Marjolein Dennissen

49 Networking for equality? The first goal is creating more visibility and awareness of the capabilities of disabled employees. Increasing visibility entails that the board members make sure that members of the network are involved in organizational events, such as including disability in organizational sports tournaments. However, the board members of the disability network are careful not to emphasize a particular visibility: Naturally, [the network] stands for ability. Often people think about disability as lacking competency or lacking knowledge or lacking skills. Where [the network] somewhat stands for is that is should not become a separate network for disabled but it has to be a network that has a connecting factor within [the organization]. (Tim) This quote illustrates how board member Tim calls attention to the abilities of disabled employees. Drawing on a discourse of ability and empowerment, Tim endeavors to stress the strengths and qualities of disabled people instead of highlighting their deficiencies. Therefore, the network is open to both disabled and able-bodied employees. The board members attempt to prevent stigmatization by arguing “that [the network] is not a club of deficient people”. Moreover, by focusing on positive, humorous and playful actions, such as taking part in assault courses, they want to emphasize the capabilities of disabled employees. The second goal is providing support for disabled employees, by offering a space where disabled employees can meet and discuss their struggles and experiences. Activities are, for example, open coffee hours and workshops about balancing energy and self-promotion. The third goal is to support and advise the organization about disability-related issues. The network aims to become a unit of expertise, stimulating learning and development for their members and the organization. This is linked to the open membership of the network and in particular the involvement of managers. The board members explain that the involvement of managers is important because they are responsible for hiring, evaluating and including disabled employees. The following quote illustrates that board members criticize manager’s mindsets about career development: Look, if I came to work for somebody else and I am going to say, I want to work sixteen hours divided over three days. Well, I think that HR will look rather strange if I am going to say that. Because they do not have that mindset. And especially a knowledge-intensive organization, so career, career, career. But you do not have to work 60 hours to make a career. That is also such a mindset that people have in their heads (…) the manager and HR too. (Sarah) Sarah invokes a discourse of possibilities and organizational change by arguing that employees with a disability are able to have a career as well, if the narrow notion of a career changes. She calls for organizational changes in both mindset and organizational practices in order to include employees with disabilities as full organizational members.