Case Study Examples
Please note:
The case studies presented on this page are entirely fictionalised and do not represent any disabled staff members in Trinity College Dublin. These case studies are based on common workplace experiences and are intended to illustrate the types of barriers and reasonable accommodations that may arise in practice. As such, these examples should not be understood as describing any particular Trinity staff member. Every person's circumstances and accommodation needs are different, and an accommodation that is appropriate for one individual may not be appropriate for another.
Case Study One:
"I didn't need less responsibility, I needed a different way of managing it."
Alex | Administrative Officer | Autism & ADHD
Alex found that open-plan working and frequent interruptions made it difficult to concentrate on detailed work. They could manage busy periods well, but found that constantly switching between tasks left them exhausted and increased the likelihood of mistakes. Additionally, Alex struggles with understanding the shifting nature of communications styles in the workplace and as a result, prefers to keep to himself. He fears that he is experiencing judgement for his lack of engagement with the team, but becomes overwhelmed when he considers taking part in the office’s dynamic social environment.
Alex spoke with the Staff Disability Liaison Officer about what was making work difficult. Together, they identified that having some protected periods for concentrated work would make a significant difference.
An Individual Accommodation Plan was developed with Alex and their line manager. It included agreed periods of uninterrupted work, advance notice of some meetings where possible, and a quieter workspace when Alex needed to complete particularly detailed tasks.
Additionally, it was identified that Alex might benefit from a referral to occupational therapy. The Staff Disability Officer explained how occupational therapy can assist staff members in managing their occupational balance, and coming up with new strategies to manage their energy, time, etc. Alex found limited engagement with OT to be very beneficial.
"I was worried that asking for help would make it look like I couldn't do my job. In reality, I didn't need less responsibility. But I did need a way of working that allowed me to do the job well. Overall, the most unexpected benefit for me was the increase in confidence I felt when I realised that who I am is not a problem, I just need some supports to manage an overwhelming environment.”
Case Study Two:
"Some days look completely different from others."
Aoife | Academic staff member | Endometriosis
Aoife has recently received a diagnosis of Stage 4 endometriosis, a condition that can fluctuate significantly. On some days, her symptoms have little impact on her work. On others, pain and fatigue can make travelling to campus and managing a full day particularly difficult.
The unpredictability was one of the hardest parts. Aoife didn't want to have to explain her health or ask for a different arrangement every time her symptoms became more difficult.
Aoife spoke with the Staff Disability Liaison Officer about the barriers she was experiencing at work. Together with her line manager, they agreed an accommodation that gave her flexibility around where she worked when her symptoms were particularly difficult, alongside a simple way of communicating this to her manager.
Having the arrangement agreed in advance meant Aoife could respond to changes in her symptoms without having to start a new conversation, and as such share sensitive personal information, each time. It also gave her manager clarity about what to expect and how best to support her.
"The biggest difference was knowing that I didn't have to start from scratch every time I had a bad week. We had already agreed what would help and how we would communicate about it."
Case Study Three:
"The equipment isn’t a luxury, it simply allows me to work comfortably."
Maya | Professional staff member | Osteoporosis associated with menopause
Maya developed osteoporosis while going through menopause due to a lack of estrogen. She found that prolonged sitting at her desk, moving between workspaces and maintaining the same position for long periods had become increasingly uncomfortable and difficult to manage. Maya and her line manager reached out to the Staff Disability Liaison Officer proactively in order to seek an ergonomic assessment through the Disability Service.
Rather than assuming that Maya simply needed to take more breaks, her needs assessment looked at her workstation, the physical demands of her role and the ways in which her symptoms were affecting her ability to work comfortably.
An ergonomic assessment identified changes that could make her workstation more suitable, including adjustments to her chair and desk setup and appropriate ergonomic equipment. Her manager was involved in arranging the practical changes, while the Disability Service supported the process and helped clarify what was needed.
For Maya, the accommodation wasn't about doing less work. It was about making her working environment more suitable for her changing needs.
"I'd spent a long time thinking that being uncomfortable was just something I had to put up with. Having someone look at my actual working environment made me realise there were practical things we could change."
Case Study Four:
"I wanted my manager to understand what I needed without having to tell everyone everything."
Rory | Professional staff member | Crohn's disease
Rory lives with Crohn's disease, a condition that can affect him differently from day to day. He was comfortable telling his line manager about his condition but did not want his wider team to know personal details about his health. He experiences extensive discomfort in the workplace, often needing to change his posture in order to stretch his abdomen.
One of Rory's concerns about asking for reasonable accommodation was confidentiality. He wanted his manager to understand what he might need at work, without having to explain his condition or its impact to colleagues. Due to the specific culture in his workplace, Rory was also concerned that he would be perceived as receiving preferential treatment by the rest of his team, which might be exacerbated by not disclosing his condition to them.
Rory reached out to the Staff Disability Liaison Officer independently. As part of his Individual Accommodation Plan, Rory was able to discuss his preferences around disclosure. The plan identified who needed to know about his accommodations, what information they needed, and what information Rory did not want shared.
This meant his manager could put the agreed arrangements in place while respecting Rory's privacy and allowing him to retain control over who knew about his health. The Staff Disability Liaison Officer also met with the line manager, with Rory’s permission, to offer guidance on how the manager can manage challenging dynamics amongst the team whilst respecting Rory’s disclosure preferences.
"For me, reasonable accommodation wasn't just about the adjustments themselves. It was also about having some control over who knew about my health. I wanted to be supported at work without feeling like my medical information belonged to everyone else."
Case Study Five:
"Asking for support didn't mean I wasn't capable."
Niamh | Research staff member | Borderline personality disorder
Niamh lives with borderline personality disorder (BPD) after experiencing an absence from work which resulted in her diagnosis and accessing treatment. Her BPD can make periods of high stress, uncertainty and change particularly difficult. She had developed strategies of managing these challenges at work, but during particularly demanding periods she could become overwhelmed and find it harder to maintain her usual focus and routines.
Niamh was initially worried that asking for workplace support might change how colleagues saw her or make people question whether she was capable of doing her job. She didn't want her diagnosis to define her or become the focus of conversations about her work.
Through her needs assessment, Niamh and the Staff Disability Liaison Officer focused on the specific workplace barriers she was experiencing and what would help her continue to work effectively. They also explored her disclosure preferences and what would be communicated with the line manager.
Her Individual Accommodation Plan included clearer planning around particularly demanding periods, regular check-ins with her manager and agreed communication arrangements when she was becoming overwhelmed. These arrangements were intended to provide consistency and support without lowering expectations of her role.
"I think I had confused needing an accommodation with not being capable. I didn't want people to see me differently because of my diagnosis, especially because there is still a stigma associated with mental health. The process helped me understand that asking for the right support can actually help me do my job at my best."
Case Study Six:
"I had been trying to solve the problem on my own."
David | Professional staff member | Sciatica following a long-term injury
David developed ongoing sciatica following a long-term injury. For several years, he had found ways to manage his symptoms at work, adapting his routine when necessary and pushing through periods when things were more difficult.
Over time, however, these strategies became harder to maintain. He was still managing his role successfully and wasn't sure whether his situation was something he could approach the Disability Service about. David did not know how to decide whether or not his condition constituted a disability and felt anxious about possibly taking supports from someone else.
Eventually, when he was ready, David spoke with the Staff Disability Liaison Officer who assured him that he was entitled to be supported in engaging in his workplace and that by seeking support, no one else was going without. In the independent needs assessment, rather than focusing solely on his injury, the conversation explored the practical barriers David was experiencing at work and what changes might make his working arrangements more sustainable. An ergonomic assessment was also conducted.
An Individual Accommodation Plan was developed with David and his manager, including practical adjustments to his working arrangements and an agreed review point which would be followed up with regular check-ins with the Staff Disability Liaison Officer.
"I wish I'd asked for help sooner. I thought you had to be really struggling before you could ask for an accommodation. I didn't realise that the point was to remove barriers before they became overwhelming."
Case Study Seven:
"I didn't need someone to do the work for me, I just needed the barriers to be removed."
Jordan | Professional staff member | Dyslexia
Jordan is dyslexic, having been diagnosed when they were in school. As a result, they have developed strategies over the years that helped them manage their work effectively. However, they found that tasks involving large amounts of written information, particularly when working under tight deadlines, could take them significantly longer and leave them mentally exhausted. In particular, Jordan is responsible for taking a large volume of meeting minutes. They find these challenging to keep up with, but feel embarrassed about expressing this to their wider team.
Jordan was hesitant to ask for an accommodation. They were concerned that using assistive technology or asking for information in a different format might make colleagues think they were less capable or needed things to be made easier for them.
Through their needs assessment, Jordan and the Staff Disability Liaison Officer explored the specific barriers they experienced in their role. Their Individual Accommodation Plan included access to appropriate assistive technology, flexibility around the format of some information where possible, and agreed communication approaches for particularly complex or time-sensitive tasks.
These adjustments did not change the expectations of Jordan's role. They simply reduced the additional barriers created by the way information was presented and processed.
"I've always found ways to work around my dyslexia, so asking for support felt like admitting I couldn't cope. Actually, the technology haven't made my job easier, I still have to work as hard as ever, but they've made it more accessible and put me on a level playing field with everyone else."
Case Study Eight:
"I didn't want my eyesight to become the first thing people noticed about me."
Sarah | Professional staff member | Visual impairment
Sarah has a visual impairment and had developed her own ways of working over many years. However, recent changes to her eyesight meant that some everyday tasks at work were becoming more difficult, particularly reading documents on screen, navigating unfamiliar spaces and accessing information that wasn't available in an accessible format.
Sarah was concerned about asking for support because she didn't want her visual impairment to become the focus of how colleagues saw her. She was confident in her ability to do her job and wanted the same level of independence as everyone else.
During her needs assessment, Sarah and the Staff Disability Liaison Officer explored the specific barriers she was experiencing rather than focusing on what she could or couldn't see. Her Individual Accommodation Plan included appropriate assistive technology, accessible formats for key documents and practical arrangements to help her navigate unfamiliar work environments.
Her manager worked with the relevant College services to put the arrangements in place, with the Disability Service available to provide advice and support throughout the process.
"I didn't need people to do things for me. I needed the workplace to be accessible enough that I could do them myself."
Please note:
The case studies presented on this page are entirely fictionalised and do not represent any disabled staff members in Trinity College Dublin. These case studies are based on common workplace experiences and are intended to illustrate the types of barriers and reasonable accommodations that may arise in practice. As such, these examples should not be understood as describing any particular Trinity staff member. Every person's circumstances and accommodation needs are different, and an accommodation that is appropriate for one individual may not be appropriate for another.
Case Study One:
"I didn't need less responsibility, I needed a different way of managing it."
Alex | Administrative Officer | Autism & ADHD
Alex found that open-plan working and frequent interruptions made it difficult to concentrate on detailed work. They could manage busy periods well, but found that constantly switching between tasks left them exhausted and increased the likelihood of mistakes. Additionally, Alex struggles with understanding the shifting nature of communications styles in the workplace and as a result, prefers to keep to himself. He fears that he is experiencing judgement for his lack of engagement with the team, but becomes overwhelmed when he considers taking part in the office’s dynamic social environment.
Alex spoke with the Staff Disability Liaison Officer about what was making work difficult. Together, they identified that having some protected periods for concentrated work would make a significant difference.
An Individual Accommodation Plan was developed with Alex and their line manager. It included agreed periods of uninterrupted work, advance notice of some meetings where possible, and a quieter workspace when Alex needed to complete particularly detailed tasks.
Additionally, it was identified that Alex might benefit from a referral to occupational therapy. The Staff Disability Officer explained how occupational therapy can assist staff members in managing their occupational balance, and coming up with new strategies to manage their energy, time, etc. Alex found limited engagement with OT to be very beneficial.
"I was worried that asking for help would make it look like I couldn't do my job. In reality, I didn't need less responsibility. But I did need a way of working that allowed me to do the job well. Overall, the most unexpected benefit for me was the increase in confidence I felt when I realised that who I am is not a problem, I just need some supports to manage an overwhelming environment.”
Case Study Two:
"Some days look completely different from others."
Aoife | Academic staff member | Endometriosis
Aoife has recently received a diagnosis of Stage 4 endometriosis, a condition that can fluctuate significantly. On some days, her symptoms have little impact on her work. On others, pain and fatigue can make travelling to campus and managing a full day particularly difficult.
The unpredictability was one of the hardest parts. Aoife didn't want to have to explain her health or ask for a different arrangement every time her symptoms became more difficult.
Aoife spoke with the Staff Disability Liaison Officer about the barriers she was experiencing at work. Together with her line manager, they agreed an accommodation that gave her flexibility around where she worked when her symptoms were particularly difficult, alongside a simple way of communicating this to her manager.
Having the arrangement agreed in advance meant Aoife could respond to changes in her symptoms without having to start a new conversation, and as such share sensitive personal information, each time. It also gave her manager clarity about what to expect and how best to support her.
"The biggest difference was knowing that I didn't have to start from scratch every time I had a bad week. We had already agreed what would help and how we would communicate about it."
Case Study Three:
"The equipment isn’t a luxury, it simply allows me to work comfortably."
Maya | Professional staff member | Osteoporosis associated with menopause
Maya developed osteoporosis while going through menopause due to a lack of estrogen. She found that prolonged sitting at her desk, moving between workspaces and maintaining the same position for long periods had become increasingly uncomfortable and difficult to manage. Maya and her line manager reached out to the Staff Disability Liaison Officer proactively in order to seek an ergonomic assessment through the Disability Service.
Rather than assuming that Maya simply needed to take more breaks, her needs assessment looked at her workstation, the physical demands of her role and the ways in which her symptoms were affecting her ability to work comfortably.
An ergonomic assessment identified changes that could make her workstation more suitable, including adjustments to her chair and desk setup and appropriate ergonomic equipment. Her manager was involved in arranging the practical changes, while the Disability Service supported the process and helped clarify what was needed.
For Maya, the accommodation wasn't about doing less work. It was about making her working environment more suitable for her changing needs.
"I'd spent a long time thinking that being uncomfortable was just something I had to put up with. Having someone look at my actual working environment made me realise there were practical things we could change."
Case Study Four:
"I wanted my manager to understand what I needed without having to tell everyone everything."
Rory | Professional staff member | Crohn's disease
Rory lives with Crohn's disease, a condition that can affect him differently from day to day. He was comfortable telling his line manager about his condition but did not want his wider team to know personal details about his health. He experiences extensive discomfort in the workplace, often needing to change his posture in order to stretch his abdomen.
One of Rory's concerns about asking for reasonable accommodation was confidentiality. He wanted his manager to understand what he might need at work, without having to explain his condition or its impact to colleagues. Due to the specific culture in his workplace, Rory was also concerned that he would be perceived as receiving preferential treatment by the rest of his team, which might be exacerbated by not disclosing his condition to them.
Rory reached out to the Staff Disability Liaison Officer independently. As part of his Individual Accommodation Plan, Rory was able to discuss his preferences around disclosure. The plan identified who needed to know about his accommodations, what information they needed, and what information Rory did not want shared.
This meant his manager could put the agreed arrangements in place while respecting Rory's privacy and allowing him to retain control over who knew about his health. The Staff Disability Liaison Officer also met with the line manager, with Rory’s permission, to offer guidance on how the manager can manage challenging dynamics amongst the team whilst respecting Rory’s disclosure preferences.
"For me, reasonable accommodation wasn't just about the adjustments themselves. It was also about having some control over who knew about my health. I wanted to be supported at work without feeling like my medical information belonged to everyone else."
Case Study Five:
"Asking for support didn't mean I wasn't capable."
Niamh | Research staff member | Borderline personality disorder
Niamh lives with borderline personality disorder (BPD) after experiencing an absence from work which resulted in her diagnosis and accessing treatment. Her BPD can make periods of high stress, uncertainty and change particularly difficult. She had developed strategies of managing these challenges at work, but during particularly demanding periods she could become overwhelmed and find it harder to maintain her usual focus and routines.
Niamh was initially worried that asking for workplace support might change how colleagues saw her or make people question whether she was capable of doing her job. She didn't want her diagnosis to define her or become the focus of conversations about her work.
Through her needs assessment, Niamh and the Staff Disability Liaison Officer focused on the specific workplace barriers she was experiencing and what would help her continue to work effectively. They also explored her disclosure preferences and what would be communicated with the line manager.
Her Individual Accommodation Plan included clearer planning around particularly demanding periods, regular check-ins with her manager and agreed communication arrangements when she was becoming overwhelmed. These arrangements were intended to provide consistency and support without lowering expectations of her role.
"I think I had confused needing an accommodation with not being capable. I didn't want people to see me differently because of my diagnosis, especially because there is still a stigma associated with mental health. The process helped me understand that asking for the right support can actually help me do my job at my best."
Case Study Six:
"I had been trying to solve the problem on my own."
David | Professional staff member | Sciatica following a long-term injury
David developed ongoing sciatica following a long-term injury. For several years, he had found ways to manage his symptoms at work, adapting his routine when necessary and pushing through periods when things were more difficult.
Over time, however, these strategies became harder to maintain. He was still managing his role successfully and wasn't sure whether his situation was something he could approach the Disability Service about. David did not know how to decide whether or not his condition constituted a disability and felt anxious about possibly taking supports from someone else.
Eventually, when he was ready, David spoke with the Staff Disability Liaison Officer who assured him that he was entitled to be supported in engaging in his workplace and that by seeking support, no one else was going without. In the independent needs assessment, rather than focusing solely on his injury, the conversation explored the practical barriers David was experiencing at work and what changes might make his working arrangements more sustainable. An ergonomic assessment was also conducted.
An Individual Accommodation Plan was developed with David and his manager, including practical adjustments to his working arrangements and an agreed review point which would be followed up with regular check-ins with the Staff Disability Liaison Officer.
"I wish I'd asked for help sooner. I thought you had to be really struggling before you could ask for an accommodation. I didn't realise that the point was to remove barriers before they became overwhelming."
Case Study Seven:
"I didn't need someone to do the work for me, I just needed the barriers to be removed."
Jordan | Professional staff member | Dyslexia
Jordan is dyslexic, having been diagnosed when they were in school. As a result, they have developed strategies over the years that helped them manage their work effectively. However, they found that tasks involving large amounts of written information, particularly when working under tight deadlines, could take them significantly longer and leave them mentally exhausted. In particular, Jordan is responsible for taking a large volume of meeting minutes. They find these challenging to keep up with, but feel embarrassed about expressing this to their wider team.
Jordan was hesitant to ask for an accommodation. They were concerned that using assistive technology or asking for information in a different format might make colleagues think they were less capable or needed things to be made easier for them.
Through their needs assessment, Jordan and the Staff Disability Liaison Officer explored the specific barriers they experienced in their role. Their Individual Accommodation Plan included access to appropriate assistive technology, flexibility around the format of some information where possible, and agreed communication approaches for particularly complex or time-sensitive tasks.
These adjustments did not change the expectations of Jordan's role. They simply reduced the additional barriers created by the way information was presented and processed.
"I've always found ways to work around my dyslexia, so asking for support felt like admitting I couldn't cope. Actually, the technology haven't made my job easier, I still have to work as hard as ever, but they've made it more accessible and put me on a level playing field with everyone else."
Case Study Eight:
"I didn't want my eyesight to become the first thing people noticed about me."
Sarah | Professional staff member | Visual impairment
Sarah has a visual impairment and had developed her own ways of working over many years. However, recent changes to her eyesight meant that some everyday tasks at work were becoming more difficult, particularly reading documents on screen, navigating unfamiliar spaces and accessing information that wasn't available in an accessible format.
Sarah was concerned about asking for support because she didn't want her visual impairment to become the focus of how colleagues saw her. She was confident in her ability to do her job and wanted the same level of independence as everyone else.
During her needs assessment, Sarah and the Staff Disability Liaison Officer explored the specific barriers she was experiencing rather than focusing on what she could or couldn't see. Her Individual Accommodation Plan included appropriate assistive technology, accessible formats for key documents and practical arrangements to help her navigate unfamiliar work environments.
Her manager worked with the relevant College services to put the arrangements in place, with the Disability Service available to provide advice and support throughout the process.
"I didn't need people to do things for me. I needed the workplace to be accessible enough that I could do them myself."