Marjolein Dennissen

96 The Herculean task of diversity networks Themembers of the disability network, JimandAlan, have ameetingwith Fred, a representative of an independent foundation that advocates organizational change towards amore inclusive culture that is tailored to employees’ needs. They are discussing the ongoing implementation of their buddy system. During the discussion, Fred argues passionately: “Our goal is a culture intervention [towards] a loving and safe environment. [But] a culture intervention on the strategic level: forget it [sic]! That is not going to happen on a strategic level, that has to come from you [the network]”. Fred further elaborates on the current state of the organization where managers are stuck in traditional and outdated ways of working. According to Fred, this leads to cumbersome procedures and endless red tape, at the expense of the employees. Fred: “A culture intervention has to come from the heart [he puts his hand over his heart]. I am not going to wait for the management; although there are some good [managers], they too are trapped in processes and protocols. [HR] wants facts and s. But before you know it, it is reduced to numbers only. It [solutions] has to be tailor-made! And what we [the network] can do, is just do it! Without getting stuck in the structures of the organization”. Alan agrees: “We have to be careful that we [as network and as buddies] do not end up in such a system. A tailor-made approach. That is something in terms of the buddy system: to help and support each other, instead of trying to organize everything with documents. Managers are reluctant to take responsibility in choosing a tailor-made solution. While in our organization are ample possibilities to provide a tailor-made solution. But the manager always says, ‘if I do not have a [policy] page where this is mentioned, I will not do it’ ”. Jim then reacts: “That is also my conviction. Some things you need to organize top down but others need to arise bottom up. The bottom up power of the [buddy] program has resulted in enthusiastic sharing. There was a lot of resistance – all the way to the top [of the organization]; and then to let the [people on the] work floor say they benefit from it. If they can get advice here that they do not find in the organization, then it will work”. [Observation disability network - Govt] This instance shows how the members of the disability network create their own bottom up support structure as an alternative to the experienced lack of support within the organization. Disillusioned by management to offer sufficient support and to establish substantial changes towards a more inclusive organizational culture, the network members rely on the grassroots potential of their own network. They reckon that managers – even those who are willing – are too caught up in the current organizational system of rules and protocols, which makes them reluctant to provide individual “tailor-made” solutions. Moreover, tailor-made support of disabled/ill employees is frustrated by the (hierarchical) structure of the organization which prevent things from being done quickly. So instead of waiting for management to coordinate support of disabled and chronically ill employees on a strategic level, the network members collectively take matters into their own hands. As a network that is not restricted by any organizational rules or protocols, or having to account for them, members are able to