The Lactation at Work Law not only provided more leverage and legitimacy to lactating employees and their allies, but it also created opportunities for critical educational conversations between employees and their managers that shifted how certain managers approached workplace lactation. These managers moralized the law by framing compliance through a morality of child health. This framing shifted to include a morality focus because their lactating employees not only taught them about the health benefits of breastfeeding but also modeled their ideological commitment to workplace lactation. Compliance motivated by morality rather than managerial goals might better establish lactation accommodations within the cultural of the organization over time. Yet, these crucial educational conversations were most likely to happen where lactating employees had enough-but-not-too-much power. Where time and space accommodations were adequate or workers had autonomy and private space so they did not need accommodations, no discussion between worker and manager was needed. And where workers had insufficient power within the organization that they could not approach managers with problems, no discussion could happen. Thus, the lactation accommodations might become best established in those organizations in which lactating workers experienced some problems, but not too many difficulties.