Adept Newsletter - Issue 1
Disability Equality Duty & The Impact of Social Model thinking!
The Disability Equality Duty identifies the social model as the definition of disability to be used in public authorities culture and activities in including disabled people.
Interestingly, words like ‘social’, ‘model’ and ‘thinking’ are common speak in educational institutions, and the way thinking impacts our behaviour is an important element of our business. So what sort of impact does this model have on our thinking?
To give it its full title, ‘Social Model of Disability’, was coined some 40 years ago by a group of like–minded disabled people who through determination and conviction managed to raise their voices enough for the world to hear a simple concept. They said:
“It’s not us that’s the problem, its society’s resistance to alter itself that is”
This presents an opportunity and duty to fundamentally change the way disabled people are viewed by society – that is our organisation and us! It turns upside-down beliefs that have been traditionally held about disabled people for a very long time.
We all may want to deny that traditional models of thinking are part of us, but we are all subject to the subtle and sometimes more blatant influences of our society.
An example is the Medical Model of Disability, which assumes disabled people are the ‘problem’ waiting to be fixed by the right ‘societal expert’, e.g. a medical professional will correct the ears, fix the brain, give artificial legs. In the right context, this may be appropriate or vital. But in the wrong setting, like providing a service or learning, it is inappropriate and ineffectual.
However, it never ceases to amaze how many non-medical professionals believe they need medical expertise or information in order to work with disabled customers or colleagues, such as, ‘what is the name of your disability and how does it affect you?’
So how is the Social Model of Disability different?
It shifts our focus from the disabled person and their impairment to society and its inherent barriers.
This alone gives us, non-medical professionals,
a place where we can actually make a difference. For sure, it is our place
of strength; we know our job and workplace better than anyone. So, we
can act confidently and competently in removing the barriers in our own
attitudes, workplace, and work activities. It is easy to ask what barriers
there are and then to remove or adjust them. We will never be able to
act similarly in regard to medical conditions, unless it is our chosen
career.
Social Model Practice is, therefore, a force for change within organisations.
It places the onus on us, service providers and/or employers, to change
the workplace and public service area, the policies and practice, and
build the confidence in staff. In this way, individuals and organisations
are empowered to make changes that include disabled people.
Today, social model has gained prominence and respect through the efforts of the Disabled People’s Movement, disability equality trainers and is further supported by current legislation, the Disability Discrimination Act.
What are the benefits
1.
By removing barriers in the workplace and service – disabled people
are included and you are more inclusive.
2. By making service and employment independently
usable –disabled people feel respected and self-determined, and
you feel satisfied and more focused on your core purpose.
3. By working with disabled colleagues and
customers you are stimulated by the learning and enhancements to work
practice.
4. By enlarging the community you serve and
work with – everyone feels invited, welcomed and rewarded and this
benefits corporate reputation and social responsibility.
Good practice requires all personnel in
organisations to embrace the changes needed to include disabled people.
Senior management must explain why this ‘cultural’ shift is
necessary, and what it entails: policy and budget decisions that set the
priority throughout the organisation. Time, money and resources must be
allocated, or re-allocated, to implement the changes – not forgetting
to put in place performance measurement for social model practice for
all members of staff.
Last but not least, staff must be seen
as the most valuable agent of change that the organisation has. And with
appropriate investment in their understanding and confidence, they can
turn the organisation into a model of social model practice!
Written by Eileen Finch and Mike O’Sullivan of Adept - February
2007