Are your teams struggling with communication roadblocks or rigid processes that stifle brilliant, unconventional solutions? Many organizations unintentionally create a “hidden productivity gap” when they prioritize conformity over individual cognitive needs. By making strategic, small shifts in your environment and leadership approach, you can create a truly brain-friendly workplace that unlocks higher employee performance across all thinking styles.

What and Why: Brain-Friendly Leadership

Cognitive diversity recognizes the natural variation in human brains regarding processing information, communication, and learning. This variation includes both neurotypical (NT) and neurodivergent (ND) individuals – those with diagnoses like ADHD, dyslexia, or autism.

Brain-friendly leadership involves implementing Inclusive Dynamic Workplace Design (IDWD), a holistic framework that adapts policies, physical spaces, and communication strategies to support diverse cognitive needs. Rather than viewing differences through a deficit model, this approach applies a gifts-mindset that focuses on leveraging unique strengths and aptitudes.

As an internationally recognized Certified Speaking Professional (CSP) and a neurodivergent adult with dyslexia, ADHD, and autism, I bring four decades of experience helping leaders bridge the gap between varied learning needs and professional success. Focusing on how people actually think and learn is crucial, especially since neurodivergent employees are estimated to comprise between 17% and 33% of the American adult workforce (High Lantern Group, 2024).

Benefits of Adopting Brain-Friendly Strategies

By prioritizing cognitive diversity and removing barriers, businesses gain a strategic advantage.

• Higher levels of quality, efficiency, and overall productivity
• Increased patenting and radical innovation (SAP data confirmed this outcome)More original solutions to complex problems
• Improved process improvement and time savings
• Enhanced employee loyalty and reduced turnover

How to Do It: Practical Productivity Strategies

Successfully maximizing employee performance requires intentional adjustments to the pillars of daily work: communication, workflow, and meetings.

Optimize Communication for Clarity

A neuroinclusive culture hinges on clear, direct communication that respects varied processing speeds and styles. Managers must be aware that auditory information retention is often low; typically only 10% of people retain all auditory information presented while many miss key details entirely.

• Use Visual Reinforcement: Always couple verbal instructions and presentations with visuals, flowcharts, or posters to aid recall and comprehension, particularly for visual learners or those with central auditory processing disorder (APD). Visual content retention can be as high as 65%, compared to 10% for auditory content alone.
• Practice Active Listening: Invest in training to improve active listening skills, which are fundamental to hearing and addressing team members’ concerns, especially when communication styles differ.
• Assume Best Intent: When a colleague is blunt, asks many questions, or struggles with eye contact, interpret their actions positively. Asking many questions, for instance, often means the individual needs to understand completely, not that they are criticizing or judging.
• Establish Group Norms: Define explicit expectations for meeting behavior and communication protocols early on. This reduces anxiety and ensures everyone feels safe and respected.

Streamline Workflow with Flexibility

Restricting potential, such as forcing a high-performing engineer into mundane administrative tasks they struggle with, limits business success,. Effective productivity strategies focus on placing employees where their differences can shine.

• Prioritize Core Aptitude: Redesign roles and workflows to focus employees on what they are most talented at, ensuring they laser-focus their efforts on maximizing their aptitude. For example, a dyslexic employee with excellent spatial awareness might thrive in loss control or risk management, even if they struggle with text-heavy tasks.
• Offer Universal Accommodations: Proactively provide essential tools to everyone without requiring formal disclosure. Examples include noise-canceling headphones, balance balls, adjustable lighting, or quiet rooms (chill spaces). This makes accommodations the norm and helps reduce perceptions of favoritism.
• Provide Flexible Work Options: Recognize that for some, bright lights, noise, and constant interaction are counterproductive. Remote or hybrid work options allow employees to customize their environment for optimal focus and productivity.

Design Inclusive Meetings and Workplace Learning

Traditional instructional methods, such as long verbal lectures or computerized tests, disadvantage many divergent thinkers and undermine workplace learning ROI.

• Pre-Share Information: Send meeting materials or agendas in advance. This eases anxiety and allows employees to process topics ahead of time, enabling richer contributions from all present.
• Integrate Brain Breaks: For meetings or training longer than an hour, build in short breaks (e.g., 5-15 minutes every 60-90 minutes),. These productivity strategies prevent cognitive fatigue and help everyone maintain focus and retention.
• Vary Presentation and Assessment Formats: Avoid relying solely on lecture-style delivery. Incorporate blended learning, microlearning, or hands-on activities to engage different learners. Offer alternatives to traditional written exams, such as presentations, simulations, or one-on-one discussions, to assess understanding accurately.
• Use Reinforcement Techniques: Utilize interactive activities like “Think/Pair/Share” or encourage mind mapping. These collaborative techniques reinforce learning and allow employees to process information without being put on the spot.

Examples & Templates

Anecdote: Prioritizing Skill over Social Performance

When I was interviewing a writer via Zoom, I noticed she had a flat affect and almost no animation. Traditional hiring practices, which value conversational performance and conformity, might have led me to dismiss her. However, because I was hiring for writing skills, not presentation skills, I focused on her aptitude. She later disclosed she was autistic and wrote much better than she spoke, confirming that judging her on interview skills instead of core capability would have resulted in missing out on valuable talent. This outcome demonstrates the value of brain-friendly leadership that prioritizes actual job performance.

Template: The Biodex Check-in

The Biodex check-in acts as a universal “user manual” for team members, normalizing the sharing of communication and work preferences to promote cohesive collaboration.

Quick Check-In Template for Teams (Daily or Weekly)

• Preferred Communication Channel Today: (e.g., email, urgent calls only, instant message).
• Expected Response Time: (e.g., immediate, within 2 hours, delayed due to focused work).
• Top Focus Task: (What requires uninterrupted time today).
• Potential Triggers or Distractions: (e.g., sensory needs, need quiet space, high-energy day).
• Preferred Feedback Style (for new task): (e.g., written steps, visual checklist, verbal debrief).

Measure & Iterate: Tracking Cognitive Diversity Success

Tracking the success of productivity strategies involves looking beyond basic output metrics to assess how well your organization supports diverse thinkers.

• Monitor Accommodation Utilization: Track the rate at which universal accommodations (e.g., use of chill spaces, flexible scheduling) are accessed by all employees, not just those who disclose a diagnosis. High utilization proves these resources enhance employee performance.
• Review Performance Focus: Ensure performance reviews operate under a gifts-mindset by prioritizing leveraging individual strengths and unique talents, rather than focusing solely on perceived deficits or conformity to communication norms.
• Assess Psychological Safety: Use anonymous pulse surveys to gauge employee comfort in speaking up, asking questions, or suggesting unconventional ideas. A culture of trust means employees share divergent ideas rather than shutting down after being criticized.
• Analyze Talent Flow: Track the efficacy of skill-based hiring assessments versus traditional interviews in identifying high-aptitude individuals, confirming that practices mitigate bias and attract a wider range of cognitive diversity.

Frequently Asked Questions

What is a brain-friendly workplace?

A brain-friendly workplace is designed to support different ways of thinking, processing information, communicating, and learning. It uses clear communication, flexible work practices, inclusive meeting structures, accessible learning formats, and supportive physical environments to help both neurodivergent and neurotypical employees perform more effectively.

How can brain-friendly leadership improve employee productivity?

Brain-friendly leadership improves productivity by reducing unnecessary barriers that interfere with focus, communication, learning, and performance. Strategies such as clear written instructions, visual reinforcement, flexible work options, universal accommodations, and strengths-based role design can help employees use more of their actual capability instead of spending energy adapting to rigid systems.

What are practical ways to create a more neuroinclusive workplace?

Practical steps include sharing meeting materials in advance, offering quiet or low-stimulation workspaces, providing multiple communication formats, using visual supports, allowing flexible work arrangements, and focusing performance expectations on core job outcomes rather than conformity to one working style. These adjustments can improve psychological safety and make it easier for employees with different cognitive needs to contribute.

Conclusion: Investing in How We Think

Neurodiversity is not a challenge to be managed; it is a vital form of cognitive diversity that serves as a powerful accelerator for innovation and productivity. By intentionally adopting brain-friendly leadership practices and focusing on individual strengths, you move your organization beyond standardized performance toward a future where every employee’s unique potential is maximized. This is how you close the hidden productivity gap and ensure lasting competitive success.

Take the first step toward enhancing your employee performance: Immediately implement active listening training for all team leaders to foster a culture of understanding and collaboration.

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When my son Ian was three, he was doing puzzles designed for eight-year-olds. He was that kid who took apart old appliances just to see how they worked. His mind was curious, wired for exploration and innovation. But in school? He was behind in reading. Teachers misread his difficulty as distraction. One teacher even told him he “wasn’t honors-level material.”

Today, Ian is an award-winning mechanical engineer working on cutting-edge hydrogen fuel technology. He’s been recruited by top automotive firms to push the boundaries of sustainable design.

Here’s what I need you to know: Ian didn’t succeed because the system finally saw his strengths. He succeeded because he had support, advocacy, and someone—me—who knew how to fight for him.

Not every neurodivergent child or adult has that. And that’s the quiet danger in how we talk about neurodiversity.

As someone who’s lived with dyslexia, ADHD, and central auditory processing disorder—and spent decades helping organizations build more inclusive cultures—I am a fierce believer in a gifts-mindset. I’ve seen firsthand how focusing on strengths can change lives. But we have to be careful not to romanticize success stories like Ian’s as the norm. Because without systemic change, they won’t be.

Strengths don’t erase struggle. And no one should have to outperform their barriers to be seen as worthy.

When companies focus solely on “high-performing neurodivergent talent,” they risk reinforcing the very structures that keep so many brilliant minds from ever being recognized. I’ve worked with individuals who are creative problem-solvers, deep thinkers, and innovative leaders—but they’re exhausted, overlooked, or forced to mask in environments that don’t value their needs.

That’s why I developed the Inclusive Dynamic Workplace Design™ framework. It’s not about perks or productivity hacks. It’s about rethinking how we structure work to support all brains—not just the ones that can push through discomfort to deliver results.

Because even the most gifted seed won’t grow in toxic ground.

If we truly want to harness the power of neurodiversity, we must do more than celebrate potential—we must create spaces where potential can breathe.

FAQ

Why isn’t focusing on neurodivergent strengths enough?

Recognizing neurodivergent strengths is important, but strengths alone cannot overcome an inaccessible or unsupportive environment. Employees may bring creativity, problem-solving ability, deep expertise, or innovative thinking and still struggle if workplace systems create unnecessary barriers. A strengths-based approach works best when organizations also address culture, communication, flexibility, psychological safety, and workplace design.

How can employers help neurodivergent employees use their strengths at work?

Employers can help neurodivergent employees thrive by creating environments that support different ways of thinking, communicating, learning, and working. This can include flexible work practices, clear expectations, accessible communication, sensory considerations, supportive management, and opportunities for employees to use their strongest abilities rather than continually compensating for workplace barriers.

What is Inclusive Dynamic Workplace Design™?

Inclusive Dynamic Workplace Design™ is Susan Fitzell’s framework for creating workplace systems and environments that support a wider range of employees. Rather than expecting neurodivergent employees to push through barriers or mask their differences, the approach examines how workplace culture, communication, physical space, learning, management practices, and flexibility can help people perform at their best.

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We know, from surveys and studies over the past decade, that people who are neurodivergent – those on the autism spectrum, or who are diagnosed with ADHD, dyslexia, dyspraxia, etc. – have far more trouble finding employment. Globally, it’s estimated that as many as 40 percent of neurodiverse individuals are unemployed.

A White House report on bio-workforce development noted that, “Young adults on the autism spectrum have the lowest rate of employment compared to their peers with other disability types,” And yet, “In many cases, employers have found that, with relatively small changes, many individuals who are neurodivergent are able to fully participate in the workforce.”

The biotech sector has been more welcoming to neurodiversity than other industries. While the drive to include neurodivergent individuals in the workforce is building momentum, biotech companies have had little guidance on how to train, mentor, manage and promote neurodivergent employees.

How do biotech companies create inclusive and supportive administrative and lab environments for neurodivergent employees?

Incorporating a few key strategies can make all the difference. This includes training for staff on neurodiversity, designing flexible work arrangements, making accommodations for sensory sensitivities, and keeping open communication channels to ensure neurodivergent individuals can fully contribute to biotech research.

What is Neurodiversity in Biotech?

Neurodiversity refers to the broad spectrum of human cognitive ability, a recognition that no two people are the same. Neurodivergence recognizes people whose cognitive ability is outside the “norm” or “neurotypical” definition. Common neurodivergent conditions include autism, Attention Deficit Disorder with Hyperactivity (ADHD), dyslexia, Obsessive Compulsive Disorder (OCD), and dyspraxia.

These conditions tend to be labeled as disabilities, but the term “disability” detracts from the abilities that people have and the ways that they can contribute to the workplace.

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. Some employees may be “normal” or neurotypical while others may have ADHD, dyslexia, autism, or trauma-impacted ways of thinking. Rather than being a particular label or diagnosis, it is the concept of an environment where diverse minds coexist.

Neurodiverse: The same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse. Never describe a person as being neurodiverse. Individual people should be described as neurodivergent.

Neurodivergent: An individual whose way of thinking falls outside of society’s defined version of normal. Often, you will see it abbreviated as ND.

Neurodivergent people may have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or a unique way of thinking that may not have a specific diagnosis.

Why Hire Neurodivergent Employees?

They’re already here. Whether you know it or not, chances are you already have a neurodiverse workforce. Because of a lack of inclusivity and workplace cultures tainted by misconceptions, many neurodivergent workers choose to hide their cognitive differences.

They bring unique talents to the workplace. While it is true that some neurodivergent workers may struggle with social norms, they may also have the capability to hyperfocus, problem solve, think critically, and work under pressure.

• Individuals on the autism spectrum are often values-driven, exceptionally honest and full of integrity. They can work independently, are known for being creative problem-solvers, and are blessed with incredible observational skills. They are known for their analytical thinking and tend to be strong visual learners.
• Employees with ADHD are blessed with good memory and observational skills. They have an intense energy that can be applied to complete urgent tasks. They are persistent and enthusiastic in their problem-solving. They are often highly creative.
• People with dyslexia are often excellent verbal communicators and strong visual or mechanical thinkers. They can often conceptualize data in ways that non-dyslexic people may not.

In a supportive environment, neurodivergent people excel. We find neurodivergent employees are happiest in jobs where they can utilize their unique blend of abilities. For example:

• Employees on the autism spectrum can be found in key biotech roles including lab safety, research & development, risk management, quality control and clinical research.
• Those with ADHD often excel in hyper-focused roles such as data analysis, software development, or client services.
• Dyslexic employees may excel at sales and marketing, customer service, project management, or other jobs where their creativity and unique way of seeing things contribute to effective problem-solving.

Creating a Neurodivergent-friendly Work Environment in Biotech

1. Update recruitment and hiring processes. Review company procedures to make sure they do not unintentionally discriminate against neurodivergent individuals.

2. Increase opportunities for hands-on training and skill development. Create the talent you need, in-house, through expanded educational opportunities.

3. Implement mentoring and coaching in the workplace. Embrace a company culture that offers a positive, supportive environment that allows workers to successfully develop into their roles.

4. Review company processes for accessibility. Review training materials, handbooks, policy statements, etc., to make sure they cover a diversity of learning preferences.

5. Implement company-wide training and awareness programs specifically addressing neurodiversity in the workplace. Get your neurotypical workers on-board with your neurodiversity initiatives through appropriate education and awareness training.

6. Create meaningful accommodations that consider individual workers, the work environment, and workplace culture. Work with each neurodivergent thinker on your team to create accommodations that help them do their job to the best of their ability. Then ask yourself, “Will those accommodations benefit neurotypical workers or divergent thinkers who have not disclosed their condition?” If so, improve the workplace environment by expanding that accommodation to all workers. By doing so, all employees benefit while minimizing the need for paperwork human resources requires when making exceptions for individuals. In my experience, this mountain of paperwork and red tape is a huge obstacle to creating a neurodiverse workplace.

Implementing Neurodiversity Programs in Biotech

When designing a training program for a biotech corporation focusing on neurodiverse teams, especially those with highly qualified individuals who excel in research but face certain challenges, it’s important to address specific issues that are commonly encountered. These are the top five challenges and potential solutions for each:

Difficulty with transition and change

Neurodivergent individuals often struggle with adapting to new environments, processes, or changes in routine.

Solution: Implement structured transition processes with clear, gradual steps. Offer consistent support and guidance throughout the change, and provide detailed explanations of what to expect. Regularly check in to address concerns and feedback.

Challenges with soft skills and social interaction

Neurodivergent employees may find it hard to navigate social dynamics, understand non-verbal cues, or engage in small talk, impacting team cohesion and communication.

Solution: Provide training in soft skills tailored to neurodivergent individuals. Encourage open, direct communication styles and create a culture where differences in social interaction are accepted and respected. Role-playing and social skills workshops can be beneficial.

Managing schedules and time management

Keeping up with complex schedules or managing time efficiently can be challenging, affecting productivity.

Solution: Offer tools and systems to help organize and manage time, such as visual schedules or digital organizers. Train supervisors to help employees break down tasks into manageable parts and set realistic deadlines.

Sensory sensitivities in the workplace

Many neurodivergent individuals have heightened or reduced sensitivity to sensory inputs, which can make typical office environments uncomfortable or distracting.

Solution: Create a sensory-friendly workspace. This can include noise-cancelling headphones, options for lighting adjustments, or quiet zones. Allow flexibility in workspaces, and consider individual needs for sensory comfort.

Adapting to varied communication styles

Standard forms of communication in the workplace may not be effective for everyone, leading to misunderstandings or missed information.

Solution: Foster an environment where multiple forms of communication are used and valued. This can include written instructions, visual aids, and regular one-on-one check-ins. Encourage feedback on communication preferences and adapt accordingly.

Conclusion

Fostering a neurodiverse team in the biotech industry is not just about inclusivity; it’s a strategic business decision. By creating an environment where neurodiverse individuals can thrive, we tap into a wealth of creativity and innovation. This approach requires empathy, understanding, and a willingness to adapt our management strategies to suit a diverse range of needs.

As leaders in this dynamic field, let’s commit to building teams where every member, regardless of their neurodiversity, feels valued and has the opportunity to contribute to our collective success. It’s this diversity of thought and experience that drives groundbreaking discoveries and propels our industry forward.

Here’s to embracing the full spectrum of talent in our teams and setting new standards of excellence in the biotech sector. Together, we can make a significant impact, fostering environments where everyone’s potential is realized.

Frequently Asked Questions

Why is neurodiversity important in the biotech industry?

Neurodiversity can strengthen biotech teams by bringing together people who process information, solve problems, recognize patterns, and approach research differently. Neurodivergent employees may contribute valuable strengths in areas such as research and development, data analysis, quality control, software development, clinical research, project management, and problem-solving.

How can biotech companies support neurodivergent employees?

Biotech companies can support neurodivergent employees by reviewing hiring practices, providing hands-on training, offering mentoring and coaching, creating sensory-friendly workspaces, and using multiple communication formats. Flexible work arrangements, clear expectations, accessible training materials, and individualized workplace accommodations can also help employees perform at their best.

What workplace accommodations can help neurodivergent employees in biotech?

Helpful accommodations may include quiet workspaces, adjustable lighting, noise-cancelling headphones, written instructions, visual schedules, digital organizers, flexible communication methods, and structured transition plans. The best accommodations depend on the individual employee, the work being performed, and the specific laboratory or administrative environment.

References

https://susanfitzell.com/neurodiversity-in-the-insurance-industry-a-recruiting-and-production-solution/

https://www.whitehouse.gov/wp-content/uploads/2023/06/Building-the-Bioworkforce-of-the-Future.pdf

https://susanfitzell.com/embracing-neurodiversity-in-the-skilled-trades/

Photo Credit for header image: ipopba / iStockphoto standard license

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At the beginning of this century, one of the hottest trends in office design — at least at dot-coms, where companies all vied to look like they were on the cutting edge of trends — was creating a “loosened up” workplace. Companies wanted to attract younger employees with lots of energy and creativity. So, dress codes were relaxed. Recreation centers were added that offered video game consoles, nap centers, and meditation rooms. Larger companies added perks like a massage studio, kitchens fully stocked with food, and even beer and wine.

I chatted with a friend about the open office plan trend over the past two decades. Sam is neurodivergent, and she recalled that previous design trend with a shudder. 

She explained, “The thing is, I never cared about any of those freebies. I liked the updated dress code because it was realistic. But all those extra perks were distractions I could not stand.”

Part of the problem, she explained, was that many workplaces added those perks as an afterthought. They made the workplace cluttered, noisy, and unpredictable. She explained, “If they didn’t implement it correctly — and most companies didn’t — it could be very distressing for people who need structure.”

Sam added, “I once walked out in the middle of a job interview because they insisted on conducting it right next to their indoor skateboard ramp! I’m sure they thought it would make them seem really cool or whatever. But it was this huge, noisy thing right next to my head! I freaked out and just left. The woman leading the interview had to come out to the parking lot and give me my backpack because I’d left it there when I ran out.”

Sadly, similar experiences are common among neurodivergent people in the workforce. They often suffer the most from policies and procedures designed to increase efficiency or general productivity without considering the people doing the work.

Don’t leave out the human equation in office design

It’s estimated that 17% to 33% of American adults in the workplace are neurodivergent, according to a recent JAMA article. That range is so wide because many diagnoses are underreported in the workplace — employees are often, understandably, unwilling to disclose their neurodivergence.

Neurodivergent disorders include learning challenges like dyslexia, dyspraxia, or dysgraphia. They include mental health challenges like depression, anxiety, and OCD. Developmental disabilities such as autism spectrum disorder and ADHD also fall under the neurodivergent umbrella.

Inclusive Dynamic Workplace Design™

Inclusive Dynamic Workplace Design™ is helpful for companies that need flexibility as they grow. It’s a practical design approach in the post-pandemic working world, where hybrid work is here to stay. A workplace implementing Inclusive Dynamic Workplace Design™ can, for example, enable a company to lease a smaller office space and rotate its workers between the office and home using a modified hot-desk system. An office plan is only useful if it properly accommodates all employees.

Inclusive Dynamic Workplace Design™ goes beyond the physical workspace environment. It includes flexibility in learning design, is attentive to psychological safety, as well as diversity and inclusion. It addresses workplace culture and the physical environment. 

Key components of Inclusive Dynamic Workplace Design™

Inclusive Dynamic workplaces need to address three key elements:

• Reprioritizing the physical office space and configuring it to address new ways of working.
• Ensuring that employees have access to the tools and technologies needed to accomplish their assignments.
• Leveling up knowledge management and employee learning.

When implemented thoughtfully, these three elements benefit the entire company and can be of the most significant benefit to neurodivergent team members. Let’s break them down.

Three steps for reprioritizing office space

• Create a variety of spaces within the office. The old “many cubicles+one conference room” office setup isn’t conducive to concentration or collaboration. A significant element of Inclusive Dynamic Workplace Design™ is having spaces for employees to do deep work, interspersed with areas where teams can collaborate and people can freely socialize.
• Design employee workspaces to accommodate a hybrid environment. Remote work was here long before the pandemic. Office space should include consideration that a percentage of your workforce is at home for part (or all) of the week.
• Create a comfortable, safe environment. Spend a little more on ergonomic chairs and desks. Make sure workers can access their files quickly through a robust network. Designate quiet areas so employees can concentrate. Also, consider a quiet sensory soothing space free of fluorescent lights and noisy distractors. Furnish it with comfortable seating options with soft fabrics and focus tools. 

Tools & technologies that increase productivity

• Engage with your CIO to create a secure IT environment for in-office and remote work. All employees need the hardware AND software to perform at their best. (That can mean investing in pricier, industry-standard software like Adobe and Microsoft products.)
• Make sure remote employees can access their files and virtual workspaces seamlessly. Reduce the hoops they have to jump through — implement a Single Sign-On policy across the company.
• Implement a reliable, secure video conferencing system that can be accessed in the office and remotely without a problem.
• Implement secure, reliable telephony. An office phone is still an essential tool for employees. Some workers are more comfortable communicating by phone, while others, whether neurodivergent or neurotypical, prefer text or email. And those who work with clients absolutely must have a phone. Today’s Voice over IP softphones have a range of features, including text messaging, video calls, integration with email and calendar, and more.

Knowledge management

• Provide employees with a Learning Management System. Not only is an LMS helpful for compliance with diversity training and harassment training, but it can also be used for employee skills training.
• Learn about your employees’ skills and abilities. Neurodivergent individuals have so much to offer to companies, but often, they’re stuck in a job that requires few skills and has no opportunity for growth. Train managers to recognize and support employees’ knowledge and skills and to help them set and achieve personal career goals.

Incorporating neurodiversity into Inclusive Dynamic Workplace Design™

Let’s get back to what doesn’t work for neurodivergent workers or any of your workers. Thoughtless planning, snap decisions, and a lack of commitment to adequately implementing an office plan that doesn’t just hurt your bottom line and employees are problematic.

In the office, neurodivergent employees need an environment where they can focus and minimize distractions. This may mean accommodating employees with a cubicle with higher sides than other employees’ desks in an open-plan office. Or, it may mean creating a rest space with low light and few stimuli (skip the music, video games, TV, or clutter) where any employee can go and take a break.

In a hybrid environment, where employees spend part of their workweek at the home office, help employees create a focused work environment. For example, a company can reimburse employees for ergonomic desks and chairs, decorations, and items that enable them to focus. Options could include free-standing screens to help partition off their home office work area, which is helpful in small apartments and when they must share a work area with their spouse or roommate.

I understand how companies may feel it’s an extra expense (decorations?) that they don’t need to reimburse. Remote workers could be given a stipend of a set amount that the company finds reasonable. Consider how much corporations save now that they are selling their office buildings to move towards remote workers. Use some of those savings to support remote employees.

This article is an introduction and a way to start thinking about your company’s office design. With such a large, often unknown, quantity of neurodivergent individuals in the workforce, updating your office to support neurodiversity can help the entire team succeed. And you don’t necessarily have to make considerable changes to the existing office design — just consider making changes with empathy for the employees who drive the company’s overall success.

Frequently Asked Questions

What makes a workplace neurodivergent-friendly?

A neurodivergent-friendly workplace gives employees options for how and where they work. That can include quiet areas, reduced sensory distractions, flexible work arrangements, accessible technology, clear communication systems, and spaces for both focused work and collaboration. The goal is to create an environment where different ways of thinking, processing information, and working can succeed.

How can workplace design support neurodivergent employees?

Workplace design can support neurodivergent employees by reducing unnecessary sensory and organizational barriers. Quiet workspaces, comfortable lighting, ergonomic furniture, reliable technology, flexible communication options, and access to low-stimulation areas can make it easier for employees to focus, regulate stress, and perform effectively.

What is Inclusive Dynamic Workplace Design™?

Inclusive Dynamic Workplace Design™ is an approach that looks beyond the physical office to consider the full employee experience. It includes workspace design, technology, hybrid work, employee learning, knowledge management, psychological safety, and workplace culture so that employees with different needs and working styles can succeed.

Photo Credit: Ridofranz /iStockphoto Standard License

References

[a] Villalón, Cristina (2018), 6 Office Design Trends That Will Keep Employees Happy In 2018. https://www.alvarezdiazvillalon.com/blog/7-office-design-trends-for-2017-that-will-make-everybody-happy

[b] Bank of America (2022). Neurodiversity in the Workplace: Building Toward a More Inclusive Future of Work. https://business.bofa.com/content/dam/flagship/workplace-benefits/id20_0905/documents/neurodiversity.pdf

[c] Sharma, Dhiraj (2021). Create Great Employee Experiences by Building Dynamic Workplaces. https://www.cmswire.com/employee-experience/create-great-employee-experiences-by-building-dynamic-workplaces/

[d] MMoser Associates. Workplace neurodiversity: designing for difference. https://www.mmoser.com/ideas/workplace-neurodiversity-designing-for-difference/)

[e] Shepherd, Claire (2022). Five detailed ways to design an office for neurodiversity. https://www.fastcompany.com/90762205/five-detailed-ways-to-design-an-office-for-neurodiversity

Neurodiversity Definition

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, for example, I am referring to creating a diverse workforce representative of the broad spectrum that exists when it comes to ways of thinking, processing information, communication, and learning. Some employees may be “normal” or neurotypical while others may have ADHD, Dyslexia, Autism, or trauma impacted ways of thinking. I am not referring to any particular label or diagnosis, but rather, the concept of an environment where a diversity of minds coexist.

Neurodiverse: This word is pretty much the same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse.

Be careful though, because you should never describe a person as being neurodiverse. Individual people should be described as neurodivergent.Neurodivergent: This word describes an individual whose way of thinking falls outside of society’s defined version of normal. Oftentimes you will see it abbreviated as ND.

Many times, neurodivergent people will have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or simply a unique way of thinking that may not have a specific diagnosis.

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Does your team seem a little unfocused, less productive, or stressed out? Changing the rhythm of the workday can help employees feel recharged and better focused. A team-building exercise or another type of group activity can really help.

Team-building is essential, especially for neurodiverse employees who may have difficulty building a social rapport with their colleagues. But traditional team-building exercises can cause extra anxiety for neurodiverse teammates. Here are some group activities that can benefit everyone on the team.

Think/Pair/Share

Add this exercise to meetings that run longer than usual or where much information is being imparted. Have employees think about the information you want them to process and understand for a few minutes. Then have them pair up (or even triple up) and share their thoughts about the information with each other. This is a social activity that enables both neurodiverse and neurotypical employees to speak with their peers without fear of judgment.

Tell a story, then discuss

People remember stories — they are stored in long-term memory and can quickly be recalled. That’s why speakers frequently open their talk with a story because it engages the audience while making a point about the topic to be addressed. Because a story has a beginning, middle, and end, it creates a pattern the mind can follow. It also helps employees engage with the discussion once you’ve completed the story (or reached a point where discussion is helpful).

Pattern out problems and solutions

Patterns are helpful for all employees, but especially for neurodiverse workers. It helps them associate concepts with visual images. Uncover all of the whiteboards in the meeting room. Set out colored markers and pencils. (If your team is meeting online, have everyone pull up OneNote, Google Docs, or another group-enabled app.) Discuss the problem at hand, and encourage colorful and artistic note-taking. Designs might include colored graphic organizers, grouping and classification charts, and sequence charts, including timelines and workflows.

Note: As the meeting leader, you may need to help start things by associating concepts with visual images. Include diagrams, tables, outlines, etc., when presenting new information to your neurodiverse team. After introducing new ideas, concepts, or challenges, ask the group to visualize how various statements relate to each other and draw a graph, chart, picture, or some other representation of the material.

Tongue twisters

This is a great starting exercise to get everyone relaxed and focused. Tongue twisters increase the activity of brain cells in Broca’s area, which controls speech articulation. Create tongue twisters–they can be random, fun tongue twisters or designed to review material the team needs to remember. This exercise can be combined with the Think/Pair/Share exercise: Have a contest to see which team pair can come up with the best tongue twister! Not only will your team be laughing, but they will also remember critical information.

Structured virtual happy hour

This is a variation of a popular “Zoom party” or happy hour. The difference is that it’s structured so neurodiverse employees can participate and socialize without struggling to connect. Set a date and time for the happy hour and where it will take place (online via Teams or Zoom or in person at the office). Include a structured schedule in the invite — what time it starts and ends, and key activities.

One key activity in a structured happy hour is “getting to know you.” Before the event, send an email explaining that during this activity, each person will get to answer one or two pre-set questions about themselves. During the activity, assign one person to ask the questions of each participant. This structure gives neurodiverse employees time to prepare and think about their answers before the activity begins.

Consider other supportive activities like combining Trivial Pursuit with a Think/Pair/Share — employees can support each other to come up with answers.

Meaningful involvement is important to every employee, both neurodiverse and neurotypical. Supportive group exercises that encourage workers to help each other learn and understand new information and that build a sense of camaraderie can make the workplace a positive environment. It can help stimulate creativity and improve productivity. And it can help employees build lasting connections with each other.

Frequently Asked Questions

What are good team-building activities for neurodiverse teams?

Good team-building activities for neurodiverse teams provide structure, clear expectations, and more than one way to participate. Activities such as Think/Pair/Share, visual problem-solving, structured discussions, and planned social activities can help employees connect without putting unnecessary pressure on spontaneous social interaction.

How can managers make team-building more inclusive for neurodivergent employees?

Managers can make team-building more inclusive by explaining activities in advance, providing clear instructions, avoiding forced participation, and giving employees time to process before responding. Structured activities can help neurodivergent employees participate more comfortably while still encouraging collaboration and relationship-building across the entire team.

Why is structure important in group activities for neurodiverse teams?

Structure reduces uncertainty by helping employees understand what will happen, what is expected of them, and how they can participate. This can reduce anxiety for some neurodivergent employees while also making meetings and team activities more focused and productive for everyone.

Photo Credit: innovatedcaptures /IStockphoto Standard License

Susan is a recognized authority in the learning and collaboration space. Her ‘lived experience’ as a neurodivergent, combined with her three-plus decades in the field of learning disabilities and neurodiversity, uniquely qualifies her as an expert in this field. Because she understands the struggles of someone whose brain is wired differently, she is passionate about creating a world that empowers and values neurodivergent talent.

Neurodiversity Definition

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, for example, I am referring to creating a diverse workforce representative of the broad spectrum that exists when it comes to ways of thinking, processing information, communication, and learning. Some employees may be “normal” or neurotypical while others may have ADHD, Dyslexia, Autism, or trauma impacted ways of thinking. I am not referring to any particular label or diagnosis, but rather, the concept of an environment where a diversity of minds coexist.

Neurodiverse: This word is pretty much the same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse.

Be careful though, because you should never describe a person as being neurodiverse. Individual people should be described as neurodivergent.

Neurodivergent: This word describes an individual whose way of thinking falls outside of society’s defined version of normal. Oftentimes you will see it abbreviated as ND.

Many times, neurodivergent people will have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or simply a unique way of thinking that may not have a specific diagnosis.

CLICK HERE to learn how to Maximize Success in YOUR workplace!. Bring Susan to your organization!

The post 5 Team-Building Activities for Neurodiverse Teams appeared first on Susan Fitzell.

Managing a neurodivergent employee — someone with autism, dyslexia, ADHD or another diagnosis — can be a perplexing challenge. Each neurodivergent employee is an individual with their own unique set of skills and challenges. Some have trouble retaining information, and others have trouble focusing, and so on. How do you, as a manager, help neurodivergent employees meet their goals successfully?

Empathy is an important skill for managers, especially when one or more of their team members is neurodivergent.

Determine whether you need to adjust the process to accommodate the employee.

Neurodivergent people often process information differently and, therefore, may approach a task from a different angle or at a different stage of the process. Find out as much as you can about how employees address specific tasks and what they understand about the tasks they are assigned. Then, adjust the process where possible.

What would this adjustment look like? 

Approach the employee with curiosity and a positive willingness to listen to their approach to a process, task, or situation. Genuinely show interest and empathy in the interaction. It’s amazing what you can learn about employees when you take the time to listen to their take on their job and related tasks. These divergent thinkers who do things differently may astound you with how their process may be even better than the status quo way of getting the work done.

One of my clients had an engineer who was smart and capable but who was not filling out the required reports on time. The problem was not willful noncompliance by the employee. We determined that the employee had trouble remembering sequential instructions and could not access and use the reporting system very well. Additional hands-on instruction and a written “cheat sheet” helped resolve the problem. The manager was able to extend the reporting deadline so that the employee could file their reports correctly.

How does the employee best retain information?

For example, a person with ADHD or in the autistic spectrum may have trouble listening to and recalling verbal instructions, especially if they are complicated or have several sequential steps. A written recap with step-by-step instructions is extremely helpful. For some employees, a video recap from a zoom meeting or screen capture video “How to” instructional session would be invaluable.

Some employees remember details better when they are shown the task or when they perform the steps under instruction. Have a team member work directly with them to walk through the task a few times. Record the tutorial so it can be accessed by the employee for review later.

Is anxiety hampering employee performance?

One client I work with has an employee who is brilliant but who has trouble delivering information to an audience of any size — be it in a team meeting, a large conference room, or at an event. Another client has employees who get overwhelmed when presented with a large project or a large task outside their normal, daily work.

How to minimize anxiety

To reduce their anxiety, help them prepare, whether it’s for a presentation or achieving a specific goal.

• Break down the project into smaller, easily achievable steps. Give each step a mutually agreed-upon deadline.
• Communicate by sending a recap each week (or each day, if necessary) of the goal, the steps they have already completed, and the next step on the list.

For presentations, hold a rehearsal, or two, or three! There’s a reason why actors rehearse plays for months before a performance. Presenters need to rehearse, too.

• Have the employee present in front of one person. Then, have them present in front of the team.
• Go over scenarios that may happen during a presentation and determine how to handle each potential scenario. What if the microphone cuts out? What if the projector doesn’t work that day? What if a moderator asks a curve ball question — how do they field that?

Most importantly, listen to your employees. Often, they can see a different way to approach a problem or task and get the same result. If they know that they can explain this to you, without judgment or being told they must do things exactly the way they are originally laid out, then they’ll be much more confident in telling you when there’s an issue. When you work with them to find a solution, they’ll feel respected and seen, and that their contribution to the team makes a difference. It’s an absolute win-win when you approach goal-setting with an open mind, open ears, and real empathy.

Photo Credit: BalanceFormcreative, iStockphoto standard license

If you enjoyed this article, join my email list to access all of my free neurodiversity in the workplace guides, including my eBook “Neurodiversity in the Workplace; Things to consider before you jump on the bandwagon. ”

Susan is a recognized authority in the learning and collaboration space. Her ‘lived experience’ as a neurodivergent, combined with her three-plus decades in the field of learning disabilities and neurodiversity, uniquely qualifies her as an expert in this field. Because she understands the struggles of someone whose brain is wired differently, she is passionate about creating a world that empowers and values neurodivergent talent.

Sources:

https://www.fastcompany.com/90763953/these-management-changes-for-neurodivergent-employees-make-work-more-accessible-for-everyone

https://www.neurodiversityhub.org/resources-for-employers

Neurodiversity Definition

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, for example, I am referring to creating a diverse workforce representative of the broad spectrum that exists when it comes to ways of thinking, processing information, communication, and learning. Some employees may be “normal” or neurotypical while others may have ADHD, Dyslexia, Autism, or trauma impacted ways of thinking. I am not referring to any particular label or diagnosis, but rather, the concept of an environment where a diversity of minds coexist.

Neurodiverse: This word is pretty much the same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse.

Be careful though, because you should never describe a person as being neurodiverse. Individual people should be described as neurodivergent.

Neurodivergent: This word describes an individual whose way of thinking falls outside of society’s defined version of normal. Oftentimes you will see it abbreviated as ND.

Many times, neurodivergent people will have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or simply a unique way of thinking that may not have a specific diagnosis.

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

The post Goal-setting with Neurodivergent Employees appeared first on Susan Fitzell.

How the Law Supports a Neurodiverse Workplace

There are countless reasons why it’s a good idea to create more neurodivergent-friendly workplaces. Research has proven that a neurodiverse workforce increases productivity and gives businesses a creative cutting edge by harnessing the entire spectrum of human thought processing.

There is, however, one really important factor that a lot of people in the neurodiversity movement tend to skip over.

The law.

Obviously, neurodiversity initiatives implemented out of awareness and a spirit of inclusion are ideal. But the fact of the matter is that if you don’t have them, you may be unintentionally violating your neurodivergent employee’s rights under the Americans with Disabilities Act (ADA) of 1990. And if you happen to be a company that works with the federal government through contracts, you are also held to the requirements laid out in the recently added (2014) Section 503 of the Rehabilitation Act of 1973. More recently, President Biden issued Executive Order 14035, laying out ways for increasing diversity, equity, inclusion, and accessibility (often referred to by the acronym DEIA), for those who work for the federal government itself.

So what do these laws say about legal accommodations for neurodivergent workers? What legal requirements exist to encourage neurodiverse workplaces?

Protecting Neurodivergent Workers: What does the Law Say?

I really don’t like complicated legalese. But, some things are worth knowing.

Section 503 states, “… the party contracting with the United States shall take affirmative action to employ and advance in employment qualified individuals with disabilities.”

The intention of this law is to help close the gap between employed and unemployed disabled workers. For the businesses that fall under the domain of section 503, they should have a stated goal for 7% of their workforce to fall into the “disabled” category, and a verified affirmative action system in place to help meet this goal. Compliance with this law is necessary if a company wants to get a contract with the federal government.

The ADA, which is broader and serves as a protection for all disabled Americans, is not quite so easy to quote. To keep it brief, it basically states that Americans with disabilities have a right to “reasonable accommodations,” not only to do their job, but also to the interview process to get that job, and to “enjoy equal benefits and privileges of employment.”

But wait a minute… I feel like there is something here that needs to be clarified before we go any further.

Neurodivergent people are not necessarily disabled, right? Neurodivergence isn’t a disability. I have said it time and again.

But, and this is a very big BUT…

It cannot be denied that neurodivergent conditions create certain difficulties for those trying to make their way as independent adults in a neurotypical world. This is especially true when trying to hold down fulfilling employment. This is why the protection of the ADA is so important to the neurodivergent community.

For legal reasons, the ADA defines a disabled person as someone who:

• “Has a physical or mental impairment that substantially limits one or more major life activities;”
• “Has a record of such an impairment; or”
• “Is regarded as having such an impairment.”

Under the law, neurodivergence may be considered a disability because it falls under the category of “mental impairment.” Divergent thinkers, depending on their circumstances, are protected by the ADA and have the right to “reasonable accommodations.”

Universal Accommodations: Be Compliant with the Law through “Accommodations” for Everyone

I have spoken to many business leaders who balk at the idea of implementing a “Neurodiversity Inclusion Plan”. They immediately see red tape, paperwork, and a reworking of their entire HR system. There is an unfortunate misconception that welcoming and accommodating neurodivergent employees is complicated.

I am happy to tell you that this is not true.

There is one simple and single-handed way to make sure your company is in complete compliance with all the laws protecting neurodivergent workers: create a company culture (and the policies to support it) where accommodations once reserved for certain individuals are universal. I like to call this Dynamic Workplace Design.

Neurodiversity initiatives should have the goal of making every individual worker feel safe, accepted, and supported in their work environment.

If you are going to offer noise-canceling headphones for one worker, why not make them available for everyone?

If you are going to create workspaces that limit sensory stimulation for sensitive individuals, ask yourself if it is possible to extend that option to any employee that may benefit from that kind of workspace.

This being said, if a neurodivergent worker does need to request a specific accommodation, they have a right to do so under the ADA. This requires them to disclose their condition. The employer must authorize the requested accommodation unless it would create unreasonable hardship for the company. In that case, it is recommended that an alternative arrangement be made that both meets the employee’s needs and is within the reasonable capabilities of the company.

The thing is, most neurodivergent workers rarely choose to reveal their divergent condition. This is especially true in the workplace, where stigma, misunderstandings, and prejudice against divergent thinkers are particularly common and have dire consequences. It may only be when problems arise, and an employee feels backed into a corner, that they decide to reveal their diagnosis and ask for accommodations.

At this point, there may be conflict between the worker and management. This could lead to allegations of discrimination and potential legal actions.

Complicated situations like these can be avoided by intentionally creating a company culture that values neurodiversity in both words and actions. Universal “accommodations” are an easy way to avoid red tape, legal complications, and unnecessary paperwork by making sure your entire workforce feels supported and empowered.

Self-Disclosure: Why it’s Important for Compliance with the ADA and Section 503

One of the fundamental pillars of the ADA and Section 530 is confidentiality. All workers who disclose their neurodivergent condition in order to request accommodations or participate in affirmative action type hiring programs must be able to trust that their medical information will be held in strict confidence.

There are countless reasons why divergent thinkers may opt to never self-disclose their neurodivergent condition. One of these is the fear of being called out publicly for their “differences” and held up as an “example” of the company’s neurodiversity initiatives. This can be humiliating. For those who have carried the weight of a stigma-laden label around for their entire school lives, the workplace can serve as an opportunity to leave that baggage behind. Many divergent thinkers prefer to stay in the shadows, mask, and pass as neurotypical to the best of their ability.

When workers refuse to self-disclose their condition, it can create some potential problems. Companies may struggle to meet that 7% goal as laid out by Section 503. Without self-disclosure, there is no way to measure the success of neurodiversity initiatives. This makes it difficult to monitor and track progress when it comes to an organization’s DEIA programs.

How can a company promote self-disclosure by neurodivergent workers?

• Have clearly defined policies that respect absolute confidentiality.
• Promote a company culture free of bullying, stigma, or shame surrounding accommodations and neurodivergence.
• Offer accommodations to all, through Dynamic Workplace Design, without the requirement of self-disclosure.
• When on-boarding new employees, encourage them to voice their needs early on and educate them about the procedures and policies surrounding voluntary self-disclosure and accommodation requests.
• Appoint a dedicated accommodations officer, allowing employees to voice their needs to someone other than their immediate supervisor or manager.

Self-disclosure by neurodivergent workers benefits businesses when it comes to meeting diversity and inclusion targets. And if complying with Section 503, it’s required by law. So why not create a work environment where divergent thinkers feel safe, supported, and inspired to reveal a very private part of their identity.

Best Practices to Protect the Rights of Neurodivergent Workers

In addition to all the steps I outlined above, there are some complementary actions that can be taken to guarantee compliance with the law while going above and beyond to create a neurodivergent-friendly workplace.

1. Conduct an annual internal audit to determine the success of your neurodiversity initiatives. Is your business in compliance with its own policies?
2. Reach out to state and local advocacy organizations. How can they help you create a more neurodiverse workplace?
3. Review for pay gaps. Are your neurodivergent workers earning less than their neurotypical counterparts?
4. Create an employee resource group made up of neurodivergent workers and allies to promote inclusion, equality, and advocacy in the workplace.
5. Take advantage of public resources such as JAN (Job Accommodation Network) and EARN (Employer Assistance and Resource Network on Disability Inclusion) when you need assistance or advice on accommodations or legal matters.

Protecting the Rights of All Workers

Slowly but surely, as our understanding of the human mind evolves, society is learning to leave harmful stereotypes in the past. Understanding is beginning to replace stigma. Empathy is overtaking judgment. But it is still an imperfect world, and the protections provided by the ADA and Section 503 continue to be necessary to protect the rights of workers, especially those with seemingly invisible disabilities.

Where Dynamic Workplace Design and universal accommodations are a reality, the law becomes an afterthought. Legal compliance is a natural consequence of a work environment and company culture organized to respect the unique needs of every employee.

Resources and Recommended Reading

Leen, Craig E. Neurodiversity and the Law: A Beginner’s Guide to Workplace Compliance. A course offered by Lawline, Production Date, Dec. 13, 2021. Retrieved April 5, 2022 from <https://www.lawline.com/course-center/neurodiversity-and-the-law-a-beginners-guide-to-workplace-compliance-2/on-demand>

Neurodiversity and Psychological Safety at Work

Neurodiversity Definition

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, for example, I am referring to creating a diverse workforce representative of the broad spectrum that exists when it comes to ways of thinking, processing information, communication, and learning. Some employees may be “normal” or neurotypical while others may have ADHD, Dyslexia, Autism, or trauma impacted ways of thinking. I am not referring to any particular label or diagnosis, but rather, the concept of an environment where a diversity of minds coexist.

Neurodiverse: This word is pretty much the same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse.

Be careful though, because you should never describe a person as being neurodiverse. Individual people should be described as neurodivergent.

Neurodivergent: This word describes an individual whose way of thinking falls outside of society’s defined version of normal. Oftentimes you will see it abbreviated as ND.

Many times, neurodivergent people will have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or simply a unique way of thinking that may not have a specific diagnosis.

Photo by Tingey Injury Law Firm on Unsplash

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

The post Legal Accommodations for Neurodivergent Workers appeared first on Susan Fitzell.

Diversity of thought may be silently lurking – Give it a voice

A common excuse I hear against creating a more diverse workplace is that it is simply more work. However, this is true whether we are talking about culture and gender diversity or neurodiversity in the workplace. When we have different individuals working together, new challenges arise. 

Diversity requires businesses to identify areas of conflict and propose solutions. Building an inclusive workplace culture is an investment in time, energy, and resources.

However, for the issues that may occur, neurodiversity in the workplace brings a lot of advantages. Cognitive diversity improves creativity and problem-solving. People who think in different ways may see inefficiencies and better ways of doing things. 

I recently spoke with Gregg Gregory on his podcast The Teamwork Advantage about the importance of neurodiverse teams and how to nurture them.

So, what can businesses and managers do to hire more neurodivergent people and create a workplace that allows them to thrive?

Hiring Practices that Attract Neurodivergence

Many traditional hiring practices do not accommodate people with neurodivergence, or only accommodate those who have learned to mask their neurodivergence. Masking is the ability to act like a neurotypical person in social settings. This behavior is often learned while young to fit in with peers.

Traditional hiring practices are tailored to people with neurotypical brains. They require a good grasp of social norms to succeed. In-person interviews, for example, require a lot of eye contact and positive body language. It also requires the interviewee to read between the lines and address the subtext of a question along with the actual question. These practices would rule out some candidates with Attention Deficit Disorder with Hyperactivity (ADHD) or autism, regardless of how capable they are for the actual role.

The practice of asking for a resume or cover letter may also eliminate neurodivergent people. It is an obvious barrier for people with dyslexia, but other neurodivergent groups may also struggle to know what to write. Unless they get professional help to write these documents, they may not even make it through the process to get an interview.

Currently, companies in the finance and technology sectors are recognizing that neurodivergent people have a lot to offer. They see things in a completely different way than neurotypical people, which leads to a lot of innovation. I think part of this is because of successful examples of neurodivergent people like Elon Musk, Bill Gates, and Richard Branson. 

Companies that are looking to hire neurodivergent employees haven’t dropped traditional hiring practices, but they have added processes that allow them to better assess the suitability of candidates. In many cases, they ask candidates to complete mini-projects or solve problems to see their abilities. This is a win-win situation for companies because they are hiring people who can do the job, not just people who fit the neurotypical mold.

Fostering Neurodiversity in the Workplace

Hiring a neurodiverse team is only part of the process. Companies also need to create an atmosphere where neurodivergent people feel safe and comfortable. Without this, your neurodivergent team members will not thrive, or worse, they may face hostility from colleagues or managers.

I like to look at the pandemic as an example of what happens when companies accommodate the needs of their employees. Before the pandemic, corporate culture was adamant that employees needed to be in the office to achieve peak productivity and collaboration. It was thought that allowing employees to work from home would cost too much in terms of productivity, system management, and company culture.

But when the world was forced to work from home, we discovered that wasn’t the case. Companies that loosened the reins and were open to different ways of working thrived during the pandemic. So, for companies who wonder how best to support neurodivergent workers, the answer is, the same way you supported workers during the pandemic. Let your team tell you how they work best, be open to trying different things.

It is not just people with autism, ADHD, or sensory processing disorders who will benefit. Taking a flexible approach to the workplace will benefit all your employees. It will help people with different learning preferences, different social capacities, and even those experiencing stress to have a better workplace experience. Discussions around working styles and needs will help your team become more sensitive to each other’s needs.

A great example of this is Ultranauts Inc., a software testing company that employs many autistic people. All new hires are given a BioDex, A user manual for every teammate, that introduces them to their new team members. Included in the BioDex is data about preferred working styles and communication methods to ensure a harmonious work environment. 

This kind of initiative not only helps neurodivergent team members, but neurotypical team members also benefit from people communicating with them in their preferred manner.

An employee user’s manual is a great step in promoting the cultural change that is necessary to successfully create a neurodiverse team. It provides opportunities for people to consider their work preferences and understand that others may have different inclinations. So, when someone with a sensory disorder needs to wear earbuds or headphones at work to concentrate, it is less likely to cause offense to other team members. It also opens the door for neurotypical employees to be able to use noise-canceling headphones when they need to concentrate; open-plan offices aren’t conducive to deep focus.

Innovation in the Working Environment

Being open to creating a workplace that is conducive to the needs of neurodivergent employees means understanding that people work best in different ways. While it’s important to have conversations about how to make workplaces more inclusive to neurodivergent people, these conversations are futile when C-Suite executives promote a “one size fits all” approach to workplaces. Even neurotypical people don’t all work in the same way. Extroverts may thrive in open-plan offices, while introverts would prefer more privacy. Visual learners may struggle in verbal brainstorming meetings, while auditory learners may thrive.

By empowering employees to discuss their individual needs, businesses can create a workplace where workers can reach their full potential. Think about it; an introvert is never going to be able to do their best work in an open-plan office when people keep stopping by their desk to “pick their brain.” But if they had the ability to tailor their work environment to their needs, they could improve their output. It doesn’t require renovations or expensive tools. An introverted employee could discuss working from home when they need to or wearing headphones in the office when they need more focus. They could discuss their communication preferences with colleagues and ask them to email instead of stopping by.

Yes, these culture shifts make the workplace accessible to neurodivergent people, but they also result in an overall happier, more productive workforce. Cultivating a neurodiverse team should not be viewed as disruptive or too much work; it is a win for everyone involved.

Neurodiversity Definition

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, for example, I am referring to creating a diverse workforce representative of the broad spectrum that exists when it comes to ways of thinking, processing information, communication, and learning. Some employees may be “normal” or neurotypical while others may have ADHD, Dyslexia, Autism, or trauma impacted ways of thinking. I am not referring to any particular label or diagnosis, but rather, the concept of an environment where a diversity of minds coexist.

Neurodiverse: This word is pretty much the same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse.

Be careful though, because you should never describe a person as being neurodiverse. Individual people should be described as neurodivergent.

Neurodivergent: This word describes an individual whose way of thinking falls outside of society’s defined version of normal. Oftentimes you will see it abbreviated as ND.

Many times, neurodivergent people will have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or simply a unique way of thinking that may not have a specific diagnosis.

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

The post How to Cultivate Neurodiversity on Workplace Teams appeared first on Susan Fitzell.

Ask any non-profit, and they will tell you — one of their biggest challenges is recruiting and retaining a dedicated team of volunteers. Between limited resources for recruitment campaigns, the time constraints of your volunteers, burnout, personality differences, and on and on… it can be hard to find the help you need.

There are simply not enough people to do all the work that requires doing. And those who are doing the work, showing up out of sheer dedication to their chosen cause, need to be supported.

So the questions arise, time and again. How do we support the volunteers we already have, so they stick around? How do we attract new volunteers? And one of the questions often thought, but rarely voiced aloud, is how do we work to mitigate personality differences and create competent teams?

I’d like to suggest a novel idea.

Embrace neurodiversity. Seek out neurodivergent volunteers.

Neurodiversity: the Rising Superpower of Business

Neurodivergence is how we describe those neurological conditions that cause people to perceive and interact with the world in a way that may seem different or “off” to a neurotypical person. A neurodivergent person has usually been diagnosed with a condition such as autism, dyslexia, ADHD, or dyspraxia. This term also covers conditions traditionally associated with mental health disorders, such as obsessive-compulsive disorder (OCD) or anxiety. Neurodivergence can also result from traumatic brain injury.

Neurodivergent individuals make up a sizeable portion of the human population. As of 2017, the CDC estimates that over 2.2% of the adult population in the US falls somewhere on the autism spectrum (Dietz, Rose, McArthur, 2020). In 2016, the estimate was that 9.4% of children in the US have ADHD, over 3 million of whom were adolescents at the time and are now adults (Danielson, Bitsko, et. al, 2018).

I could go on and on with the stats for each neurodivergent condition, but I think you get the idea.

There are a LOT of neurodivergent individuals in the world. Some organizations estimate that up to 30% of the human population falls within the boundaries of a neurodivergent diagnosis.

It’s true that many neurodivergent people are seriously impaired by their conditions. It is also true, however, that many divergent thinkers are competent individuals, fully capable (and in some cases more capable than most) of solving problems, managing their lives, and being productive members of society.

A fascinating and revolutionary movement is taking place in the modern workforce. More and more businesses are recognizing the potential of these neurodivergent individuals. Hiring practices are becoming more equitable, opening the door to those who previously would have never made it past an interview. The workplace environment is becoming more inclusive as companies realize that “accommodations” should be universal, and for the benefit of their entire workforce. Slowly but surely we are seeing the tide change as businesses recognize and embrace the unique talents of the neurodivergent community. As a result, they are transforming their workplaces into neurodiverse communities of workers where all abilities have the opportunity to shine.

The results are noteworthy. Creativity and out-of-the-box thinking increase innovation and productivity. Diverse and inclusive workplaces foster employee loyalty. It’s a win-win situation for everyone.

So why not embrace neurodiversity in volunteerism?

Volunteerism and Neurodiversity: Solving Problems Together

When a non-profit group embraces neurodiversity in their volunteer program, they create a lasting impact that goes above and beyond the organizational mission.

Most importantly, neurodiversity initiatives allow organizations to solve some of the most pressing challenges that impact volunteer programs.

How Neurodiversity Initiatives Benefit Volunteer Programs

There are certain problems common to volunteer programs the whole world over. Here’s how your organization will benefit by adopting a neurodiversity initiative, or simply embracing an attitude of awareness and inclusivity towards neurodivergent volunteers.

Challenge #1: Finding Volunteers.

As multitalented as neurodivergent people are, as a demographic, they are still plagued by unemployment and underemployment. What does this mean for non-profits? That there is an entire talent pool of highly motivated and creative individuals itching to find productive work or your volunteer program to tap into.

Connect with state and local neurodivergent advocacy groups to advertise available volunteer positions.

Your organization can provide invaluable opportunities for divergent thinkers to practice job skills and build their resumes through meaningful work.

Challenge #2: Retaining Volunteers.

Volunteer retention is a challenge that most organizations know all too well. Too few people doing too much work leads to burnout.

More volunteers mean less burnout. Less burnout means greater retention.

Retention can also be improved specifically by working with neurodivergent volunteers, who have a tendency to be loyal and dedicated to their jobs. This has been proven to be true in the paid workplace, where the turnover of neurodivergent workers is incredibly low.

Challenge #3: Access to Specialized Skills

Sometimes an organization does not have the money to contract highly skilled workers to help with specialized jobs such as programming, data collection, data monitoring, or systems analysis, to name a few.

Many divergent thinkers possess specialized skills such as these that they would be more than happy to put to work for a good cause.

Neurodiversity Initiatives and Volunteer Programs: Things to Keep in Mind

Now that you’re on board with neurodiversity and volunteerism, I want to take a moment to discuss some potential complications that may arise, and more importantly, how to mitigate them before they present a problem.

Real inclusivity goes beyond simply welcoming divergent thinkers to your volunteer team. Any neurodiversity initiative needs to be backed up by education and awareness within the organization.

Complication #1: Interpersonal communication and relationships.

Neurotypical people have certain expectations about how to interact with others. Direct eye contact, a firm handshake, and maybe an easy-going conversation are par for the course. These behaviors may present a challenge for neurodivergent individuals. For some, they may be downright impossible.

This can lead to misconceptions that the volunteer is “rude” or “disrespectful.” Some might judge them for being “stuck up” or complain that they are “too introverted” or “talk too much.”

Solution: Check your expectations. Be flexible. Educate yourself, the staff, and other volunteers.

Is it really necessary that the volunteer be a good communicator to fulfill the role they are there for?

Learn about the distinct ways that neurodivergence can impact the ability to communicate and form relationships. Discover the preferred communication methods of each neurodivergent volunteer. Leave personal judgments at the door.

Complication #2: Microaggressions and Bullying

It can be difficult for a neurotypical to adapt to the unique character traits of a neurodivergent volunteer. This is particularly common when people have blind spots and are unaware of the stereotypes and judgments they carry about people with divergent conditions. This could result in frustrations that lead to misunderstandings, volunteers leaving their positions, or worse; microaggressions, and bullying.

Volunteers need a confidential way to report these situations. Psychological safety for every individual needs to be a priority for your organization.

Solution: Offer neurodiversity training and awareness programs for all volunteers and staff. Create an internal system that allows volunteers to report bullying.

Creating an organizational culture that values divergent thinkers and respects their differences is fundamental for their successful assimilation into the volunteer workforce. They need to feel supported and valued.

Complication #3: Accommodations.

Much like accommodations are occasionally necessary in the paid workplace, they may also be required in a volunteer situation. Some neurodivergent workers have sensory sensitivities. Others may have distractibility or focus issues. Others still may have communication needs that fall outside the realm of “normal”. Circumstances like these may require a little rearranging of the work environment to allow the volunteer to thrive and complete the work they signed up to do.

In a non-profit or volunteer situation, this may be difficult. Resources may be scarce, and there might not be money available to adapt the work environment to the needs of individual volunteers.

Solution: Adopt the philosophy of Dynamic Workplace Design. This essentially means that “accommodations” are universal in nature and available to everyone in the organization.

When interviewing new volunteers, ask them what they need to work best. If they require noise-cancelling headphones, and they have some at home, encourage them to bring them in. If they work best from home, try to find them a role that can be performed remotely. If they don’t work well with groups, what tasks can they do on their own?

The goal is to make each volunteer feel welcome and valued for what they can bring to your organization. Take an individualized approach to discover their unique needs, and accommodate them the best you can.

Universal accommodations are good for everyone, but critical for those with neurodivergence.

Strengthen your Volunteer Program through Neurodiversity

Organizations that count on volunteers know just how valuable they are. They also know just how priceless the work they do is. Why not create an inclusive space where everyone is welcome to share their talents, whatever those may be? Embracing neurodiversity may be just what your program needs to find those volunteers it lacks.

All it takes to tap into this underutilized talent pool is a simple shift in mindset. I challenge you to set your preconceptions aside. Challenge the stereotypes you may have. Question the limits of what you thought was possible.

By welcoming neurodivergent workers onto your team of volunteers, you not only strengthen your organization—you will be proactively participating in the creation of a more inclusive world.

References and Recommended Reading

Danielson ML, Bitsko RH, Ghandour RM, Holbrook JR, Kogan MD, Blumberg SJ. Prevalence of Parent-Reported ADHD Diagnosis and Associated Treatment Among U.S. Children and Adolescents, 2016. J Clin Child Adolesc Psychol. 2018 Mar-Apr;47(2):199-212. doi: 10.1080/15374416.2017.1417860. Epub 2018 Jan 24. PMID: 29363986; PMCID: PMC5834391.

Dietz PM, Rose CE, McArthur D, Maenner M. National and State Estimates of Adults with Autism Spectrum Disorder. J Autism Dev Disord. 2020 Dec;50(12):4258-4266. doi: 10.1007/s10803-020-04494-4. PMID: 32390121.

Neurodiversity Definition

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, for example, I am referring to creating a diverse workforce representative of the broad spectrum that exists when it comes to ways of thinking, processing information, communication, and learning. Some employees may be “normal” or neurotypical while others may have ADHD, Dyslexia, Autism, or trauma impacted ways of thinking. I am not referring to any particular label or diagnosis, but rather, the concept of an environment where a diversity of minds coexist.

Neurodiverse: This word is pretty much the same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse.

Be careful though, because you should never describe a person as being neurodiverse. Individual people should be described as neurodivergent.

Neurodivergent: This word describes an individual whose way of thinking falls outside of society’s defined version of normal. Oftentimes you will see it abbreviated as ND.

Many times, neurodivergent people will have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or simply a unique way of thinking that may not have a specific diagnosis.

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

The post Embrace Neurodiversity in Volunteer Management appeared first on Susan Fitzell.

Mary, an Intensive Care nurse in the UK, is exceptional at identifying problems and formulating protocols to solve them.

And she has a secret.

She was diagnosed with Autism in her last year of nursing school. Like most nurses, her dream is to help patients and improve their lives. This diagnosis changed her self-perception. She started looking at herself differently. She feared the diagnosis of Autism would make it difficult for her to be accepted and valued. She worried that her would use her autism against her.

During her studies, Mary preferred to perform solitary tasks. This was difficult during her clinical days, which required her to interact with patients. She disliked being touched. Stimulation from bright lights made her anxious. Yet, with support from a local group for autistic people, she graduated with honors and was hired to work in the ICU of a major hospital.

Although excited to live her dream of being a nurse, the ICU environment presented new challenges for Mary. She had to deal with constant machine noise. Also, touching patients was part of the job.

Determined to succeed, she explained how she got through her shifts. “When I first started the job, I would play medical equipment sounds on loop to familiarize myself with the stimulus.”

No amount of familiarization, however, could help her deal with her intense reaction being touched. Most of her colleagues are huggers and the stress of masking her autism was wearing her down. Finally, shen one of her peers approached to hug her, she blurted out, “I don’t like hugging. I’m autistic.”

To her surprise, her colleagues were quite supportive. They understood her need not to be touched. They appreciated the contribution that Mary brought to the team and chose to accept and support her.

Neurodiversity in Nursing Is a True Benefit to Healthcare.

Different thinkers fall under the umbrella of neurodiversity. Examples of neuro cognitive differences might include autistic, dyslexic, ADHD, etc. Unfortunately, most neurodivergent (ND) nurses are in hiding because they fear the negative consequence of discloser.

Neurodivergents often experience difficulty in training and professional development. Creating a supportive learning space for individuals with neurodivergent cognition can help improve patient care, encourage career development, and provide more opportunities for ND individuals to highlight their capabilities.

Identifying Learning Gaps in Neurodivergent Student Nurses

In most universities, expectations are that students must achieve a certain level of competence to complete the course successfully. Conventional nursing programs are tailored to favor neurotypical systems of thinking and learning. Much of the curriculum is still delivered by lecture. This can be challenging for ND people who pursue nursing as a profession. We are all differently-abled in how we learn and process information. Yet, educators often teach to one type of learner. That learner can process auditory information delivered by lectures and memorize information to successfully to pass tests. This is not an indication of intelligence or potential. This is about how different brains take in and process information.

Nurse training primarily requires one to acquire knowledge in a classroom environment and apply this knowledge in the care of patients. Some programs are now offering virtual reality training to supplement traditional classes. For some autistics, virtual reality can be overwhelming. A colleague of mine said, “My brain can’t handle virtual reality. It makes me physically ill.” So, what alternative is available for students who can’t learn effectively through virtual reality?

Traditional teaching methods often fail ND students as their approach to learning and processing information is different. Consequently, with traditional teaching methods, a learning gap often widens and impacts the performance of these students. Some nursing programs assess candidates’ social skills in the clinical setting, which is problematic for students in the spectrum. It’s understandable that a good bedside manner be part of holistic education in nursing, however, not all nurses need social skills. Autistic nurses may be outstanding when given duties that don’t require bedside manners. Rather than focus on their deficits, why not focus on their strengths and place them where their skills are valued and needed?

Neurodivergent nursing students are expected to succeed under the same classroom conditions as their neurotypical counterparts. Sometimes, these students may require supports such as examination adjustments, assistive technology, and lecture capture to properly grasp key ideas. Research into the effectiveness of these supports has largely shown that, when provided, they can boost the learning abilities and prospects of neurodivergent students by more than 70%. Additionally, many supports that exist for students today largely ignore the social and sensory needs of the neurodivergent population.

According to a Coventry University analysis on existing literature, autistic nursing students believe that, in many universities in the UK, academic support has been largely sufficient, although non-academic support has been severely insufficient.

Mental Well Being in a Stressful Profession

For student nurses to be successful in their coursework or continuing professional development, they must identify their unique needs and prioritize their mental well being. This is especially true for those that learn differently. For those of us whose brains are wired differently, we need to figure out what works for us and become experts on how we learn.

Hiding in Plain Sight

Due to the need to conform to societal norms, many neurodivergent people mask their differences. For nurses, this may affect their transition from novice to specialist. Professional development in nursing involves transition in nursing practice, accommodating change, inter-professional relations, and career advancement as leaders and mentors. Without recognition of diversity and proper support, nurses may not achieve their full potential. This is a huge loss, especially now, when there is a severe shortage of licensed nurses and a mass exodus in the profession.

Creating a Culture that Promotes Neurodiversity in Nursing Professional Development.

Connie Harris, a Doctoral student at the University of Northern Colorado School of Nursing, finds that many ND nurses are at risk of not attaining the success which their neurotypical counterparts may achieve. This is largely due to the fact that most nurses will require continuous professional development and training and neurodivergent nurses may fail to access learning adjustments, making learning difficult. These difficulties, her research suggests, make it more difficult to undertake as much continuing education as may be required to reach maximum potential in their careers. In the same vein, professional training, conferences, and certifications must emphasize tolerance and support for neurodivergents in the workplace.

It is our collective responsibility to embrace neurodiversity. Using a variety of teaching strategies in nurse training can go a long way in reducing the gap that limits ND nurses from achieving their full potential. Understand that these instructional changes do not compromise the quality of training. They improve odds that a more cognitively diverse class of nursing professionals are prepared to meet the challenges faced in the field today. By embracing these changes, we can build a more empathetic culture that recognizes and elevates the value of diversity in the nursing profession.

Call Back to Mary’s Story

Mary’s story is not unique in the world of ND people. When we view neurodivergent people through a lens of their limitations, we fail to realize their unique capabilities. When we view them through the lens of their strengths, everyone wins. This is the difference between having a deficit mindset vs a gifts mindset.

References

Tips for Neurodiverse Nurses — Daily Nurse

Neurodiverse Nursing Stories |Neurodiverse RCN | Peer Support Service | Royal College of Nursing

Neurodiverse Nursing Stories |Neurodiverse RCN | Peer Support Service | Royal College of Nursing

Clouder, D. et al. (2020). Neurodiversity in higher education: A narrative synthesis. Higher Education, vol. 80, no. 4. Pp. 757–778. Accessed from the Coventry University Repository.

Harris, C. (2018). Reasonable adjustments for everyone: Exploring a paradigm change for nurse educators. Nurse Education in Practice. Vol. 33, Pp. 178–180.

Neurodiversity Definition

Neurodiversity: this term refers to a general diversity of minds. It includes people who are neurotypical and neurodivergent. When I talk about promoting neurodiversity in the workplace, for example, I am referring to creating a diverse workforce representative of the broad spectrum that exists when it comes to ways of thinking, processing information, communication, and learning. Some employees may be “normal” or neurotypical while others may have ADHD, Dyslexia, Autism, or trauma impacted ways of thinking. I am not referring to any particular label or diagnosis, but rather, the concept of an environment where a diversity of minds coexist.

Neurodiverse: This word is pretty much the same as neurodiversity, but should be used as an adjective. You can say, for example, that your workplace is neurodiverse.

Be careful though, because you should never describe a person as being neurodiverse. Individual people should be described as neurodivergent.

Neurodivergent: This word describes an individual whose way of thinking falls outside of society’s defined version of normal. Oftentimes you will see it abbreviated as ND.

Many times, neurodivergent people will have a diagnosis or label you may recognize, like autism, dyslexia, or ADHD. But neurodivergent people are also those with epilepsy, different kinds of brain trauma, or simply a unique way of thinking that may not have a specific diagnosis.

Photo Credit: Prostock-Studio

FREE DOWNLOAD: Neurodiversity in the Workplace: Things to Consider Before You Jump On the Bandwagon

Neurodiverse hiring practices can benefit any company in any industry and in more areas than most people realize. The investment has yielded greater patenting, innovation, process improvement, efficiency, and creativity not only in technology industries but also in industries that include investment banking, insurance, and mortgage banking.

This resource explains the term “neurodiversity” and describes the potential positive impact on your business that can come from including neurodivergent individuals in your workplace.

The post Neurodiversity in Nursing Training and Professional Development appeared first on Susan Fitzell.