Abstract: Two concepts of vocational opportunities for persons with developmental disabilities seem to be dominant in the United States. The first is competitive employment and the second involves training in a sheltered workshop setting. Proponents of sheltered workshops and those advocating supported employment tend to characterize their positions as polar extremes. The divisiveness between the two camps can be attributed to differences in values, beliefs, or organizational philosophy. Advocates of supported employment would expect each other to share in a set of beliefs and values which drive decisions to close sheltered workshops. However, decisions of this type are not always agreed to by professionals, consumers of service, relatives of consumers, community members, or policy makers who consider sheltered workshops to be viable service options. A decision to close a sheltered workshop and convert to a supported employment system can be met with resistance, hostility and public criticism. In the face of potential controversy and failure, why and how would an organization proceed with plans to close a sheltered workshop? An attempt at providing some answers to this question is the primary purpose of this case study.
Keywords: Supported employment, Closing sheltered workshops, Sheltered workshops, Case study on closing sheltered workshops, Resistance to closing sheltered workshops, Management approaches to closing sheltered workshops, Organizational risk-taking, Breakthrough thinking
