<p>Most companies have hardly progressed in employing people with disabilities, and there remains a particularly low employment rate for those with visual impairments. Employees with visual impairments (EVIs) and their sighted managers tend to approach task acceptance/assignments passively. The online group for employees of a Japanese company was aware of the problem but could not find a solution. Therefore, we conducted clinical action research (CAR) in which researchers and clients collaboratively go through a general empirical method cycle. Using the multi-situational theory discovered through analysis of data collected in the same context, we intervened in two pairs of EVIs and their sighted managers. Based on this theory, the clients carefully considered several options and then took action. Pre-intervention, both employees and their managers hesitated in accepting/assigning tasks. Through the interventions, clients were motivated to understand and empathize with their counterpart’s psychological landscape and change their mode of action toward them. This paper contributes to demonstrating how theory motivates action through emotional and rational pathways in CAR. The two cases’ data substantiated the motivational effect of multi-situational theory’s logical structure in CAR. This theory motivated clients to act through both an emotional pathway of “understanding and empathizing with others” using realistic concepts, and a rational pathway of “understanding and predicting situations” using logical propositions. The implications for practical application include on-the-job training guidelines, necessities of evaluating the process, and external-support utilization.</p>