISBN: 978-1-78754-195-5
Publication date: 30 April 2019
This content is currently only available as a PDF
Citation
Fawzy, C. and Shore, B. (2019), "Index", The Inclusive Management Strategy: Engineering Culture Change for Employees with DisAbilities, Emerald Publishing Limited, Leeds, pp. 149-154. https://doi.org/10.1108/978-1-78754-195-520191022
Publisher
:Emerald Publishing Limited
Copyright © 2019 Emerald Publishing Limited
INDEX
Ableism
, 21–22
Accommodations
, 21–24, 50–51, 56
fairness
, 51
managing
, 52–53
Adapted recruiting processes
, 46
Affirmative action
, 42
Affirmative Action legislation (AA legislation)
, 7, 52
Americans with Disabilities Act (ADA)
, 7, 35, 50, 92–93
Antidiscrimination movement
, 6
Anxiety
, 8, 15, 37, 79–81, 117
associated with uncertainty
, 73
generalized anxiety disorder
, 15–16
perceptions of
, 34, 129
Aphasia
, 15
Attention-deficit hyperactivity disorder (ADHD)
, 10
Autism
, 10, 77
Autism spectrum
, 15, 56–57, 84, 118
Autistic Self Advocacy Network
, 125
Awareness training
, 98
Behavior
as communication
, 27
discriminatory
, 51
employee
, 33
respectful
, 23
unethical
, 68
Belief-change process
, 37–38
Biases during unfreezing
, 77
conscious mind-change process
, 78
culture change originates
, 81–82
decision-making roles
, 87
disAbility awareness
, 80
Inclusion Revolution
, 86
intellectual or developmental disability
, 84
PwDs as change leaders
, 83
self-awareness and empathic ability
, 79
Social Security DisAbility Insurance
, 85–86
Bodily kinesthetic intelligence framework
, 11
Career planning processes
, 137
Centers for Independent Living
, 125
Certified peer specialist
, 34–35
Change
belief-change
, 37–38
culture change
, 32–34, 69, 89, 98, 103, 121
leaders
, 11, 59, 77–87
mind-change
, 38, 58, 61, 65, 69, 73, 123, 133–134, 137
moral power-coercive change process
, 37
process
, 33–37
structural
, 18, 37
Civil rights movement
, 6
Co-creation process
, 9
Coaches
, 113
Cochlear implants, developments in
, 14
Cognitive development theory
, 12
Conscious belief
, 77–78
Conscious mind-change process
, 78
Copeland Center
, 35
Corporate leaders
, 37
Corporate Social Responsibility (CSR)
, 6, 42, 104
Cross-functional teams
, 109
Cultural intelligence
, 12, 95
Culture
, 33, 93
Culture change
, 33–34, 89, 98, 103
process
, 32, 69, 121
strategy
, 75
Curb-side modification
, 21
Customization
customized employment approach
, 64, 127
of hiring process
, 64
Cynicism
, 44–45
Decision-making
processes
, 69, 80, 82
roles
, 87
Demographic-based hiring criteria
, 7
Designing Culture Change
, 88
Developed economies
, 125
Developmental differences
, 14
Developmental disability
, 84
DisAbilities
, 5, 8, 13–14, 61, 73
awareness
, 69, 80
case examples
, 5–6, 8, 15–16
differences and
, 10–18, 22
hiring veteran with
, 36–37
inclusion practices
, 122
models
, 21–24, 45
scholars
, 22
Disability Employment & Inclusion (DEI)
, 122
Discrimination
behavior
, 51
liability
, 68
“Disorienting dilemma”
, 31
Diversity
, 33
and inclusion strategy
, 91
Diversity awareness training
, 89, 91–92
and change process
, 96
empathy enhancement
, 97–98
employees with disAbilities
, 92–93
organizational values communicated through policy change
, 93–95
providing information
, 95
reducing fear
, 95
support-building trust
, 98–99
Down syndrome
, 14–15, 77
Emotional intelligence (EI)
, 12, 95
Empathy
ability
, 79
enhancement
, 97–98
Employee Resource Groups (ERGs)
, 121–122
as learning
, 122–124
Employee(s)
behaviors
, 33
with disAbilities
, 92–93, 125–126
employee-supervisor relationship
, 67
Employment of veteran
, 37
Empowering learning structures
, 89
“Equal access to employment”
, 42
Equal Employment Opportunity Commission (EEOC)
, 36
“Equal opportunity” assumptions
, 43
Equality
, 47–48
Equity
, 47
accommodations
, 50–51
equality, vs.
, 48
fairness of accommodations
, 51–53
recruiting veterans
, 49
UD
, 53–59
External networks
, 111–112
External stakeholders
, 124
Failure
, 136
“Fair Employment Act, The”
, 6
Fairness
, 39, 41
changing perceptions
, 42–43
in mind-change process
, 45
Fatigued employees
, 37–38
Fear
, 37, 95
Fine motor skill coordination
, 15
Follett, Mary Parker.
, 8–9
Frames of Mind: The Theory of Multiple Intelligences (Gardner)
, 11
Functioning in society
, 14
Funding
, 14
Gatekeepers
, 39
Generalized anxiety disorder
, 15
Genetic differences
, 14
Guilt(y)
, 37, 73, 79, 87, 97
“Handicapped”
, 13
Hearing loss, children with
, 14
Hiring process
, 63, 75
Hiring PwDs
, 101
perceived threats of
, 65–67
Human Family (poem)
, 11
Human management processes
, 10
Human resource (HR)
department
, 7
in organization
, 134
professionals
, 5–7, 37
Ignorance
, 73
IMS Matrix
, 59, 69, 119, 129, 135
Inauthentic inclusion, threat associated with
, 65
perceived threats of hiring PwD
, 65–67
unethical behavior
, 68
Inclusion
, 19
case examples
, 19–20, 26–27
models of DisAbility and accommodations
, 21–24
Revolution
, 86
Inclusive culture, ingredients of
, 21
Inclusive educational programs
, 77
Inclusive Management Strategy™ (IMS)
, 9, 12, 17–18, 19, 31, 33, 94–95, 98, 106
belief change and resistance
, 37–38
case examples
, 34–35
Change Implementation stage
, 136
change process
, 33–37
internal and external factors
, 32
tool
, 133–134
Inclusive social environments
, 33
Informational sessions
, 93, 95, 101, 103
Injustice, perceptions of
, 34
Institutionalizing learning mechanisms
, 110
Intellectual disability
, 24, 84
Intelligence Frameworks (Gardner)
, 11
Intelligence Quotient (IQ)
, 11–12
Intelligences
, 12
cultural
, 12, 95
emotional
, 12, 95
Internships
, 106–107
as safe learning structures
, 104–107
Interpersonal intelligence framework
, 11
Interventions
, 42
Intrapersonal intelligence framework
, 11
Language processing
, 84
disorder
, 15
Law enforcement
, 47
Leader(ship)
, 7, 16, 28, 33, 41
belief
, 123
commitment
, 101, 109, 122, 134
organizational
, 9, 31
Learning
conversations
, 105–106
CSR
, 104
environment
, 14
internships as safe learning structures
, 104–107
Jack’s experience as new hire
, 74
“learning from each other” vs. “learning from you”
, 113–119
learning-based interactions
, 124
lessons learned
, 101–103
network
, 129
process
, 61
steps in hiring process
, 75
structure
, 109–110
structures
, 136
Learning team
, 109–110, 117–118, 129
approach
, 136
Learning-ERGs (L-ERGs)
, 122–124
Logical-mathematical intelligence framework
, 11
Managers
, 9, 38
Medical model
, 44
Mental health related disAbilities
, 48
Mental illness
, 14
Mentors
, 113
Mind-change process
, 38, 58, 61, 65, 69, 73, 123, 133–134, 137
Minority quotas
, 7
Moral power-coercive change process
, 37
Moral values
, 37
Moral-power change approach
, 37
Musical-rhythmic and harmonic intelligence framework
, 11
Mutual learning
external networks
, 124–129, 136–137
teams
, 117
National Air & Space Museum Front Entrance
, 54
National Air & Space Museum Side Ramp
, 54
National Center on Leadership for Employment and Economic Advancement of People with Disabilities (LEAD)
, 125
National Library Service for the Blind and Physically Handicapped
, 13
National Museum of American Indian
, 55
Natural supports
, 113
Naturalistic intelligence framework
, 11
Negative emotions
, 37
Networks for mutual learning
, 121
environments for PwDs
, 121–122
ERGs as learning
, 122–124
external networks
, 124–129
Non-stereotypical jobs
, 77–78
On-boarding process
, 52
Online materials
, 12
Open Mind in Norway, The
, 105
Organization-External Stakeholders networks
, 121
Organization(al)
, 32
culture change
, 32
cultures
, 16
formal structures
, 16
learning structures
, 89
reason for organization hiring PwD
, 94
social transformation
, 134
structures
, 133
values communicated through policy change
, 93–95
Organizational structure, adaptions to
, 14
Paradigm shift
, 63–64
“Partially sighted” leader
, 26
Pathways to Careers in the United States
, 105
Peer Specialists
, 35
People feel
, 20, 33, 97, 114, 117
People with disAbilities (PwD)
, 6, 14, 27, 34, 49–50, 58, 77–78, 97, 133
as change leaders
, 83
competence and recruitment/hiring processes
, 44
full employment
, 129
perception
, 22–23
reason for organization hiring
, 94
value
, 118
People-first language
, 24–28
Perception
, 27
of anxiety
, 34
changing
, 42–43
of injustice
, 34
of injustice
, 44
of PwDs
, 22–23
of threat
, 34
Performance management system
, 136
Physical accidents
, 14
Policy makers’ failure
, 33–34
Policy-related training
, 93
Post-traumatic stress disorder (PTSD)
, 14
Preferential hiring
, 45
Preferential recruitment
, 49, 59
“Prepare Culture Change” stage
, 88
“Problem solving” teams
, 110
Professional coach
, 113
Protected group
, 35
Psychological events
, 14
Quality workshop
, 96
Recruitment process
, 63, 75
Reframing process
, 101
Refreezing stage
, 79
Rehabilitation Act, The (1973)
, 6
Resistance
, 37–38
Respect
, 19
behavior and language
, 23
case examples
, 19–21, 26–27
lack of
, 23
models of DisAbility and accommodations
, 21–24
people-first language
, 24–28
Safe learning structures, internships as
, 104–107
Schedule accommodations
, 56
SEARCH Project
, 105
Self-advocacy organizations
, 124–125
Self-awareness
, 79
“Sensory Friendly @ The Tech”
, 56
Sensory integration disorder
, 15
Sensory processing disorders (SPDs)
, 14
Service providers (SPs)
, 121, 125–129
“Sheltered employment”
, 63
Short term memory
, 15
Social capacity
, 137
Social equity
, 37
Social model
, 22, 59
Social Security DisAbility Insurance
, 85–86
Social spaces
, 80
Socialization process
, 52, 62, 73–74, 128
Socio-political-economical system
, 14
Stakeholders
, 121
Stereotyping
, 122
Stigma
, 62
Strong preferential treatment programs
, 44
Structural change
objectives
, 18
process
, 37
Support-building trust
, 98–99
“Talent” management
, 16–17
Team
external networks
, 111–112
learning
, 111
“learning from each other” vs. “learning from you”
, 113–119
learning mechanism in Glen’s organization
, 109–110
mutual learning
, 117
work
, 109
Threat
, 39
associated with inauthentic inclusion
, 65–69
of hiring PwD
, 65–67
perceptions of
, 34
perceptions of
, 34, 74, 79, 129
Threat reduction by hiring strengths
matching strengths and interests to work
, 63–64
stigmatized perceptions
, 62
Time-period from discharge
, 36
Traditional CSR activities
, 103
Transformational learning process
, 75
Uncertainty
, 8
Unconscious belief
, 77–78
Unconscious biases
, 78, 80
Unfair
, 41–42
Unfreezing stage
, 74
in mind-change process
, 49, 79
Universal Design (UD)
, 53–59
Verbal communication
, 27
Verbal-linguistic intelligence framework
, 11
Veterans
, 36
with disabilities
, 36
hiring with disAbilities
, 36–37
Vietnam Veteran
, 36
Veterans Affairs
, 35
VETS 100
, 36
Visual-spatial intelligence framework
, 11
Wheelchair access
, 21, 48, 53
Work-based learning programs
, 104–105
- Prelims
- Introduction
- Part I: Respecting DisAbilities
- Chapter 1 Defining DisAbilities
- Chapter 2 Inclusion and Respect
- Part II: Culture Change = Mind Change
- Chapter 3 The Inclusive Management Strategy™ – Engineering Culture Change
- Part III: 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 IV: The Transformational Learning Structure = A Mind-Changing Mechanism
- Chapter 7 Learning, the Most Empowering Tool
- Chapter 8 Change Leaders: Addressing Biases During Unfreezing
- Part V: 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 VI: Conclusion
- Chapter 13 Make Change Stick
- References
- Appendix ADA, an Attorney Perspective
- Index