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THE ASSUMPTION MACHINE . . . How assumptions . . . . . . . . . create barriers for people with disabilities

THE

The Assumption Machine: how assumptions create barriers for people with disabilities.

Boss:::::::LIVE
Status:::ACTIVE

“ THEY CAN’T DO THAT.”

Assuming someone’s limitations can restrict their access to work, education, and participation.

Carli Friedman, the Director of Research for CQL ( The Council on Quality and Leadership ) and has a Doctorate in Disability Studies, conducted a study that published in 2020 that analyzed state disability employment data and disability prejudice data from 270,000 non-disabled people across the United States and found that states higher in disability prejudice had lower disability employment rates.

This states that states that have a moderate implicit prejudice against people with disabilities, around a 0.50, on average is expected to have a disability employment rate of about 39 %. But if the states that are just slightly prejudiced, around a 0.20, then the disability employment rate is expected to be around 78 %.

“ THEY NEED SOMEONE TO
HELP THEM. “

Assuming someone needs help can undermine their independence and invokes a chain that begins with pity and ends with unrequested aid.

Friedman’s 2018 paper, “ Aversive Ableism: Modern Prejudice Towards Disabled People “, examines the term Aversive Ableism; a term that states that people can consciously hold positive attitudes towards disabled people while still showing implicit prejudice towards disability.

This introduction of Aversive Ableism is something that highly interacts with pity and when it is associated with disability it assumes the individual is incapable. Thus the need to give unrequited help enters.

“ THEY DON’T LOOK
DISABLED. ”

Not all disabilities are easily visible. When a persons appearance turns into a test for disability, the experiences and accessible needs of that person are dismissed. On March 21 of 2026, a study titled “ Not an Ideal Worker, Not a Disabled Worker: The Experience of Disclosing Invisible Disabilities at Work “ was published. The goal of this study was to better understand how employees with disabilities that are not easily visible decide when and whether to disclose their disability to others at work.

Out of 30 interviewed participants, most of them kept a veil of concealment and only spoke of their disability when felt it was necessary. There was also a highlight on being an “ideal employee” which played a big role in how the interviewees went about disclosing their disabilities. There was also a challenge that was presented to the interviewees as the entities they disclosed their disabilities to did not always deem them to be “legitimate” disabilities.

REPROGRAM

“They can’t do that.”

Don’t assume. Ask first. Disability does not tell you everything a person can or cannot do. Avoid making decisions about someone's abilities before giving them the opportunity to participate.

“They need someone to help them.”

Offer first. Don’t impose.Someone having a disability doesn't automatically mean they need assistance. Ask first, listen to their response, and respect their choice.

“They don’t look disabled.”

Don’t use their appearance as proof. Not every disability is visible. A person's appearance cannot tell you whether they are disabled, what they’ve experienced, or what support they may need.