Decision 1: Launching the Inclusion Action Plan
Prompt: You are preparing the first internal launch of the Inclusion Action Plan. You have 30 minutes in the monthly managers’ meeting. How do you introduce it?
C) Email the plan in advance and use the meeting to briefly say: “Please read this and implement what’s relevant in your area.”
Options:
B) Present the plan as part of the organisation’s strategy, using 1–2 data points, a short story from an employee with a disability (with consent), and concrete benefits for teams.
A) Share a slide deck full of legal obligations and simply say: “We have to do this to comply with EU and national regulations.”
Decision 2: Dealing with Manager Resistance
Prompt: After the meeting, one senior manager tells you privately: “I support inclusion in theory, but my team is already under pressure. I don’t have time for extra trainings or policy changes right now.” How do you respond?
Options:
C) Remind them firmly that this is a top-down decision and they must comply, regardless of workload.
A) Agree to postpone all inclusion actions in their department until “things calm down”.
B) Acknowledge the pressure, then explore how inclusion can be integrated into existing processes (e.g., team meetings, current trainings) rather than added on top.
Decision 3: Supporting Employee Voice
Prompt: A few months later, an employee resource group (ERG) for staff with disabilities and allies is created. In the first meeting, members say they are unsure whether leadership will really listen, or if this is “just for show”. They ask how their input will actually influence decisions. How do you respond?
OPTIONS:
A) Encourage them to “keep sharing ideas” and explain that change “takes time”, without offering a clear structure for how their feedback will be used.
C) Suggest they send feedback directly to senior leadership individually, so you don’t “get in the way”.
B) Co-create with the ERG a simple, transparent process: regular meetings, written recommendations, and a commitment that leadership will respond in writing and in town-hall updates at least twice a year.
Conclusion Slide
Well done! You’ve just navigated a realistic journey of implementing an Inclusion Action Plan.
Even if you didn’t always choose the “best” option, each decision shows how leadership, communication, and employee voice shape a culture of inclusion.
Inclusion is built step by step—through how we frame change, respond to resistance, and amplify the voices of those most affected.
Reflect:
Which decisions in this scenario felt closest to what happens in your organisation today?
What is one concrete change you could make in how you talk about or implement inclusion plans in your own context?
Take 5–7 minutes to jot down your thoughts in your notes or learning journal.
C: This bypasses HR’s coordinating role and places pressure on individual employees. It may also result in fragmented messages and weaker impact.
A: Empathetic, but risky. Postponing indefinitely sends a message that inclusion is optional and always secondary to other priorities.
B – Best Choice: You connect inclusion to purpose, people, and performance. Using real examples and benefits helps managers see why it matters, not just what they “have to do”. This builds buy-in.
C: This might get short-term compliance, but it creates resentment and quiet resistance. People are less likely to engage meaningfully if they feel forced without dialogue.
B – Best Choice: You turn the ERG into a genuine partner. A structured feedback loop, with visible responses from leadership, shows respect and builds confidence that their voices matter.
A: Honest, but vague. Without a clear route from feedback to action, people may lose trust and disengage.
B – Best Choice: You validate their concern and keep inclusion on the agenda. By integrating small inclusive actions into existing routines, you reduce resistance and show that inclusion is part of “how we work”, not an extra project.
C: Sending information is useful, but without discussion or framing, it risks being ignored or seen as “just another document”. Managers may not know where to start.
A: This approach may create resistance and fear. Focusing only on legal risk frames inclusion as a burden, not a shared value or opportunity.
Decision Tree Activity MOD 12
mike
Created on March 3, 2026
Start designing with a free template
Discover more than 1500 professional designs like these:
View
Pollution Post
View
Hand-Drawn Infographic
View
Mathematical Operations
View
Frayer Model
View
Create Your Story in Spanish
View
Microcourse: Key Skills for University
View
Microcourse: Learn Spanish
Explore all templates
Transcript
Decision 1: Launching the Inclusion Action Plan Prompt: You are preparing the first internal launch of the Inclusion Action Plan. You have 30 minutes in the monthly managers’ meeting. How do you introduce it?
C) Email the plan in advance and use the meeting to briefly say: “Please read this and implement what’s relevant in your area.”
Options:
B) Present the plan as part of the organisation’s strategy, using 1–2 data points, a short story from an employee with a disability (with consent), and concrete benefits for teams.
A) Share a slide deck full of legal obligations and simply say: “We have to do this to comply with EU and national regulations.”
Decision 2: Dealing with Manager Resistance Prompt: After the meeting, one senior manager tells you privately: “I support inclusion in theory, but my team is already under pressure. I don’t have time for extra trainings or policy changes right now.” How do you respond?
Options:
C) Remind them firmly that this is a top-down decision and they must comply, regardless of workload.
A) Agree to postpone all inclusion actions in their department until “things calm down”.
B) Acknowledge the pressure, then explore how inclusion can be integrated into existing processes (e.g., team meetings, current trainings) rather than added on top.
Decision 3: Supporting Employee Voice Prompt: A few months later, an employee resource group (ERG) for staff with disabilities and allies is created. In the first meeting, members say they are unsure whether leadership will really listen, or if this is “just for show”. They ask how their input will actually influence decisions. How do you respond?
OPTIONS:
A) Encourage them to “keep sharing ideas” and explain that change “takes time”, without offering a clear structure for how their feedback will be used.
C) Suggest they send feedback directly to senior leadership individually, so you don’t “get in the way”.
B) Co-create with the ERG a simple, transparent process: regular meetings, written recommendations, and a commitment that leadership will respond in writing and in town-hall updates at least twice a year.
Conclusion Slide
Well done! You’ve just navigated a realistic journey of implementing an Inclusion Action Plan. Even if you didn’t always choose the “best” option, each decision shows how leadership, communication, and employee voice shape a culture of inclusion. Inclusion is built step by step—through how we frame change, respond to resistance, and amplify the voices of those most affected. Reflect: Which decisions in this scenario felt closest to what happens in your organisation today? What is one concrete change you could make in how you talk about or implement inclusion plans in your own context? Take 5–7 minutes to jot down your thoughts in your notes or learning journal.
C: This bypasses HR’s coordinating role and places pressure on individual employees. It may also result in fragmented messages and weaker impact.
A: Empathetic, but risky. Postponing indefinitely sends a message that inclusion is optional and always secondary to other priorities.
B – Best Choice: You connect inclusion to purpose, people, and performance. Using real examples and benefits helps managers see why it matters, not just what they “have to do”. This builds buy-in.
C: This might get short-term compliance, but it creates resentment and quiet resistance. People are less likely to engage meaningfully if they feel forced without dialogue.
B – Best Choice: You turn the ERG into a genuine partner. A structured feedback loop, with visible responses from leadership, shows respect and builds confidence that their voices matter.
A: Honest, but vague. Without a clear route from feedback to action, people may lose trust and disengage.
B – Best Choice: You validate their concern and keep inclusion on the agenda. By integrating small inclusive actions into existing routines, you reduce resistance and show that inclusion is part of “how we work”, not an extra project.
C: Sending information is useful, but without discussion or framing, it risks being ignored or seen as “just another document”. Managers may not know where to start.
A: This approach may create resistance and fear. Focusing only on legal risk frames inclusion as a burden, not a shared value or opportunity.