[Part 7] "Disability lies not in the person, but in society": Days spent perfecting a "firm konjac" approach at a special subsidiary
To the field I had longed for. "Disability lies not in the person, but in society"
In July 2023, I finally started working at a special subsidiary (a workplace for employing people with disabilities), a position I had requested myself.
As I stood in this workplace, there were words I had always held dear in my heart. They were words from the representative of an NPO supporting people with disabilities, whom I had met during a "Second Business Card" project.
"Disability does not lie in the person, but in society (the environment)." "There is nothing that people with disabilities cannot do."
The representative, who helped people with severe disabilities fulfill dreams like "traveling abroad" as a visiting helper and planned plays for local events that made everyone smile, was my inspiration and my starting point.
"What do the employees I work with find enjoyable, and what are they struggling with? Even amidst the challenges, I want to make many flowers of smiles bloom in the workplace." With these thoughts in my heart, my new challenge began.
Breaking down six months of "caution" with the Windsor effect
The first thing I tackled was careful dialogue with each and every employee. Some people love to talk, while others find conversation difficult. I made sure not to rush and to respect each person's pace.
However, not everyone opened up to me right away. One employee who struggled with conversation still held a strong sense of caution even after six months had passed, and would not talk about their thoughts or what they were good or bad at.
The turning point came when I heard about that person's work achievements from another employee. The moment I told the person, "So-and-so said you were a big help," their expression changed completely.
"Oh, how did you know that?"
From there, a smile broke out, and they vividly told me about the struggles they had back then. It was the moment the distance between him and me closed in an instant.
Compliments from a third party are more likely to be trusted—this is what psychology calls the "Windsor effect." Having gained confidence from this, while still expressing my own gratitude directly, I began to actively relay positive feedback to them, such as "So-and-so was grateful for you" or "Thanks to you, we made the deadline." This is just one example, but the caution throughout the workplace eased, and a warm atmosphere began to spread.
"Firm konjac"—the reality of a workplace facing troubles
Of course, not everything was smooth sailing. Sometimes, emotional troubles would arise between employees.
If I were to dismiss this as just "due to the characteristics of their disability," it would never lead to a fundamental solution. What I thoroughly practiced here was an approach like "firm konjac" (flexibility combined with an unyielding core).
What I felt particularly keenly was the "speed of initial response."
Do not overlook slight disarray in hair or clothing, or changes in facial expressions
Utilize internal tools to catch mental ups and downs early
Talk to them directly while their worries are still small, and strive for an early resolution
Furthermore, instead of keeping things contained only within the workplace, I would promptly coordinate with "external resources"—not just internal company resources, but also support organizations, primary care physicians, and Hello Work—to persistently search for a landing point that the person involved could truly accept. This "thorough initial response," which might seem obvious at first glance, was the greatest key to preventing situations from becoming a quagmire that lasts for years.
Providing "consideration" without "restrictions." Engaging to foster autonomy
Many employees are extremely sincere and serious about their assigned tasks. If there is something they are not good at, they will spontaneously try to overcome it by obtaining external certifications, and other employees who see that effort are stimulated to "want to improve their own skills as well." A wonderful chain reaction of ability was occurring.
Other than holding a disability certificate, they are no different from us. That is precisely why I realized that while it is important to be thorough with necessary "considerations," it is also important not to overprotect them and impose "restrictions."
Instead of just completing assigned tasks, I have them examine issues as a team, centered around a leader. By having them gain experience in thinking for themselves, improvising, and overcoming obstacles, they eventually became able to handle even "highly advanced tasks" that require specialized skills.
Seeing them work energetically while utilizing career advancement systems and envisioning their own futures, they are now truly reliable colleagues to me.
Next time preview
While I was immersed in the depth of "interpersonal support" at the special subsidiary, in fact, around this time, another major pillar was being born within me.
That was giving back to "rugby," which I had devoted myself to for seven years through high school and university. It is the story of how I began volunteering to provide career and mental support for student athletes at my alma mater's university rugby club.
"Employment for people with disabilities" and "athlete support." How did these two fields, which seem completely different at first glance, connect within me and create a synergistic effect? I will talk about this in detail next time.