Beyond the Spillover: Re-centering Disability in the Curb-Cut Effect

Hello all,

This week's post is focused on the curb-cut effect, defined by B. Reid from various sources in chapter 8 of the book Feminist Cyberlaw (M. Jones and A. Levendowski, 2024) as "an oft-observed phenomenon that occurs when technology designed to dismantle barriers to the accessibility of society for disabled people affords positive benefits - positive externalities or spillovers in economic terms- for nondisabled people." The expressed concern about this is that we can grow to focus on the spillover effects and only prioritize or advance those technologies that benefit everyone.

The chapter argues that there is a real danger of harm to and erasure of the exact needs of disabled people when we rely on the power of the curb-cut effect argument when making accessibility design decisions.

The chapter provides several examples, from actual sidewalk curb-cuts that don't have level transitions or are too steep for actual wheelchair users, to image alt tags used only for the most simplified descriptions, to video captions that fail to describe video scenes without any sound, to audio descriptions that fail to include "visible details about the race, ethnicity, and skin color of on-screen characters" where critical concerns for disabled people are not prioritized. This specific chapter is also referenced in the brief Curb-cut effect wikipedia article.

As we breathe out sighs of either relief or exasperation at the extension to 2027 of the ADA Title II compliance requirements on digital accessibility, I hope that some of us can use this time to assess whether our efforts are paying enough attention to the precise needs of the people we want to serve. Knowing SUNY as I do, I expect that someone has already been thinking that exact thing. As our Plattsburgh EIT Officer John Locke wrote:

"This is not a reprieve from our responsibility to ensure accessibility. Our obligation to provide accessible programs, services, and activities remains unchanged under the ADA, as well as under New York State law and federal regulations tied to funding (including HHS requirements with a compliance date of May 11, 2026). Instead, this extension should be viewed as an opportunity: time to close remaining gaps, strengthen our practices, and continue building the skills needed to create accessible content from the start."

I agree with John!

I'd love to hear more about how our accessibility efforts are mitigating any of the negative impacts of the "curb-cut effect."

All the best,
Holly

Retention by Design: Making Office Inclusivity Part of Your Strategy

Hello all,

This week's message was inspired by a recent Harvard Business Review Management "Tip of the Day" that arrived in my email. As written, it's great advice for companies planning relocations or expansions, or even rethinking a return from remote work policy. And then, I rewrote it to offer some advice for us, as we work to improve our SUNY workplaces using the SUNY WIT Mission: "The SUNY WIT Program's Mission is 'to empower, support, and retain a more gender diverse information technology related workforce within SUNY.'"

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The HBR Original...

"Make Office Location Part of Your Strategy
Most companies still evaluate office locations using cost, space, and incentives. But those factors miss what actually drives performance. The strongest locations today operate as “knowledge campuses,” where work is embedded in a broader environment of transit, services, and daily life. Here’s how to choose the right location for your organization.

Measure return on place. Evaluate how your location drives interactions, reduces daily friction, and strengthens your industrial and talent ecosystems. Look for environments that naturally create frequent, informal encounters. Assess how much time employees lose to commuting and daily logistics. Prioritize locations that minimize these burdens and surround your team with relevant talent, partners, and institutions.

Build districts, not buildings. An isolated office is a disadvantage. You need an environment that extends beyond your walls. Choose locations that integrate work with dining, wellness, public space, and social infrastructure. These elements signal that you understand what people need to do their best work. Focus on places where employees can move seamlessly between their professional and personal lives.

Manage location as a portfolio. Don’t rely on a single headquarters. Different locations attract different types of talent. Maintain a mix of sites that align with how people want to live and work, and adjust over time as those preferences shift.

Focus on housing. If employees can’t live near work, productivity suffers. Factor in housing access and commute realities when choosing locations, even if you can’t control them directly."

Now, what if we thought about how to apply these principles to the way we configure our SUNY workplaces? And explicitly thought about how to increase inclusivity and the potential for allyship as part of the concept? Here's my start on a reworking of this message.

Holly's Rework: Make Office Inclusivity Part of Your Strategy

Most organizations still assign office space and meeting space access by function, random available spaces at the moment of hire, proximity to service functions, or according to some privilege factor based on hierarchical rank. And although some of us work remote part of the time, we still rely primarily on in-person workplaces. But these factors miss what actually drives retention and inclusivity. The most inclusive organizations leverage differences in knowledge and experience to create the best services and programs for their intended users. Here's how to choose the best connections for your organization.

Measure return on interaction: Evaluate how staff space assignments and access to shared spaces drive innovation, service improvement, cultural knowledge exchanges, reduce conflicts, and promote allyship. Look for configurations that encourage cross-pollination of ideas through casual interactions. Track how frequently employees connect with folks not in their exact area of work, and document the impact of any improvements and changes that result.

Build communities, not silos. An isolated function is a disadvantage. Focus on creating workplace "mixed use neighborhoods" that include elements of the work life that support multiple activities, such as flexible meeting spaces, conference rooms that are shared by support staff and the executive teams, dining and wellness spaces, and possibly even customers. Small changes can open the doors to interoffice community and appreciation for diversity wide open.

Manage locations as opportunities. Don't rely on single buildings for your organization. Different locations offer a multitude of opportunities to see customers and colleagues in a new light, inspire creativity, encourage collaborations, and provide choices that can increase a sense of belonging and improve retention. Maintain a mix of sites that align with the different needs of your organizational groups.

Focus on retention. If employees can't be themselves at work, connection suffers. Factor in preferences for light, sound, privacy, commuting times to other work obligations when assigning workspaces, even if you have limited options. Do what you can with what you have.

So, that's my version. I'd love to hear from folks who have other ideas or have made gains in this area at their SUNY's.

All the best,
Holly

Reflections on the Holocaust and Artemis II

Hello all,

This week was a commemoration of 11 million lives lost in the Holocaust - 6 million of these were Jews, including - we suspect, my grandmother's sisters and their families. Or perhaps they were never sent to any work or death camps but simply pushed aside and perished in another way as marginalized people do in war. So we mourn the lives that were taken and we strive to prevent more losses. We honor the heroes and the righteous who misdirected, resisted, and sheltered. Without them there might have been no one left.

And as we know it is still happening now. We have not been successful in achieving an end to hatred and war. Nonetheless, we need to keep trying. That is the message of the Holocaust commemorations. That we all need to be vigilant and protect those we see getting pushed aside and blamed for woes not of their making. That we need to speak out when we see injustice. To believe in the dignity and beauty of each life.

And this same week, we are celebrating the extraordinary mission and safe return of the Artemis II, with all her crew safely back on earth. With the teams of engineers and scientists and programmers and artists and dreamers that made it happen. The crew...talented, educated, experienced, driven, humble, kind, and diverse. The mission will give us science and art to study and learn from for years. And we must be careful with what we learn, and what we do with all that information.

For technology folks and space nerds alike—it was amazing. And it was a symbol of diversity and alliances, of genders, backgrounds, and nationalities, the way space exploration has often been. Yes it's been a competitive race—and also a cooperative venture. In answer to the horrors of the Holocaust, that hatred and dehumanizing to the point of systematic deliberate plans for total elimination of a people, we have Artemis II.

All the best,
Holly

Courage, Kindness, and Conflict: Insights from Caroline Melkonian

Hello all,

This week's wisdom comes from Caroline Melkonian, a University at Albany Alumna and professional mediator.

The Hidden Signs Workplace Conflict Is Brewing And How Mediation Can Help

"Hidden workplace conflict rarely announces itself. It usually shows up in subtle behavioral shifts before it becomes open disagreement. Here are the most common hidden signs:

Communication Changes

When communication becomes indirect or overly formal, tension is often present. This can look like short, clipped emails, avoiding direct conversation, or delayed responses. Or in the worst case, employees are talking about someone instead of to someone. Once this begins, facts morph into perceptions and trust begins to erode, making it harder and riskier for employees to engage on their own.

Silence

Silence can be a powerful indicator of unspoken disagreement. You may see meeting dynamics shift where employees “save” opinions for private conversations, or no longer seem as engaged as they were previously and passively nod their heads in agreement. This creates false consensus when in reality, concerns still exist or employees are not aligned with the outcomes, creating quiet non-compliance.

Productivity Shifts

Relationship issues are sometimes disguised as productivity issues. You may see increased mistakes, missed deadlines or competing priorities that suddenly feel territorial. If leaders treat a relational problem as a performance problem, they address the symptom, not the cause. When performance shifts suddenly, it is often worth asking not only, “What is wrong with the work?” but also, “What may be happening between the people?”

Have you experienced this? I know I have.

I've even participated in "the meeting after the meeting" when we all expressed our true opinions and shared our true thoughts about the solutions. And I've even felt justified in the moment, despite knowing that that practice does nothing to improve the situation.

So, we have to step up to address issues with courage and kindness.

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And for your listening pleasure... The Canadian group, The Be Good Tanyas sing Draft Daughter's Blues aka Ootischenia

And long hair comin' down her shoulders
She is tired and feeling so much older
So tear the pages from the family bible
It came down upon the women for survival
It came down upon the women for survival...

All the best,
Holly

The Power of Diverse Democracy: Lessons from Mila Popovich

Hello all,

One last celebration of extraordinary women, as we move out of March and into April, this week of Passover, Good Friday, and Easter. My warmest wishes to all who are celebrating this week.

From the organization GlobalMindED "(an Inclusive Success Network™ creating a capable talent pipeline by connecting students to role models, mentors, internships, and jobs to get grads to financial freedom and economic mobility.)", we have access to a listing of newsletters featuring women in many different fields of life, each with a photo and story about how their lives and careers were shaped and what they hope to achieve through their efforts.

One of these really spoke to me, and I've copied part of her story here. I hope it inspires you to explore further.

Advancing Human Dignity, Intercultural Governance, and the Right to the Future: Meet Mila Popovich, Founder, EVOLving Leadership

"My journey has been shaped by movement across cultures, systems, and identities. I was born in what was then Yugoslavia, in a region marked by layered histories and resilience. Later, I made the United States my adopted home, becoming a naturalized American and embracing deeply the promise of a diverse democracy. Living between these worlds expanded my understanding of humanity and taught me that identity is multidimensional and enriched through encounter.

Becoming an American citizen was one of the most meaningful milestones of my life. I saw in the United States not simply a country, but a living tapestry of people from across the world striving and building together. That experience shaped my conviction that societies flourish when diversity is honored, voices are heard, and opportunity is accessible to all.

Having lived through democratic rupture, social collapse, and war, I learned the inestimable value of peace and social cohesion. These experiences shaped my commitment to strengthening institutions that sustain dignity, trust, and belonging. My work today focuses on helping societies reimagine systems that have often been built on separation and extraction so they can become life-centered and sustainable."

All the best,
Holly