This qualitative research aims to explore the general attitudes of managers toward the inclusion of disabled people. We interviewed 14 employers who dealt with employees with disabilities to gain insight into attitudes toward including people with disabilities in the workplace. Using Grounded Theory as a study approach, the findings revealed a paradox between the views managers state they adhere to (espoused theories) and the views inferred from their actual explanations (theories-in-use) toward the inclusion of people with disabilities. Suggesting alignment with Argyris and Schön's (1974) theory of action framework, the study proposes a need for an organizational shift from single-loop learning to double-loop organizational learning. This study serves as a reflective and evaluative model to understand this dynamic, raise awareness about this dissonance, and contribute to developing more inclusive workplace policies and practices.
