Content of Chapter 5
5.1 Cost Factor
5.2 Jealousy
5.3 Power Disturbance
5.4 Communication
5.5 Uncertainty
5.6 Uncertainty II
5.7 Conclusion of Threats
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Now possible emerging threats are shown, with the aim to understand if employers act reasonable. The focus is on visible disabilities, such as ex. blind people and wheelchair users.
5.1 Cost Factor
It must be clear that hire and fire is not so easy as physical adjustments have to be made, but on the other hand disabled people are the most loyal employees. (Doctorjob's 2004) Therefore, when hiring a disabled person, it should be considered as a long-term investment. Still the risk is limited, as costs are often overestimated. As for tackling infrastructure problems, "claims that the costs of doing so would be crippling are ill-founded." (Daniel 1996) Much of the cost could be built into long-term refurbishment plans. This would lead mainly to two long-term benefits for the economy. First the state saves benefits by getting more disabled people into jobs. Secondly it helps people to get around. Not only for disabled, as ex. ramps and lifts are useful facilities when there is something heavy to transport and the access for emergency assistance is easier. (Daniel 1996)
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5.2 Jealousy
By visible disability, the threat of jealousy emerges from the first moment. This is based on rational thinking. People with disability seem not to be able to legislate the same or even more as others and give therefore less output/performance. Additionally, it might be the case that the disabled person will cost the organisation. Colleagues might think that it is not reasonable to employ a disabled person, as an increase in pay for them for that amount would do better.
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5.3 Power Disturbance
Disabled people also have some sort of power over non-disabled people. This can become a difficulty in a hierarchy when competences become foggy. If a boss says that something needs to be done, then this must be done. This situation can change when a disabled person is attended. That means that this person has automatically power.
'"I also have power, the power to browbeat somebody. But if others do only something for me when I make them powerless, then they will themselves elude from me. It is a short-term power. Of course, I know how I get whom! There are different ways, for instance moral, senses of guilt, or to become aggressive."' (Rütter & Kokigei 1999 p. 175 Translation 1) (17.)
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17. Footnote:
‚Jutta: "Es gibt nicht nur die Seite der Abhängigkeit. Ich habe auch Macht, die Macht, andere unter Druck zu setzen. Aber wenn die anderen für mich nur etwas tun, weil ich sie machtlos mache, dann werden sie sich entziehen. Es ist eine kurzfristige Macht. Ich weiß natürlich, wie ich wen kriege. Es gibt ja verschiedene Möglichkeiten, zum Beispiel Moral, Schuldgefühle machen, oder aggressiv werden."' Back to Context
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5.4 Communication
Does this power of people with disability create a threat for their boss as this person has the natural power through dependency? Not everybody can cope with that. There are different situations where this communication aspect comes up. (Rütter & Kokigei 1999 p.176 Translation 1) This might be a big threat when a question of power emerges. So who is commanding whom? There must be very clear statements when some limits are reached or overstepped.
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5.5 Uncertainty
When having a person with disability in a team different problem might emerge. Jealousy might cause discussions by other members of the group, behind the back of disabled people. But this behaviour might also emerge from other motives. Marianne describes her emotions about helplessness when meeting disagreements with disabled people:
'"I have always this growing anger inside, because I have the feeling that I have to apologise that I'm not disabled. Indeed I cannot say this because I cannot understand. Of course, there are many experiences from disabled people that I cannot imagine but when even when I try to do so and to understand at least a slightly bit is not accepted then there will be for ever something separating between us."' (Rütter & Kokigei 1999 p.168 Translation 1) (18.)
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18. Footnote:
'Marianne: "Ich werde innerlich immer wütend, weil ich das Gefühl habe, ich muß mich dafür entschuldigen, daß ich nicht behindert bin. Ich darf nichts sagen, weil ich es nicht nachvollziehen kann. Natürlich kann ich viele Erfahrungen von Behinderten nicht nachvollziehen, aber wenn mir auch die Bemühung es nachvollziehen zu wollen und auch ein Stück nachvollziehen zu können, dann wird das Trennende ewig zwischen uns bestehen bleiben."' Back to Context
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5.6 Uncertainty II
Even people who really try to act the right way are often trapped in thinking too much about the difference and their consequences. On the one hand, knowing that the other one cannot always be there for somebody else and has sometimes to say 'no'. This 'no' can happen through looking away or not to wait until help is necessary. There are some reasons, why it is often difficult to say 'no' to a plea, even if we have a choice between 'yes' or 'no.' Maslow's hierarchy (19) explains, why we have the need for being accepted and loved. Another idea is that we do so, as we think we have moral responsibility and think about self-experienced helpless situation. One further explanation is, if we help others, we feel that we have done something good. As we feel better, we have a positive feeling and feel we helped the society with a small gesture.
Marianne feels bad and thinks she acts wrong. She thinks a lot about what the others think and how to treat her or him. This process is very hard and takes emotional costs. (Rütter & Kokigei 1999 p.168 Translation 2) Jutta knows this problem and gives advice:
'"Only when the non-disabled person says, what is enough and where the borders are, than we can collectively negotiate and find compromises. But this conflict must be claimed to find an intersection where both are satisfied."' (Rütter & Kokigei 1999 p.169 Translation 1) (20)
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19. Footnote:
Maslow's hierarchy of need will be explained in detail in the next chapter. Back to Context
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20. Footnote:
‚Jutta: "Wenn die Nichtbehinderten sagen, was ihren nicht paßt oder wo ihre Grenzen sind, dann können wir das gemeinsam aushandeln und Kompromisse finden. Aber diese Auseinadersetzungen müssen gefordert werden um eine Schnittmenge zu finden in der beide zufrieden sind."' Back to Context
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5.7 Conclusion of Threats
Diversity means that it is not only acceptable that there are specific facilities that have to be adjusted. Making premises and services more accessible to everyone will broaden the recruitment base and could open up new markets, leading to more customers and, possibly, greater profit. Yet there is more to be done. The integration of disabled people brings alteration in a much broader sense. This is often seen as a disadvantage, but can be changed into a positive thing. How can this effect be produced?
'"In doing so it is important, that they don't ignore themselves as well as their motives, fears and contradictions and that these are broached to issue. Only so, I get in contact with people on an equal level. I want, that there are people which face up this problem and that therefore a change really happens, that disabled people are not excluded any more by this reality. Insofar I expect from other people more regardfulness and attention for the differences."' (Rütter & Kokigei 1999 p.178 Translation 1) (21.)
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Chapter 6
21. Footnote:
‚Jutta: "Wenn die Nichtbehinderten sagen, was ihren nicht paßt oder wo ihre Grenzen sind, dann können wir das gemeinsam aushandeln und Kompromisse finden. Aber diese Auseinadersetzungen müssen gefordert werden um eine Schnittmenge zu finden in der beide zufrieden sind."' Back to Context
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