Abstract
Although laws have been passed to promote disability inclusion in French workplaces, many companies face challenges complying with the required quota of disabled workers. Workplace ableism hinders the implementation of disability laws. To move from apathy to increased compliance, insider activists took proactive action, uncovered ableist practices, and mobilized colleagues at different levels. In this article, I study how some disability rights activists managed to obtain positions as disability managers in their companies in the late 2000s, gaining the ability to design inclusive policies for their organizations. Using ethnographic interviews, I explore how they use their own identities to address ableism, mobilize colleagues to promote the inclusion of disabled workers, and empower disabled employees to obtain accommodation. This study sheds light on the individual, relational, and structural work necessary to move from anti-ableist laws to a concrete and recoupled implementation in the workplace. This also explains why companies offer positions to activists to develop blueprints for compliance. Activists’ work was recognized because regulations were ambiguous but created financial sanctions for non-compliance; ableist cultures created distrust among disabled workers; and organizations needed activists’ extra work to design programs, build expertise, and develop tools to promote inclusion.