Session Title:  Able, Not Disabled, Not Differently-Abled

Introduction:  The following are my notes delivered at a global conference for disability inclusion held 27 October 2021 regarding how to improve disability inclusion in the workplace.

Description:  Increasing abilities by removing boundaries, discussing paths forward in ability inclusion, and building upon the great work Amazon and several other companies have done in pioneering disability inclusion in the workplace.

Welcome to a discussion on abled, not disabled, not differently-abled!  I am glad you’re here!  I am Dr. Dave Salisbury; I look to complete my Ph.D. in industrial and organizational psychology by November 2022; if you would like to participate in my dissertation, don’t hesitate to contact me outside this forum for more information.  I possess an MBA in global management specializing in human resource management, a master’s in adult education design and training, and have been a business consultant since 2004.  I am a dual-service US Army/US Navy disabled veteran.

My intent today is to help break down barriers so we can be comfortable around each other.  So comfortable that we can share jokes about my disability, we can look past the twitches, the spasms, and the stutters and find common interests.  Disability inclusion is precisely this, the inclusion into a society of those with disabilities to the point that we do not see the disability, we do not recognize the handicaps, and we can then work in an atmosphere of ability.

I have several disabilities, most stemming from injuries sustained in military service; some include my voice, some include neurological issues, and others are physical and mental.  Regardless, as these injuries have increased in severity, my professional intent began to be recognized for my abilities, talents, skills, knowledge, and potential, not for my disabilities.  Yet, I am often seen only as a disabled person or worse, a “token” disabled person filling a slot that another person could be occupying.  I ran into this thinking in the Federal government, New Mexico State, Bernalillo County, and Albuquerque City government hiring practices as recently as 2019.

Earlier in my professional life as a disabled person, I was told not to be thinking of myself as disabled but as “differently-abled.”  I am not differently abled!  Differently abled draws lines and limitations; it separates people and places boxes on potential.  Worse, it allows for the continued breeding of an “us against them” mentality, which breeds hostility and counterproductive beliefs.  Thus, I refuse to be differently abled.  I do not particularly appreciate being classified as disabled either.

Please allow me to digress for a moment.  The transitive verb “dis” means to show disrespect, insult, or criticize.  As a prefix, “dis” is defined as the opposite of something, depriving someone of something, excluding someone, or expelling someone.  Thus, a disabled person is either being disrespected, insulted, criticized, deprived, excluded, expelled, or is the opposite of able.  Frankly, I believe that when we are made aware of the etymology of words, we are then more aware of why people choose to adopt or not adopt certain words and labels.  I repeat, only for emphasis, I do NOT particularly appreciate being classified as disabled, for I AM able!

Words and labels should not be the focus of our attention and efforts.  I prefer handicapped to disabled based on the etymology, even though I don’t particularly appreciate being considered handicapped.  A handicap can refer to a disadvantage in task completion, physical or mental disabilities, and can intentionally place a person at a disadvantage; there’s that “dis” again rearing it’s disrespect, insults, criticism, deprivation, exclusion, and expulsion.  Please, let’s stop focusing on word games and plastic phrases; instead, let’s invest efforts in finding solutions to existing problems.

How big is the problem of word focus; in the past few weeks, there have been several email chains based solely on a person’s word choice preferences.  I would venture to presume that not a single person intended to cause insult or denigrate a community member by using or not using a specific word, phrase, title, verb, adjective, etc. in describing a person or population in the community.  Yet, people chose to take offense, and others rushed in to ameliorate the feelings of the one choosing to be offended at a word.  Bringing up a fundamental aspect of disability inclusion, individual responsibility, accountability, or self-rule.

I am able!  I take a little more time, need a couple of extra breaks, and use additional technology and equipment to complete tasks.  I possess skills, talents, experiences, and knowledge valuable to situations, teams, and companies.  I bring to the table unique perceptions, insights, and benchmarkable skills worthy of consideration.  I bring formal and informal education and experience that is invaluable and immeasurably useful as an asset to the organization.  I am all this long before we ever discuss my physical and mental concerns or disabilities.

My first priority is my personal safety and security; my first job is to look out for myself.  Monitor what I am carrying, how far I must take it, doors, elevators, paths for egression in emergencies, methods for being warned, and what I can and cannot do.  For example, as COVID-19 began, I knew I could not wear a mask and asked about those of us who could not wear a mask.  I saw the confusion on faces. I witnessed the policy shifts, the harassment, the legal segregation, and suffered legal abuse and discrimination for not wearing a mask.  I realize that eventually, my injuries will require my independence to be curtailed, and I will become more dependent.  As such, I have to monitor what I can and cannot do constantly and clearly describe this to those I work with.  The same should be true and expected of all people regardless of handicap or level of ability.  Individual responsibility for safety, security, and health does not end just because they enter a building and should be stressed as a regular aspect of workplace safety.

Amazon has performed incredible work and is one of the few companies that has done pioneering work leading to real success in disability inclusion on a global scale.  The question before us is where and how we build upon this work to improve the culture and potential of all employees, regardless of ability, in all industries and businesses, based upon the pioneering work of Amazon.  I believe the following action items can be the building blocks to successfully enhance the inclusion of people of all abilities, talents, skills, and knowledge.  I will revisit these questions when we get to the discussion portion; please consider these points.

  1. Conflict is good, beneficial, and a tool that is useful for building people, teams, and businesses. Douglas Malloch wrote a timeless poem, “Good Timber,” which is the quintessential discussion on why and how conflict is good.  Let us embrace conflict as the tool it is for improving people.  A handout is available for further consideration on these topics, and all bullets discussed, with reference materials for additional research if you desire.  Please send me an email if you would like these materials.
  2. Leadership begins with followership; followership begins with being lifelong learners, learning requires opportunities to teach, teaching is a prerequisite to learning, and learning requires the ability to lead and apply. – These are merely starting points to understanding. They are facts.
        • Do we encourage delegation and learning through experience?
        • Do we embrace failure as a tool for lifelong learning?
        • Leadership is not a title; leadership is first an attitude, then an action, and finally a method of learning and teaching. How do we apply these truths in daily activities?
        • Leadership as an attitude is witnessed in good followership, even when our followers practice loyal opposition; are we embracing the loyal opposition? Do we know how to recognize the loyal opposition?
  3. Flexibility and agility require open minds. Open minds need varieties in opinions, politics, beliefs, religions, and so much more.  Open minds begin with lifelong learning!  Lifelong learning requires self-reflection. – Again, we find fundamental truths, simply explained and expounded.  How are we embracing these truths in daily practice?  What actions are we supporting in the workplace to showcase support to and openness to variety in thinking and commitment to lifelong learning?
        • What book did you just read?
        • Did you share that book, recommending it to whom?
        • Were you excited about the book?
        • When was the last time you self-reflected?
  4. Do you believe?
  5. How will you act tomorrow?

Are there activities I cannot engage in?  Yes.  To my disappointment and chagrin, there are many activities I can no longer engage in.  Stairs are a tremendous activity I have to avoid; yes, this includes sidewalk curbs.  Standing and sitting for long periods have to be monitored and curtailed.  Walking is another activity I have to be conscious of and monitor closely.  I regularly mistake how long I have sat or walked and wind up in trouble breathing, or my legs give out from exhaustion.  But, I should not have to get into some vast dramatic affair just because my abilities are curtailed physically or mentally.  COVID-19 hit, I cannot wear a mask due to breathing issues; the mask mandates have been so embarrassing and challenging while also being segregationist, separatist, and legally expensive.  Why are disabled people still challenged on their disabilities when we are already disrespected, insulted, criticized, deprived, excluded, and expelled for merely being less physically and mentally able?

Ask yourself this question, “When I see a maskless person, do I condemn them first or think maybe they have a reason?”  That single decision is the key to the choice between building people and building disability thinking!  I do not need your answer voiced; please consider your response now and think about when you will witness a maskless person the next time.

Has anyone taken a look at the processes for obtaining work accommodations?  A work adjustment for a disability?  A mask exemption?  With all the differences in abilities, one would think the process would be straightforward to understand.  Yet, the opposite is often the truth because we refuse to embrace that we are all able and are programmed to first separate into able and dis-(disrespected, insulted, criticized, deprived, excluded, expelled)- abled.

The last two questions are not included for any reason other than to spark a conversation inside you.  Do you believe in a difference existing between disabled people and non-disabled people?  What will you do differently today and tomorrow to reflect your belief structure?

I learned a long time ago everyone has a disability, a blind spot, or an issue they keep hidden from the world.  Sometimes it is a missing eye, an arm, a leg, an embarrassing laugh, depression, anxiety, trauma, childhood abuse, adult abuse, the list is endless.  Yet, some of those “blind spots” are more severe and become listed as “disabilities.”  The government stepped in to classify people, and draw lines of segregation and separation, which did a lot of harm to people of all abilities.  I met a man recently who lost several fingers and partially lost several other fingers.  His lost and partial fingers never came up in conversation.  His abilities as a typist were terrific, and his talents on several musical instruments were extraordinary, but his missing and partial fingers were non-topics!  As a point of fact, I did not notice the fingers until I shook his hand in congratulations for his accomplishments.

Drawing lines, classifications, separations, and segregation, it never works.  Until we can look past, work past, and choose to live past the disability, we will never be equally able, and everyone suffers.  What keeps disabled people from being able; our choices.  What keeps able people from working together; our choices.  See the connection; how we choose is the single greatest determining factor in moving forward as an individual, a team, a group, and a company.  We choose to either be abled or disabled.  We choose to allow our comfort zone to define us or not to define us.  We choose to work together first or separate each other first.

Often a person lacking an ability due to misfortune of some kind will develop and magnify other abilities, an often-overlooked advantage to their value because seeing past their loss has become a lost art of possibility and consideration.  In other words, our humanity needs restoration.  Those who do not have a fulness of ability know the realities of unreasonable and unfair judgment rather than the realities of potential and are thus prevented from entering the world of abilities and possibilities by the much too often impenetrable establishment of discrimination.  We can lift people from where we are and change the paradigm of ability and advancement to a higher level of accomplishment and respect.  We can do this!  Do you believe?

How will we act tomorrow?  A similar question was posed by Brian “The Brain” Johnson in the movie “The Breakfast Club,” and new attitudes, new thinking, and new potential were born.  Are we willing to see past the outside wrapping, shun society’s labels, and choose a different path forward through action, learning, leadership, and healthy conflict?

Let’s discuss!

    • Conflict is good, beneficial, and a tool that is useful for building people, teams, and businesses. Douglas Malloch wrote a timeless poem, “Good Timber,” which is the quintessential discussion on why and how conflict is good.  Let us embrace conflict as the tool it is for improving people.  A handout is available for further consideration on this topic and all bullets discussed, with reference materials for additional research on these topics if you desire.
    • Leadership begins with followership; followership begins with being lifelong learners, learning requires opportunities to teach, teaching is a prerequisite to learning, and learning requires the ability to lead and apply. – These are merely starting points to understanding. They are facts.
            1. Do we encourage delegation and learning through experience?
            2. Do we embrace failure as a tool for lifelong learning?
            3. Leadership is not a title; leadership is first an attitude, then an action, and finally a method of learning and teaching. How do we apply these truths in daily activities?
            4. Leadership as an attitude is witnessed in good followership, even when our followers practice loyal opposition; are we embracing the loyal opposition? Do we know how to recognize the loyal opposition?
      • Flexibility and agility require open minds. Open minds need varieties in opinions, politics, beliefs, religions, and so much more.  Open minds begin with lifelong learning!  Lifelong learning requires self-reflection. – Again, we find fundamental truths, simply explained and expounded.  How are we embracing these truths in daily practice?  What actions are we supporting in the workplace to showcase support to and openness to variety in thinking and commitment to lifelong learning?
            1. What book did you just read?
            2. Did you share that book, recommending it to whom?
            3. Were you excited about the book?
            4. When was the last time you self-reflected?
      • Do you believe?
      • How will you act tomorrow?

Additional Questions, Comments, or Concerns, feel free to reach out to me via email or IM through LinkedIn.  Thank you!

© Copyright 2021 – M. Dave Salisbury
The author holds no claims for the art used herein, the pictures were obtained in the public domain, and the intellectual property belongs to those who created the images.

Rules for Achieving Production Goals

Knowledge Check!Some may scoff, others may scowl, but I will tell you an open secret, if you are not quality first, production goals will never be achieved.  Sure, a company may hit a target now and then, of course a quarterly statement might come in on target, but reliable production cannot be achieved without quality focus and the following rules.

With more than 20 years’ experience in manufacturing, supply chains, logistics, call centers, and much more, the following production rules are at least a moment of your time for reading and two moments for consideration.  Yes, there are a lot of people who will claim they have the path to success mapped and if you follow it, you to can achieve success.  I am not one of them!  I have tried and true lessons, I have common sense approaches, and I offer freely information that when combined with your knowledge, and the people you have working for you, solutions can be generated to achieve success.

  1. Quality is everyone’s job! – Tell me; whose job is it to pick up trash in the parking lot? How much litter is in your parking lot, trapped against the fence, collecting around the dumpsters, and crowding the floors of your facility inside and out?
    • A colleague states the following:
      • I can tell you within five seconds after arriving the quality mindset of the facility I am visiting, by looking at the parking lot.”
    • My colleague is correct; every facility I have visited that has had a clean parking lot, where employees and managers are picking up after themselves, has a quality culture worth emulation. Unfortunately, the reverse is also true!
    • What does your parking lot look like?
  2. Never take your customer, employee, shareholder, vendor, etc., where YOUR brain has not traveled first! – I sat in a meeting where the leader openly admitted, after telling the new strategic focus, goals, and mission plan, when answering questions about this plan regarding implementation, stated, “I haven’t thought that far ahead.” That company is bankrupt.  Not because they did not have good products, customers willing to buy, or great service, but because the leadership took the business places they had not personally already traveled in their minds.
    • How can you expect any goal to be achieved if you cannot answer implementation questions?
    • How can people follow if you do not know where you are headed?
    • Where are you going and has your brain already traveled there?
  3. Data will be misinterpreted if specific explanations are not included! – New manager, fresh from school, knew all the lingo, had all the buzzwords memorized, was handed a sheet of data, and failed to comprehend what the data meant. Worse, he led others into ruin by misinterpreting data.  If data is not explained, if the why behind data is not clearly understood, if the data story is incomplete, the data is useless, meaningless, and valueless!
    • What is your data story?
    • How do you train others in your data story?
    • Can other people explain the why behind the data, or do they have to come to you for that explanation?
  4. When in doubt, trust your people! – Time does not allow me to relate even a tenth of the stories where the people have proven the data wrong, have gone above and beyond expectations, and achieved miracles. Yet too often the people are the first ones cut in a crisis.
    • Juran’s Rule – When something is going wrong, 90% of the time it is the process, not the people. Yet, how many times are the people blamed for bad processes?
    • Appreciative Inquiry – The theory that states that when you have a problem, the people already in the positions doing the job, hold the answers needed to fixing the problems. Yet, how many times are the people the first one’s lost in crisis?
  5. Data lies; humans live! – Recently the data stated that the problem in a facility was in a specific area. The specific area was encouraged to perform better.  The management thought, “Problem solved.”  Production goals were missed, more counseling to this specific area, more encouragement to achieve, more focused spending to target pain points.  Still missed production goals.  Nobody looked beyond what the data said was the problem, and the data was suffering from a pretty severe case of GIGO (Garbage In = Garbage Out).  There was no production goal problem in the area specified, the problem was on the other side of the plant, and because of the investment in the wrong area, it took longer and more resources to fix the proper area.
    • When data is purported to have “concluded” anything, first give it a reality check!
    • Data is only as good as the inputs.
    • Humans live in the real world, whereas data lives in an altered reality that mimics (rarely) the real world.
    • Never forget, data lies. Data can, at best, only support a decision direction.  Data cannot conclude, prove, or justify anything.
  6. The Rule of 6-P’s – The Rule of 6-P’s is known in various forms and words, but the sentiment is always the same, “Proper, Prior, Planning, Prevents, Purely, Poor, Performance.” Yet, how often is planning done without proper prior activities?  How often is poor performance blamed on everything but poor prior planning?
    • Do you know what proper prior planning looks like as an activity?
    • What is involved in prior planning, and how do you tell the difference between proper and improper prior planning?
    • Who is involved in prior planning and why are they there?
  7. Celebrate small achievements! – Here is another open secret, rarely implemented, always discounted, but remains the single most powerful tool in a leader’s toolbox, praise! That’s it.  Praise is better than cash gifts for the brain, research and fMRI imagery support this conclusion.  The research is fascinating.  Yet, honest, regular, sincere praise continues to be the most overlooked aspect of leadership in business today!
    • Praise is celebrating achievement with someone else.
    • Celebrating success is imperative to moral, discipline, and enthusiasm in the workplace.
    • When was the last time you showed genuine praise for your people? When was the last tangible “Thank you” witnessed?  Who witnessed that gratitude, praise, and celebration?
    • Mark Twain is quoted as saying, “I can live for two months on a good compliment.” Issue praise!  Celebrate all achievements, but most of all celebrate the small achievements.
  8. Success is a choice, but you need everyone making this choice! – Find me a successful team where one team member is not fully and wholly committed to achieving success, and I will show you a team that missed achieving the highest success. Production goals are the exact same thing, if everyone on the team does not know the goal, know the why, and are committed to achieving the production goal, that goal will be missed!
    • How do you find the person not interested in achieving the production goal; who is dropping trash and not picking it up?
    • What do you do when the person is identified; that depends, are you a learning organization or a money pit? If a money pit, that person is fired.  If a learning organization, then it is time to ask questions, discover reasons, and explore options.
    • How do you choose to lead, carrot or stick?
  9. Success is designed; who is drawing the lines? – One of the most egregious problems in today’s world is the delegation of authority to those not worthy or capable. On a consultation the boss had delegated his role to an author of a book.  Every question asked of the leader, he grabbed this author’s book and looked for an answer.  The book is a good resource, but the lack of application to direct business problems was not the author’s intent and was beyond the authors ability.
    • Who is drawing the lines designing what success looks like?
    • Why?
  10. The Pyramid Analogy – Use it, Live it, Love it!

The Pyramid Analogy

Consider the triangle from geometry, there are six different classifications, all of which demonstrate production goal attainment, but only the equilateral triangle makes up the pyramid, and only the equilateral triangle can report success in production goal attainment.

Right Triangles:

Right triangle - WikipediaA right triangle has one 90° angle.

The Acute:

Acute triangle | Acute angled triangle
The Acute Triangle has three acute angles (an acute angle measure less than 90°).

The Obtuse:

Obtuse Angled Triangle | Formula and Properties | Solved Examples & Practice Questions
The Obtuse Triangle has an obtuse angle (an obtuse angle is more than 90°).  Since the total degrees in any triangle is 180°, an obtuse triangle can only have one angle that measures more than 90°.

The Isosceles:

Properties of Isosceles Triangle - Definition & Solved Examples
The Isosceles triangle has two equal sides and two equal angles.

The Scalene:

Scalene Triangle (Definition, Area, Perimeter & Examples)
The Scalene Triangle has no congruent sides. In other words, each side must have a different length.

The Equilateral:

Properties of Equilateral Triangles | Brilliant Math & Science Wiki
The Equilateral triangle has three congruent sides and three congruent angles.  Each angle is 60°.

The Pyramid is an interesting shape, it is self-replicating from a single equilateral triangle.  The pyramid is a five-sided object that represents one of the strongest shapes in the galaxy, with integrity to flex without breaking and being destroyed.  Did you know that if you drew straight lines inside the equilateral triangle, and bent the triangle along those lines, a pyramid would take shape?

Volume of a Pyramid - Assignment PointConsider the production environment and the variables generally fall into three categories, inbound, or products needed to make something for a customer; outbound, the product shipped to a customer; quality, the need to ensure the product is acceptable for the customer.

Using a right triangle, if outbound is the 90-degree angle, your quality is way out of reach, and inbound inputs and outbound deliveries are not being properly reviewed by quality.  Thus, the production environment cannot function to its fullest potential, because all three, inbound, outbound, and quality, are not working equally together.

Bobblehead DollTake any other triangle and the story is exactly the same.  When the inbound and the outbound are not equally bound to quality, and quality is not equally bound to inbound and outbound, resources are not properly shared, time is wasted, and production goals will never be met!  Arrange the variables anyway you prefer, and if the pattern is not an equilateral pattern, there is a problem in the production environment and production goals will be missed, opportunities, lost, and money follows potential right out the door.

Follow the rules and watch production meet goals almost by magic.  Fail to follow the rules and production will continue to struggle.  Production goals are effort incarnate, humans pump efforts in, looking for results.  The goals are statistical symbols reporting success, failure, and percentages of improvement towards goals.  At then end of the day, the human element is the only variable worthy of consideration in meeting production goals, and quality is the badge of honor in human efforts.  Thus, quality is the tool that promotes production goal attainment.

© 2021 M. Dave Salisbury
All Rights Reserved
The images used herein were obtained in the public domain; this author holds no copyright to the images displayed.