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Web survey powered by SurveyMonkey.com. Create your own online survey now with SurveyMonkey's expert certified FREE templates.

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ENGELLİLERE NASIL DAVRANILIR Engellilere nasıl davranmalıyız. Bu videoda günlük hayata dair uygulayabilecek küçük ipuçları yer almaktadır. Unutmayın, olumlu bir çevresi olan engelli bireyler yarınlarına daha umutla bakarlar.

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What is disability?: Introduction to disability #1.2

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What does it mean to have a disability? In the past, disability has undergone many meanings. At first, many of us saw it as merely a medical condition that prevents everyday functioning - the medical model. However, the modern approach is the social model, which sees disability not only as a physical condition, but also a social condition where society plays the largest role.

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Many shelter workers say black dogs and cats are harder to find homes for. Possible reasons: superstition against black cats, the fact that black animals can be difficult to photograph, and negative portrayals of black animals in pop culture. Says Mike Arms, president of the Helen Woodward Animal Center, "If you think of any movie with a mean, devil dog, it's always a black dog, and if you see a witch in a movie, they always have a black cat." One solution: "The easiest way to make a black dog look friendly is to put it in a bright colored bandanna. Who pictures a devil dog in a yellow bandanna?"
Image via Viktor Gladkov/Shutterstock.com

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People Are Prejudiced Against Black Animals

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Many shelter workers say black dogs and cats are harder to find homes for. Possible reasons: superstition against black cats, the fact that black animals can be difficult to photograph, and negative portrayals of black animals in pop culture.

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WATCH: Baby Turkeys Mutilated and Ground Up Alive by Butterball

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Hidden-camera video taken by an undercover investigator with Mercy For Animals at Butterball - the world's largest producer of turkey meat - shows baby turkeys being routinely mutilated without painkillers, ground up alive in a macerating machine, and carelessly thrown, dropped, and mishandled by Butterball workers.

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Ön Yargı ve Dış Görünüşün Önemli Olmadığını Anlatan Ödüllü Kısa Film

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During a family meal, Cedric, 32, learns that his sister is expecting a baby. While the news is met with sincere excitement by the whole family, for Cedric -- who still lives with his parents - it resonates strangely, mixed with a certain resentment.

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Research released today by Devine & Coulson examines the prevalence of 'lookism' in recruitment within the setting of an acute London hospital.

The research looked at whether recruitment leaders' experiences and opinions on a candidate's appearance was a precursor to determining their suitability for a role. In addition, the survey went on to explore whether aspects of how candidates looked had a positive or negative impact, in practice, on whether they would be appointed.
Appearance can influence perceptions
Research has long established that appearance can influence perceptions. For example, attractive children and adults are at a significant advantage when compared with their unattractive counterpart, and this advantage can often result in favourable treatment and positive differences in behaviour.

Further research suggests that those in the position of making decisions in recruitment and selection exhibit a preference towards/identify more with people belonging to the same social group i.e. same sex, religion or race etc., with lots of other perceptions coming into play, such as a masculine and well-built male may be perceived as more able to undertake a physically demanding role than a male with a small build, and so on.
How much 'lookism' takes place when hospitals recruit?
The researchers sought to determine how 'Lookism' affected recruiters in an acute London Hospital. The four main objectives were to discover:

The perception of recruiting managers with regard to both positive and negative appearance factors considered during a recruitment and selection episode.

What was recruiting managers experience of lookism in practice

What were the appearance factors that had a positive or negative impact on the appointment of candidates at the institution in question

To what extent, if any, could the findings be used to better support recruiting managers make sound and justifiable recruitment decisions

Respondents were asked to rank all factors - therefore it doesn't necessarily mean than those attributes which scored lowest were actually factors that recruiting managers considered.
Key findings 1 in 5 admit to taking appearance into considerations about suitability
Nearly 20% of respondents scored '7' when asked 'how likely would you be to take appearance into consideration when assessing a candidates suitability for a role using a scale of 1 -10; 1 being 'not likely', to 10 being 'very likely''.

However, when asked using the same rating scale, to state how likely they would be to make a recruitment decision based on the appearance of a candidate. The most prominent ratings by respondents were one, and five, both with 18.2%. This indicates that although appearance is taken in to consideration, this doesn't necessary translate to making a final recruitment decision.
13.9% Admit to favouring physically attractive candidates, but only if everything else is equal
When asked how likely they would be to appoint a physically attractive candidate, over a physically unattractive candidate where suitability for the role was the same for each of the two candidates, the highest score receives was one (not likely) with 44%, but it is equally interesting to note that the second highest score received was a five with 13.9%.

When respondents were asked how likely it was to appoint a physically attractive candidate, over a physically unattractive candidate where the unattractive candidates suitability for the role was better than the attractive candidates, there was a overwhelming response, 83.8% of respondents to the questionnaire scored a one (not likely), with only 1% of respondents recording a score above a five.
88% deny rejecting a candidate based on appearance, but nearly 80% admitted appearance was important
When asked directly whether they had ever not offered a suitable candidate a role based purely on their appearance, an overwhelming 88% responded that they had not done this, but later when given supplementary information and asked to what extent respondents believe a candidates appearance defines the outcome of a selection process (interview) the highest responses received were 'a little' (38.7%) and 'some' (39.7%).
The five biggest 'turn-off's for recruiters:
Respondents considered those characteristics that had a negative impact on decision making in the context of recruitment. The top five responses of those having a negative impact were recorded as (i) tattoos, (ii) smell, (iii) piercings, (iiii) clothing/shoes and (v) how much make-up a candidate wears. The five lowest responses recorded were (i) race, (ii) gender, (iii) assumed sexual orientation, (iiii) height and (v) age.
The five most positive characteristics
The characteristics considered to have the most positive impact were recorded as (i) clothing/shoes, (ii) teeth/smile, (iii) hairstyle/colour, (iiii) age). There were three physical characteristics scoring the same; weight, how much make-up a candidate wears and smell. Those scoring lowest in this ranking order were (i) assumed sexual orientation, (ii) race, (iii) piercings, (iiii) gender) and (v) height.

Is competence linked to gender and appearance?
When asked whether they believed a candidate's competence for a role was defined by their gender and appearance; 80% of respondents did not believe that this was so - leaving 20% unsure or answering that it was, in fact, relevant to a candidate's perceived competence.

Principal Researcher, James Devine, said:

"This research really looked to better understand the issue of Lookism, and whilst it focused on an acute hospital in London, the findings and recommendations could be applied to any organisation. We really valued the honesty from respondents, as it is this that allows an organisation to become a true learning organisation, and one that uses findings such as these to educate and inform recruiting managers. In addition, its right that I recognise the work and contribution of Paul Coulson as the Research Coordinator.
"There were strong findings in what recruiting managers viewed negatively, and this may be systematic of society and perceptions towards things like tattoos, and piercings. The conciliation service, ACAS have stated in their recent release that negative attitudes about visible tattoos are outdated, and fear that employers could be drastically reducing the pool of potential recruits because so many young people now have tattoos. It (ACAS) said employers should be thinking about relaxing dress codes in general, and these findings support that.

"It is encouraging that characteristics that are protected under the Equality Act 2010 did not feature negatively in respondents views when recruiting, yet equally, it is clear that training around Lookism requires further embedding in organisations, and taking the candid approach that this is about educating individuals and challenging perceptions, not taking a punitive approach. "

The researchers recommends that the hospital reviews the results with the resourcing teams, however there are also implications for other NHS organisations and other recruiters.

They also recommended that a wider study be commissioned, possibly using a candidate feedback tool and that there should also be focus on particular staff groups to assess the extent of lookism in different groups.

More widely they recommend the use of terms such as 'lookism' and 'unconscious bias' to encourage a learning approach to perceptions; particularly around subjective perceptions that individuals may unknowingly exhibit verbally and/or non-verbally, and possibly more research into the negative and positive characteristics revealed by the research.

The full research is available on request - contact the researchers here.

Commenting on the research, diversity expert Kate Headley of The Clear Company said:

"It's unsurprising that the vast majority of respondents said they believe a candidate's appearance defines the outcome of a selection process to some extent. Unconscious bias and conscious bias are a fact of life; as human beings we are hard-wired to rapidly categorise people instinctively. Historically, people biases have been a natural and necessary process and because of this it is unreasonable to expect innate perceptions to vanish overnight. However, we can manage unconscious bias to limit its impact on hiring decisions."While it is uncomfortable reading that one in 10 respondents admitted that they would be 'very likely' to appoint a physically attractive candidate, over a physically unattractive candidate (where suitability for the role was the same for each of the two candidates), what is more shocking is the fact that one in five were 'unsure' if gender and appearance is relevant to competence."Clearly, there is need for education here. When determining who the best person for the role is, hirers must stick to the facts. A shortlist index works well. Before you even begin the recruitment process, define what competencies are really relevant so that you can tick them off when you match them. By limiting scope for subjectivity, an organisation stands the best chance of being truly inclusive."It's incredibly valuable to offer the hiring population the opportunity to explore their biases. We run a light-hearted exercise on some of our courses where we ask attendees what comes to mind when they think of 'older workers'. We invariably get a wonderful spectrum of responses from 'experienced and knowledgeable' to 'slow to change' and 'traditional'. None of these assumptions are fact - all are biases. The exercise really gets people thinking."At the end of the day, organisations which fail to address unconscious biases in the hiring process risk missing out on the best talent - and in a sector such as healthcare, this is a chance they can ill afford to take."

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Does appearance prejudice recruitment decisions - a review of an acute hospital in London - HR News

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Research released today by Devine & Coulson examines the prevalence of 'lookism' in recruitment within the setting of an acute London hospital. The research looked at whether recruitment leaders' experiences and opinions on a candidate's appearance was a precursor to determining their suitability for a role.

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İnsanları sürekli dış görünüşüyle yargılayan ve gerçekten içlerinde kim olduklarını bilmeyen insanlar yaşamımızda birer mikrop olarak aramızda dolanıyor. Ön yargılı insanları sevmediğini söyleyen insanlar bile hayatlarında hiç ön yargılı olmadıklarını iddia ederler. Oysa bir insanı mahveden ve öncelikli olarak gelen şeylerden biridir ön yargılarımız. Toplumumuza göre piercingi olan , saçlarını kazıtanlar, boyayanlar , rengarenk yapanlar kötü insanlardır ve bu insanlara yaklaşılmaz bile. Çünkü o insanlar alkoliktir , madde kullanıyordur ve sizin çocuklarınızı da kötü yola sokabilirler değil mi?! Öncelikle bir insanın bir madde kullandığı , kötü alışkanlıkları olduğu konuşmasından ve hareketlerinden belli olurken , yanına gittiğiniz zaman aldığınız kokudan belli olurken tabi gerçekten kullananlar için , dış görünümünde sadece piercingi olan ve renkli saçlı olan insanların bu şekilde olduğunu düşünmek yanlıştır. Özellikle bazı görüşlerde bu insanların kedi gibi köpek gibi hayvan canileri oldukları düşünülür. Herhangi bir ortamda sorulmadan edilmeyen sorulardan biridir , "sen kedi kesiyor musun?" Böyle bir zihniyetin olduğu dünyada yaşarken kimsenin ön yargılarını örtemeyiz. Fakat resimde gördüğümüz bayan evet piercingleri var evet dış görünüşü iç açıcı görünmüyor evet mutlaka kötü alışkanlıkları vardır değil mi? Fakat gözünden akmış olan yaş ve elinde ki hayvana bakıldığında suratında ki o üzgün ifadenin ne olduğunu anlamak çok mu zor? Elinde ki hayvanın sadece para uğruna canlı canlı derisini yüzdükten sonra sokağa atılması , bazılarımızı üzer bazılarımızı ise duygusuz şekilde öylece resme baktırır ve geçtirir. Bu hayvanların bu şekilde kullanılmasına karşı döktüğü göz yaşları onun içinde ki insaniyeti gösterir. Bu resmin bize verdiği mesajın ne olduğunu anlamayanlar içinde şöyle özetlemek gerekirse , her piercingli her dış görüntüsü garip olan insanın , içinde kötülük olduğu anlamına gelmiyor. Her dış görüntüsüyle yargılanan insan hayvan kesmiyor , madde kullanmıyor ve alkolik değil. Bir insanın yaşam tarzı , kendine yakıştırdığı , veya o tür şeyleri neden yaptığının belli bir açıklaması varken biz insanların , bu insanları bu şekilde yargılamaya ne hakkımız var? Bazen gördüğümüz şeylerin , inançlarımız dışında neden o şekilde yapıldığı hakkında bir düşünceye sahip olmamız gerekir. Tamam belki bazı inançlara göre yanlışsa o insanın ruh halini kendine getirenin o olduğunu bilmeden yargılayamayız. Siz nasıl size karşı yapılmış olan bir ön yargı yüzünden haklıyken haksız duruma düşüyor ve sinirleniyorsanız hele ki normal görünen bir insanken , onlar toplum tarafından dışlanmayı göze alarak bunları yapıyorlarsa onlara da bir şey söylemek size düşmez. Üstelik hala etrafta hayvan katili olan insanlar fink atıyorken siz , dış görünüşünden yargıladığınız insanları zihniyetinizden çıkarıp , belki de yan komşunuz Hakkı abinin her gece evinde kestiği kedileri görmüyor ve her sabah size günaydın demesiyle onu baş tacı ediyorsanız. Biraz düşünmelisiniz.

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İnsanları sürekli dış görünüşüyle yargılayan ve gerçekten içlerinde kim olduklarını bilmeyen insanlar yaşamımızda birer mikrop olarak aramızda dolanıyor. Ön yargılı insanları sevmediğini söyleyen insanlar bile hayatlarında hiç ön yargılı olmadıklarını iddia ederler. Oysa bir insanı mahveden ve öncelikli olarak gelen şeylerden biridir ön yargılarımız.

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You may not see it, but its probably lurking among your managers and perhaps even in you.

Two people-one a nattily dressed young white man, the other a middle-aged black woman who is slightly overweight-apply for a job with your organization. They seem equally qualified, but the hiring manager has an inexplicable and slightly negative reaction to the woman. "I just can't put my finger on it," he tells you, "but I don't think she'll be a good fit." You agree, admitting you just have a feeling the male applicant would be a better performer.

Are you, or is your hiring manager, harboring a bias against this female applicant-perhaps one based on age, sex, race or physical appearance? If so, is that bias unduly influencing your collective hiring decision?

According to analysis conducted by a Harvard University-led research team, it is entirely possible that you and your manager are biased-and that you don't even know it.

Such hidden biases can be disastrous for the employees who suffer as a result of them; they also can damage businesses by leading managers and employees to make flawed business decisions in a number of areas, including hiring, promotion, training opportunities and project assignments. For HR, the task is clear, but daunting: Help uncover and address such bias before problems arise.

Hidden Instinct

Most people are more prejudiced than they think, according to mounting evidence. A web-based test developed by the Harvard-led research team found a significant degree of implicit bias among those tested-despite what researchers say were honest assertions by test takers that they harbored no prejudices.

The team developed the Implicit Association Test (IAT) as part of a project designed to detect bias based on several factors, including race, gender, sexual orientation and national origin. Researchers found that the highest levels of bias-70 percent or more-were directed at blacks, the elderly, the disabled, the overweight and other stigmatized groups. Furthermore, minorities internalized the same biases as majority groups.

Researcher Tony Greenwald, a University of Washington psychology professor, was one of the first to take the test-and was immediately struck by the results. "We were initially surprised to find these biases in ourselves," says Greenwald. "After finding them in ourselves, we were not so surprised to find them in others."

Ben Dattner, a psychologist and principal with Dattner Consulting, a New York organizational effectiveness and human resource consulting firm, and a professor at New York University, says the human propensity toward bias may not necessarily have nefarious roots.

"Part of the insights and wisdom of the study is that biases don't necessarily stem from evil in the hearts of men and women," Dattner says. "Making a quick categorization of people and situations was important in human evolutionary history, and recognition of this tendency is the first step to dealing with it and overcoming it."

What It Means for HR

Bias-hidden or overt-can have implications for such decisions as who you select to join your organization and how they are evaluated, promoted and compensated. In turn, these decisions can affect employee turnover and quality of life. They also may lead to lawsuits, because those who score higher on implicit bias have been shown to display greater discrimination.

"As it pertains to the workplace and HR, bias decreases productivity because we spend time spinning in circles producing what I call 'human capital waste,' " says Milton Perkins, SPHR, North Central regional director for the Society for Human Resource Management (SHRM) and staff leader of SHRM's diversity expert panel. Hidden bias, he says, "will affect turnover, and, at the end of the day, people who are hurting inside will inevitably hurt someone else-they will hurt your business, impact your customers and drain your productivity."

Quinetta M. Roberson, associate professor of human resource studies at the Cornell University School of Industrial and Labor Relations, says "implicit bias might represent a subtle strategy for establishing intergroup differences and/or facilitating micro-inequities between members of different groups." The effect? "The level of access to opportunity and to organizational networks may differ for members of different groups."

As a result, Roberson says, such bias can reduce a company's day-to-day productivity by affecting employees' ability to work in teams.

Hidden bias also can leave employers vulnerable to shifting demographics. Labor estimates show U.S. employers will face a shortage of skilled workers by 2010, and organizations that allow hidden biases to infiltrate personnel decisions won't succeed at properly hiring, training, engaging and motivating certain types of workers, which will put them at a competitive disadvantage in the war for talent.

Help Workers Face Their Biases

Will individuals with an implicit bias always act in biased ways? Not always, argues researcher Greenwald. "We believe that people aware of their implicit biases can, if they wish, choose to suppress their expression by paying attention to their behavior in situations that allow possible discrimination," he says. "However, most people remain unaware of their implicit biases."

The key, then, is to start by helping managers and employees recognize these skewed perceptions.

Since implicit bias is-by its nature-subconscious and covert, it may be difficult, if not impossible, to get people to acknowledge that it actually exists. The challenge is that it is hidden from both the perceiver and the target, argues Roberson. As a result, "implicit attitudes are more difficult to assess, monitor and/or influence."

Greenwald says getting people to take one or more of the IATs is "an excellent device that can be regarded as a first step" in building individual awareness of unconscious prejudices. "We do advocate that it be given in the workplace, just that it be anonymous and that it not be used for selection purposes," he says.

Paul Steven Miller, a law professor at the University of Washington and former commissioner with the Equal Employment Opportunity Commission, agrees the test may be helpful in challenging people in a nonjudgmental way to think about biases they may harbor.

"If you collect a group of managers and supervisors within your organization and say, 'OK, we're going to do antidiscrimination training-is anyone a bigot?' my sense is nobody will raise their hand because people just aren't going to define themselves as a bigot or a racist," Miller says.

"In fact, when someone is accused of discrimination, often people take great offense because it's an ugly accusation," Miller continues. "And yet those same people, when you dive in and peel back the layers, may have biases ingrained that are affecting the decisions they make, the assignments they give, and the promotion or hiring they do.

"The test is one way of getting at this issue," Miller adds. "Whether it's the only way or the best way, I don't know, but it's certainly one way to get people to talk about the real issues."

The test certainly had a surprising effect on staff members of the Montgomery, Ala.-based Southern Poverty Law Center, a nonprofit organization dedicated to protecting civil rights and promoting tolerance, which was so interested in the IAT research that from 2001 to 2003 it provided funding to develop several tests. As a result, one might expect that center staff members would be more bias-free than other groups-yet the test revealed that they too had hidden biases.

"Bigotry is a persistent social problem in this country, and we can't escape being socialized in this context," observes Jennifer Smith-Holladay, the center's senior adviser for strategic affairs. Smith-Holladay says her own results uncovered a preference for white people-a group to which she belongs-and a preference for heterosexual people, "a group to which I don't belong.

"I discovered that I not only have some in-group favoritism lurking in my subconscious, but also possess some internalized oppression in terms of my sexuality," Smith-Holladay adds.

Lesson learned? "In the case of my own subconscious in-group favoritism for white people, for example, my charge is to be color-conscious, not color-blind, and to always explicitly consider how race may affect behaviors and decisions," Smith-Holladay says.

Spotting the Problem Organizationwide

To systematically spot potential hidden bias across an organization, Roberson encourages HR to use a "diversity dashboard" that looks at a range of diversity metrics. Beyond things such as affirmative action plans, Roberson says HR should look at hiring and promotion rates, career path movement, and compensation among different employee groups to spot inequities. Dattner recommends adding statistical analysis on performance appraisals to look for patterns of potentially biased evaluations.

Roberson also encourages HR to look at language used in various HR contexts-staffing, performance reviews, and the identification of high-potential employees and succession planning or leadership candidates-as a way of auditing HR systems for hidden bias.

The most obvious examples of loaded language involve using words to describe expectations about how people will behave, rather than their actual behavior, says Roberson, or using adjectives in a performance review to describe the employee, rather than simply stating what the employee's performance was, or whether that level of performance was acceptable. "Joe Smith is lazy" is a much different assessment than "Joe Smith did not complete a single task on time, thereby failing to meet his goals."

A more subtle case might relate to the verbs a manager chooses to describe the employee's performance. For example, writing that Joe Smith "exhibited good teamwork skills" suggests that although Joe has demonstrated these skills in the past, he may not necessarily be expected to do so in the future. Writing that Joe "is a great team player" is a broader statement about Joe, not just his demonstrated behavior, and implies that he may be expected to be a team player in the future.

Reducing the Impact of Bias

To address bias head-on, experts recommend two primary weapons: inclusiveness and training.

"Responding to hidden bias is about creating and maintaining inclusive HR systems," Roberson says. "For example, high involvement work practices such as coaching, mentoring and team-based work arrangements may be effective in increasing access and participation of all employee groups."

In addition, creating diverse HR teams such as task forces, selection committees and the like may help prevent hidden bias-or at least reduce the effect of any one person's bias.

Similarly, when it comes to performance appraisals, HR can use systems and methodologies such as multi-rater, 360-degree feedback that make it less likely that any individual or group's biases will have an undue influence on the evaluation of anyone in the organization.

Roberson and Dattner also recommend diversity training for employees and managers as a way of raising awareness about bias. And Dattner suggests providing additional training for a diverse group of the organization's best interviewers.

"After a series of job interviews, organizations have, but often miss, the opportunity to evaluate the interviewers," he says. He advises looking for people who "have better radar to get beyond biases and demographics" and who ultimately "are really good judges of who will be successful," then giving them training to further improve these skills.

Using multiple interviewers with diverse backgrounds and different perspectives is another way to help ensure that more valid and legally defensible selection decisions are made-and that the impact of any biases held by individuals or groups is minimized.

Dattner also suggests avoiding unstructured interviews in favor of structured ones, which ensure that all candidates are asked the same questions regardless of demographic characteristics or appearance.

Unstructured interviews can be biased and a poor predictor of actual job performance because interviewers "have a tendency to make snap judgments based on superficial criteria, and then spend most of an interview confirming first impressions rather than getting to know the candidate in an open-minded way," he says.

As a result, such interviews accurately predict on-the-job performance only 20 percent of the time, says Dattner. By contrast, the success rate for structured interviews is 50 percent.

Setting up a blind applicant review system also can help prevent biased selection decisions. A 2004 study of job candidates with white- and black-sounding names by the University of Chicago Graduate School of Business found uniform discrimination across occupations and industries. Federal contractors and employers claiming to be equal opportunity employers discriminated as much as other employers. As a way to counter this bias, employment lawyers recommend masking the names and addresses of applicants before circulating resumes.

Hope for the Future

Greenwald says the extent of an individual's implicit bias is affected by many factors that can change over time. Such factors include the person's group memberships, the dominance of a person's membership group in society, consciously held attitudes and the level of bias in the immediate environment. As a result, says Greenwald, these biases can be modified by experience.

Dattner also argues that biases can erode over the longer term as people get to know each other and move beyond initial impressions.

"One thing that research has demonstrated is that the more interaction you have with someone and the better you get to know them, the less likely you are to rely on stereotypes, instead coming to know an individual as a unique person, rather than as a 'type,' " he says.

In short, Dattner says that as Harvard psychology professor and mindfulness expert Ellen Langer has argued, "you become less biased not by discriminating less, but by being more discriminating and learning about the nuances that differentiate individuals from other members of whatever groups they may be, or you may perceive them to be, members of."

But could we ever be completely free of bias?

"Not in my lifetime or well beyond," Greenwald contends. "Maybe it wouldn't even be desirable," he says, adding, "I don't know that we believe that all biases are bad."

Brian Nosek, assistant professor of psychology at the University of Virginia and a member of the IAT research team, agrees: "We need biases in many contexts-I have a bias against foods that make me sick. This is an adaptive bias. The challenge is to identify those situations in which our implicit biases contradict our explicit values. Those are the ones that individuals, organizations and cultures will likely want to confront and curtail."

Pamela Babcock is a freelance writer based in the New York City area. She has worked as a reporter for The Washington Post and the News & Observer in Raleigh, N.C., as well as in corporate communications.

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You may not see it, but its probably lurking among your managers and perhaps even in you. Two people-one a nattily dressed young white man, the other a middle-aged black woman who is slightly overweight-apply for a job with your organization. They seem equally qualified, but the hiring manager has an inexplicable and slightly negative reaction to the woman.

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Page not found | Disability charity Scope UK

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This website uses cookies to make things simpler. You can read more about our cookie policy and change your browser settings at any time. Accept and close If you typed the web address, check it is correct. If you copied and pasted the web address, check you copied the whole address and did not miss anything out.

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Top 5 - Mistakes dealing with disabled people

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https://www.youtube.com/watch?v=NwZku8TBLG4

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 Engellilere yönelik tutumların değişmesi  Written by Mehmet ÖZYÜREK                          Date of issue in 2010 

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 Engellilere yönelik tutumların değişmesi  Written by Mehmet ÖZYÜREK                          Date of issue in 2010 

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 On the Origins of Negative Attitudes Towards People With Disabilities    

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 On the Origins of Negative Attitudes Towards People With Disabilities    

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http://pdxscholar.library.pdx.edu/cgi/viewcontent.cgi?article=1021&context=coun_fac

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Medical students' attitudes toward AIDS and homosexual patients.

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Medical students' attitudes toward AIDS and homosexual patients.

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Reimagining Disability & Inclusive Education

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Human immunodeficiency virus infection and acquired immune deficiency syndrome (HIV/AIDS) is a spectrum of conditions caused by infection with the human immunodeficiency virus (HIV). Following initial infection, a person may not notice any symptoms or may experience a brief period of influenza-like illness. Typically, this is followed by a prolonged period with no symptoms. As the infection progresses, it interferes more with the immune system, increasing the risk of common infections like tuberculosis, as well as other opportunistic infections, and tumors that rarely affect people who have working immune systems. These late symptoms of infection are referred to as AIDS. This stage is often also associated with weight loss.. HIV is spread primarily by unprotected sex, contaminated blood transfusions, hypodermic needles, and from mother to child during pregnancy, delivery, or breastfeeding. HIV can be transmitted from mother to child during pregnancy, during delivery, or through breast milk resulting in infection in the baby. This is the third most common way in which HIV is transmitted globally.Some bodily fluids, such as saliva and tears, do not transmit HIV. Methods of prevention include safe sex, needle exchange programs, treating those who are infected, and male circumcision. Disease in a baby can often be prevented by giving both the mother and child antiretroviral medication. There is no cure or vaccine; however, antiretroviral treatment can slow the course of the disease and may lead to a near-normal life expectancy. Treatment is recommended as soon as the diagnosis is made.[Without treatment, the average survival time after infection is 11 years.

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A short advertisement about prejudice to AIDS

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A short advertisement about prejudice to AIDS

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https://www.youtube.com/watch?v=sBGgz7Ok-gc

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Survey About Prejudice Against People With AIDS

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Survey About Prejudice Against People With AIDS

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http://journals.lww.com/academicmedicine/abstract/1987/07000/medical_students__attitudes_toward_aids_and.3.aspx