Seeking and supporting accomodations

One possible framework

Below is a set of steps you can consider as someone either seeking accommodations or seeking to support someone else (e.g. a supervisor with their direct report).

These conversations are not always successful so it is essential to consider during the planning what you might do if the response doesn't achieve the desired outcome.

It is also worthwhile practicing this conversation with an ally first.

The diagram here is replicated and expanded upon in words beneath

a flow chart represented below in text. It shows an initial consideration of what to share, when, where, how and with whom as well as checking with a trusted ally first. Then it splits off into two pathways based on whether seeking accommodations or supporting another. The pathways change how the conversation is contextualised and whether to disclose-explain-request (if seeking) or share observations and engage in active listening (supporting another). After both pathways is a question on how the conversation went with a negative outcome (for someone seeking support) suggesting reaching out to an ally or considering more formal pathways vs making clear the conversation can happen again if the other party changes their mind (if supporting another). if successful, in both cases it moves to a monitoring and evaluating stage to allow both parties to ensure a good outcome is reached (as we can't always tell what will work and even with a good guess it can be situational so we need to learn from what we observe)

Before you speak with your supervisor, colleague or direct report…

1. Prepare to speak in consideration of time, place/modality, emotional state, what is necessary to share, your safety

Time

Will either of you be in a rush to get somewhere?

Place & Modality

Will both parties be comfortable? Is there a sense of hierarchy to consider how to approach best? Is it sufficiently private?

Emotional state

Will both parties be ready for a potentially emotive conversation?

Necessary to share

What might you need to share to reach a better outcome?

Remember that not everything need be shared at once and you can use the first conversation to gauge any future ones

Safety

How much can you safely share (this is for those self-disclosing)?

Note: Safety is higher with informality and less seniority

There can be a conflict between “necessary to share” and “safety”. One may wish to disclose at a lower level due to stigma but realise a higher level is needed to be understood. This has to be addressed through awareness training and good allyship from others.

2. Plan your approach (seek advice of a knowledgeable, trusted ally to consider possible responses and how you would handle those -- for instance “what do you mean sensory sensitivities?”). Note that you may need to share more information than planned about your experience or observations to achieve a meaningful outcome

3. … continue to one of the subheadings (A or B) below (click the drop down button to expand them)

… A) you are seeking accommodations

3. Make it clear your goal is to thrive in your role and you need support removing organisational barriers to your success

4. Try the self-disclosure thermometer

Disclose (minimum level needed for the accommodation)
Explain/Educate (how does this affect you)
Request (explain what you are looking for and make the request explicitly)

5. Acknowledge any positive responses and negotiate as needed

6. Monitor whether the approach works; reach out to discuss further changes as you know more

Example: “I have auditory processing issues, this means I find verbal instructions hard to follow. Would it be okay if you gave me instructions via email or chat instead of verbally?"

This approach builds on work by Megan Neff (n.d.), https://neurodivergentinsights.com/blog/lets-talk-the-bachelor-l5emn and is included with permission of the author

… B) you are concerned for someone else

3. Make it clear your goal is to support their success and comfort

4. Open the conversation

Share your observations (“I have noticed…”)
Focus on shared goal (“it’s important to me that we…”)
Invite their perspectives (“can you tell me more about your experience?”)

5. Engage in active listening

(hear and believe what they’re telling you!)

6. Try “How can I best help you succeed?” or “What do you need to be your best self?”

Any suggestions can be posed as: “would X help?” If not “What would help?”

7. Follow up to see if strategies are helping and discuss together to adapt as needed

Example: “I noticed in our meeting the other day that it seemed like you became uncomfortable when I was passing on some feedback on your report. My intention was to point out something minor in what I thought was otherwise an amazing piece of work. As your supervisor I want to help you get from good to great, but it’s important to me that I do that in a way that supports your wellbeing and development. So I wanted to check in with you to hear and understand your perspective. Do you have some perspectives you might like to share with me?”

Which might be followed by “Thank you for sharing that with me, that really helps me understand. I want to make sure I’m giving you the support that will help you thrive. Thinking more about this, is there something specific that would help you around receiving feedback in future?”

Further supports

These are provided as additional direction and external to this resource

for Monash Staff

You should be able to see the below through your Monash google account if you have one.

Monash specific supports and next steps

JobAccess Employee Assistance Fund

The Australian Government runs a program which financially supports employers to provide support, assistive technologies and services. This can help with support needs where cost is seen as a barrier. The eligibility requirements are listed on their website

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