Neurodivergence refers to people whose brains function in one or more ways that are not considered conventional or typical. Neurodivergence appears in a variety of ways, ranging from subtle ways that most people would never notice to more evident ways that cause a person to behave differently than is expected in our culture.
Neurodivergence manifests in different ways such as autism, Attention Deficit Hyperactive Disorder (ADHD), and other types of neurodivergence include Tourette’s, dyspraxia, synesthesia, dyscalculia, Down syndrome, epilepsy, and chronic mental health illnesses such as bipolar disorder, obsessive-compulsive disorder, borderline personality disorder, anxiety, and depression. Around 1 in 7 people or 15% of the population are neurodiverse, and it encompasses a range of characteristics that can vary from individual to individual. However, there’s a growing understanding that these individuals aren’t disabled, but rather differently abled. While they may struggle with social skills, they tend to have above-average abilities when it comes to things like analysis, information processing, and pattern recognition. Building a neurodiverse, workforce is advantageous because neurodiverse people possess the skills particularly needed right now as businesses adopt more advanced technology. For example, artificial intelligence and robotics, and the demand for STEM (science, technology, engineering, and math) talent increased. It takes two to three hours for neurotypical people which can be reduced to just two minutes by the neurodiverse workforce. To make the workplace friendly for neurodivergent people it is pivotal to make sure fair recruitment processes, all parties explore a deeper level of flexibility, the communication style of individuals with neurodevelopmental differences can lead to a connection with managers and colleagues, calming colors should also in abundance to reduce their anxiety, inclusive meetings so they have space to participate.
According to Allison Brooks, a licensed psychologist focusing on neurodevelopment disorders, the solution is likely two-sided, requiring complementary changes in behavior and perspective from both employers and employees. Brooks explains that “it is important to make cultural improvements in an organization as well as teaching employees with neurodevelopment differences the skills they need to self-advocate because oftentimes the flip side of our greatest weaknesses is often our greatest strength.” It is imperative to create a friendly workplace environment for neurodiverse people. And how it can be done is discussed here.
The majority of recruitment processes are typically designed for neurotypical people, which can unintentionally exclude neurodiverse individuals from the recruitment process. For example, eye contact in interviews is often given weight and this can be challenging for some neurodiverse people. Simple adjustments, such as redistributing the weight of desired skills or allowing for a change of scene and physical activity during an interview, could boost both comfort and productivity for all candidates, not just the neurodiverse.
Educate yourself and others: The more people know about the struggles that people with neurodivergence face in the workplace, the less stigma there will be surrounding it. Strong advocacy shows that you take neurodiversity seriously, which will encourage neurodiverse individuals to apply for roles at your organization. Through appropriate training, staff can become more comfortable with how to talk about neurodiversity without the fear of “getting it wrong”. Training for managers is a staple feature of neurodiversity-at-work programs as it helps them understand the reality of neurodiversity, the importance of giving clear instructions, how to introduce change sensitively, and assist employees with possible challenge areas. Inclusive technology is vital for neurodiversity and is relatively inexpensive for employers. This can include special equipment to assist with reading, such as color filters and screens. Different types of space for when needed in different moods, everything from phone booths for private conversations to spaces to have a chat to common areas in the atrium. Well-being is high up on enlightened employers’ agenda, whether that’s being able to open a window, having access to nature, or having a choice about where to work. This is reflected in the design of Workspace’s buildings. Calming colors are also in abundance and can boost the well-being of neurodiverse people. They have a calming influence so they don’t feel anxious. Understand a situation, and that they should “notice those moments that result from something not being fully communicated so that they can communicate more explicitly next time.” Having more neurodiversity in a setting can also lead to a higher frequency of situations in which two people come away from the same social encounter with very different feelings or perspectives. An employee who is neurotypical might walk away from a heated discussion thinking everything is fine, whereas an employee who is neurodiverse could be left spinning over it. This can often be resolved by explicitly saying “I recognize that was hard for you, and that it felt like a difficult interaction. We are good; we can move on.”
If you want to understand neurodivergence better, here are some books that might help. Personal accounts of being neurodivergent can be found in books like “Look Me in the Eye: My Life with Asperger’s,” “Thinking in Pictures,” and “Funny, You Don’t Look Autistic.” “NeuroTribes,” “Neurodiversity: Discovering the Extraordinary Gifts of Autism, ADHD, Dyslexia, and Other Brain Differences,” and “Divergent Mind” are nonfiction books about neurodiversity and the future of neurodiversity. There are podcasts on the subject for individuals who want to listen to information. The Neurodiversity Podcast, Neurodiverging, and Sensory Matters are among them. Overall, support for neurodivergence takes intention, and at times requires a different type of inclusion. It’s not just about the opportunities that people with neurodevelopmental differences are missing out on, but also about what everyone else is missing out on by not having the opportunity to connect with more neurodiverse coworkers. It goes both ways. So, the workplace for neurodivergent people should be friendly.
