This research aimed to study the experience of managers in the inclusion of persons with disabilities (DP) in their teams. The intention was to identify and analyze the processes of learning and skills developed by managers to deal with the universe of DP, based on theoretical models of Sandberg (2000), Cheetham and Chivers (1996, 2005) and Cox and Baele (1997). Following the assumptions of the interpretative paradigm and of the basic qualitative study (MERRIAM, 2002), we analyzed the experience of including six managers and six DP under their direction, with moderate to severe disabilities in five firms in Sao Paulo, multinational ones, from the segments of publishing, energy, diesel technology, automotive and agribusiness. The main instrument for data collection was in-depth interviews, supplemented by documentary analysis and direct observations. Data analysis revealed that, for the managers, the act of including is more related to social justice issues than the idea of DP empowerment. Such interpretation led them to prioritize the development of two types of skills: behavioral and ethics and values. The main learning process identified for developing these skills was the experiential, which led the managers to revise their concepts, interrogate and modify their beliefs and, as a result of this reflection, revise their way of managing. The results are intended to contribute to the discussion on the topic from a new perspective: the manager as agent of inclusion.
skills; diversity; inclusion; disabled people; managers
