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Understanding How Accessibility Practices Impact Teamwork in Mixed-Ability Teams that Collaborate Virtually

Crescentia Jung, Kexin Cheng, Sharon Heung, Malte F. Jung, Shiri Azenkot

TL;DR

This study investigates how accessibility practices in mixed-ability teams collaborating virtually influence beyond-access factors like productivity, participation, and camaraderie. Using semi-structured interviews with 18 participants (12 disabled, 6 non-disabled), the authors reveal that accessibility practices shape team rapport, coordination, and even workload distribution, while also generating emotional tensions and shifting allyship dynamics. A key contribution is showing that allyship among non-disabled teammates emerges through ongoing learning within team culture, rather than formal training. The paper provides concrete recommendations for team practices and tool design to support shared accessibility norms, accountability, and reflexive allyship, reframing accessibility as a foundation for strong, collaborative teamwork in virtual settings.

Abstract

Virtual collaboration has transformed how people in mixed-ability teams, composed of disabled and non-disabled people, work together by offering greater flexibility. In these settings, accessibility practices, such as accommodations and inclusive norms, are essential for providing access to disabled people. However, we do not yet know how these practices shape broader facets of teamwork, such as productivity, participation, and camaraderie. To address this gap, we interviewed 18 participants (12 disabled, 6 non-disabled) who are part of mixed-ability teams. We found that beyond providing access, accessibility practices shaped how all participants coordinated tasks, sustained rapport, and negotiated responsibilities. Accessibility practices also introduced camaraderie challenges, such as balancing empathy and accountability. Non-disabled participants described allyship as a learning process and skill shaped by their disabled team members and team culture. Based on our findings, we present recommendations for team practices and design opportunities for virtual collaboration tools that reframe accessibility practices as a foundation for strong teamwork.

Understanding How Accessibility Practices Impact Teamwork in Mixed-Ability Teams that Collaborate Virtually

TL;DR

This study investigates how accessibility practices in mixed-ability teams collaborating virtually influence beyond-access factors like productivity, participation, and camaraderie. Using semi-structured interviews with 18 participants (12 disabled, 6 non-disabled), the authors reveal that accessibility practices shape team rapport, coordination, and even workload distribution, while also generating emotional tensions and shifting allyship dynamics. A key contribution is showing that allyship among non-disabled teammates emerges through ongoing learning within team culture, rather than formal training. The paper provides concrete recommendations for team practices and tool design to support shared accessibility norms, accountability, and reflexive allyship, reframing accessibility as a foundation for strong, collaborative teamwork in virtual settings.

Abstract

Virtual collaboration has transformed how people in mixed-ability teams, composed of disabled and non-disabled people, work together by offering greater flexibility. In these settings, accessibility practices, such as accommodations and inclusive norms, are essential for providing access to disabled people. However, we do not yet know how these practices shape broader facets of teamwork, such as productivity, participation, and camaraderie. To address this gap, we interviewed 18 participants (12 disabled, 6 non-disabled) who are part of mixed-ability teams. We found that beyond providing access, accessibility practices shaped how all participants coordinated tasks, sustained rapport, and negotiated responsibilities. Accessibility practices also introduced camaraderie challenges, such as balancing empathy and accountability. Non-disabled participants described allyship as a learning process and skill shaped by their disabled team members and team culture. Based on our findings, we present recommendations for team practices and design opportunities for virtual collaboration tools that reframe accessibility practices as a foundation for strong teamwork.
Paper Structure (38 sections, 3 tables)

This paper contains 38 sections, 3 tables.

Table of Contents

  1. Introduction
  2. Related Work
  3. Teamwork
  4. Accessibility in Mixed-Ability Virtual Collaboration
  5. Method
  6. Participant Recruitment and Demographics
  7. Procedure
  8. Data Analysis
  9. Findings
  10. Accessibility Practices Enhance Rapport, Coordination, and Productivity
  11. Sharing and Establishing Accessibility Needs Together as a Team Builds Rapport and Reduces Stigma
  12. Developing Shared Understanding of Access Needs Supports Coordination and Productivity
  13. Accessibility Practices Can Result in Emotional and Interpersonal Tensions
  14. Compensating for Inaccessible Tools Strains Camaraderie and Creates Emotional Burden for Non-Disabled Team Members
  15. Accommodating Team Members’ Needs Raises Tensions Between Empathy and Accountability
  16. ...and 23 more sections