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.

In my work to help businesses and educational organizations develop and implement strategies that optimize learning and productivity in a neurodiverse world, I have come to realize that there is quite a bit of confusion out there about the simple terminology and vocabulary we use to discuss neurodiversity and the neurodivergent community.

An AHA Moment in a Podcast

This lack of clarity really came into focus for me during an interview I did recently with Ken Blackwell on his Insight at Work podcast. When he asked me to explain the difference between neurodivergent, neurodivergence and neurodiverse, we found ourselves discussing prejudice, intrinsic bias, and how we define (and what is considered to be) normal. My conversation with Ken got me thinking about how our use of language influences both our individual and collective sense of reality, particularly when it comes to how we see, interact with, and regard the people closest to us. Whether it be in the workplace, in the classroom, or in the home, intentionally choosing our words is one of the most impactful steps one can take towards creating the inclusive world we are striving for.

So, what are the terms and definitions we should be using in this age of inclusion? When it comes to the “language of neurodiversity,” what are the words we should be using?

In most of my articles I often include a brief description of the terminology I use, but I thought it would be worthwhile to dig a little deeper into this subject. These terms, after all, are describing concepts that have only come into existence within the last 35 years or so. When it comes to advocating for neurodiversity and inclusion, we have to be speaking the same language.

Inspired by my interview with Ken, I decided to put together this little primer on the terms and definitions we are hearing more and more often in conversations about diversity and inclusivity.

The Key Terms

The following are organized based on the frequency they appear in the media. They are not alphabetically sorted.

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.

Divergent Thinkers: This is a term I prefer to describe neurodivergent people. It refers to those whose ways of thinking diverge from the norm.

Neurodivergence: This is a general term that describes the different manifestations of neurodivergent thinking in a neurodiverse world. It is literally the “state of being neurodivergent.” You could say, for example, that dyslexia and dyspraxia are specific types of neurodivergence.

Neurotypical: People who are neurotypical are what society would generally deem to be “normal.” Oftentimes you will see it abbreviated as NT.

Neurominority: This term is used to refer to a specific group of individuals who can be grouped together based on the shared similar characteristics of their neurodivergence. What is interesting to note here is that the neurodivergence this group shares is often discriminated against. One could say that autistic people are a sizeable neurominority. People with OCD are also a neurominority, with many individuals choosing to take dramatic measures to blend in with their neurotypical counterparts to avoid judgements and misunderstanding. This effort to hide one’s neurodivergence is an example of masking. If they are not successful, they are frequently discriminated against and socially excluded.

Masking: It’s what neurodivergents do when they don’t want others to know they are ‘different.” When a neurodivergent person is masking, they are hiding their autism traits or learning disabilities.

Neurodevelopmental Condition: This is a condition, usually referred to as a disorder, that develops before birth, in infancy or early childhood. It references differences in cognition that develop differently than ‘the norm.’ Examples are ADHD, Autism, Speech and Language disorders, and Tourettes. This differs from mental illness. Note that these conditions are classified differently in various countries.

I choose to align with definitions that do not focus on disorders or label atypical cognitive function as a mental illness or disorder. After decades of working with neurodivergents, I understand all too well the damage those classifications cause because of stigma and stereotypes.

Members of the neurodiversity movement have been working for a long time to create consistency in the correct usage of the words I’ve described above. When we can accurately describe the world around us and the people that inhabit it, we can develop the collective mentality necessary for a world free of discrimination.

A Word About Diagnoses and Labels

One thing I want to touch on when we talk about the language of neurodiversity is the concept of neurodivergence as a disorder. The neurodiversity movement makes it clear that individual neurodivergence does not equate to a neurological disorder. That word, disorder, fundamentally implies that something is wrong with a neurodivergent person.

I suppose that this is what is really at the heart of the issue — neurodivergence, while in certain occasions may be the result of a physical illness or trauma and may need to be treated medically, does not necessarily need fixing.

Neurodivergent people do not need to be fixed.

There is no ideal kind of mind. There is no right or wrong. The diversity of the human mind is just as valuable as the diversity of human culture.

Unfortunately, many divergent thinkers have grown up defined by the labels placed upon them. These labels often carry stereotypes, misconceptions, and outright discrimination. So while diagnosis and labels can be a useful tool, they just as often create mental roadblocks for the neurotypical person. This can lead to subtle and not-so-subtle discrimination against the divergent thinkers of the world.

Embracing the Language of Inclusivity

I invite you to take the time to listen to the conversation I had with Ken on the Insight at Work podcast. And if you want to dig a little deeper into the specifics of the vocabulary of neurodiversity, I recommend this piece written by Nick Walker of neurocosmopolitanism.com.

Chances are, whether you know it or not, you have neurodivergent people in your life. If you want to do your part to create a more inclusive world for them, and everybody really, make an effort to learn and embrace the vocabulary of the neurodiversity movement.

Top photo credit: fizkes /iStockphoto Standard License

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I recently had the pleasure of sitting down with Ken Blackwell for an episode of his Insight at Work podcast. It’s so exciting to me that more and more companies are tuning into the advantages of hiring divergent thinkers into their workforce. It’s even more inspiring that these leaders want to do things right for their neurodivergent employees.

In that podcast, we talked a lot about how creating a truly diverse workplace requires a shift in mindset, both personally and on an institutional level. The way we manage employees. The way systems and structures are organized. Our personal day-to-day interactions. These all need to be re-examined to create a workplace that is genuinely inclusive for all workers.

As I walked away from that conversation, I kept thinking about the importance of company culture. I believe that it is the single most important factor for creating a safe space for neurodivergence in the workplace.

When I talk about “safe space” I am obviously talking about physical safety, but I am also referring to psychological safety. If you are like most people, you probably expect me to talk about anti-bullying tactics or diversity training. All of those subjects are fundamental when we talk about safe spaces. I want you to dig a little deeper and think about safe spaces in a way that maybe you haven’t before.

I want to talk about a “safe space” as being a place where neurodivergent workers are safe to be themselves.

I think of my colleague Amanda, who I mentioned in the podcast. She was so thrilled when her manager recognized that her OCD need for perfection was interfering with her ability to meet deadlines. Instead of taking a punitive approach, this manager was creative. He worked with her to come up with a solution that allowed her to meet her goals. And he gave her permission to lower her standards of absolute perfection.

This manager wasn’t hung up on labels. He wasn’t bound to a strict review process. He was simply conscientious and respectful. He wanted to help Amanda meet her goals while respecting her unique way of working. She was allowed, and even encouraged, to be herself. She was supported in working the way that came naturally to her.

Having the right systems is a great place to start for any company that wants to support the neurodivergence in the workplace. But creating a safe environment in the sense I am talking about requires taking an honest assessment of the culture of your organization.

“Company culture” is a hot topic these days. It seems more important than ever to create positive work environments that attract and retain top talent. Inclusion and diversity are on the top of every manager’s mind. Unfortunately, despite all our best efforts, when it comes to inclusion for the neurodiverse community, there is still a lot of work to be done. If we want to create safe spaces for divergent thinkers, we need to think about things a little differently than we are used to.

Potential Roadblocks to a Safe Workspace:

As I have worked with one organization after another, certain things have caught my eye that can create potential problems for divergent thinkers in the workplace.

Labels:

It almost seems like a fad to attach a label to ourselves these days. For many divergent thinkers, a label can be a harsh reminder of the limits they’ve had imposed upon them their entire lives. Stigma has always accompanied certain diagnoses and there is a good chance that your neurodivergent worker does not want to be distinguished by a label. They may even be actively trying to hide a diagnosis in an effort to not bring attention to themselves. My suggestion? Focus on the individual and what they need to thrive.

Stereotypes and Assumptions:

Stereotypes and assumptions go hand in hand with labels. This is especially true with autism. The media representation of autistic people, in most cases, fuels stereotypes. It misrepresents the spectrum of autism focusing instead on getting laughs. Avoid limiting your employees by assuming what they need based on what you observe from media or external perceptions. The best way to do this is to foster a company culture that values communication and flexibility. Ask instead of assuming what is needed.

Gaps in support:

It’s tempting to jump headfirst into intentionally bringing more divergent thinkers into your workforce, but please be aware of any gaps in the institutional supports those workers may need. They should not be put in a position to have to advocate for their own interests and accommodations. Create committees and teams to review systems and procedures to make sure they allow room for effortless inclusion. Invite participation and actively seek out feedback from your employees.

Paving the Way to a Company Culture that Values Safety

A real sense of safety is achieved when a company’s culture considers the real needs of its employees.

One way to create a safe space is to have clear anti-bullying initiatives. Ideally, an open door policy that values direct and honest communication. Combine that with training that helps neurotypical workers understand alternative ways of thinking. Combine all that with a culture that promotes asking for help and support when needed. Add active listening and communication skills and you will create a safe space for all your workers, not just divergent thinkers.

Real Safety is Being Able to Be

When it comes to creating safe spaces in the workforce for neurodiversity, what it boils down to is creating a company culture that allows for people to be more human. When managers and executive-level employees who set an example and encourage communication, creativity, and flexibility, divergent thinkers will feel free to be themselves. Developing a culture that is backed up by systems that allow for meaningful accommodations, neurodivergent workers will thrive.

Recommended Reading

I’ve written a lot about the ideas discussed above. Be sure to check out the following articles to read a little deeper into these themes.

How to Lay the Groundwork for Neurodiversity in the Workplace (If You Want It to Work)

How to Create a Company Culture that Embraces Different Thinkers in the Workplace

How Quarantine Accommodations Benefit Neurodivergent People

Neurodiversity and New People Labels

Definitions as Referenced in this Article:

The following definitions were created by Nick Walker, of neurocosmopolitanism.com.

Neurodiversity is the diversity of human minds, the infinite variation in neurocognitive functioning within our species.

Neurodivergent, sometimes abbreviated as ND, means having a brain that functions in ways that diverge significantly from the dominant societal standards of “normal.”

Neurotypical, often abbreviated as NT, means having a style of neurocognitive functioning that falls within the dominant societal standards of “normal.”

Neurominority, any group, such as people with autism*, which differs from the majority of a population in terms of behavioral traits and brain function. *preferred language … such as autistic people, which…

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For divergent thinkers, the pandemic provided an unexpected and unprecedented opportunity to thrive. Radical changes on campus and in the workplace were implemented across all sectors of the economy in response to the nationwide shutdown. With a sigh of relief, neurodivergent (ND) students and employees experienced the benefits of finally having their needs accommodated.

They no longer had to try to fit the mold that often caused them anxiety and stress, a mold that reduced their productivity. This mold was the ‘Culture of Normal’.

The ‘Culture of Normal’ forces neurodiverse thinkers to fit into a work culture that is often in conflict with the way their brains work. The sensory overload of open office environments, noisy communal areas, poor acoustics in classrooms or conference rooms, and large noisy cafeterias are exhausting and stressful. This mismatch to their neurodivergence reduces productivity.

It’s no secret the pandemic has had devastating consequences. It only takes a few seconds of scrolling the internet to discover dooming statistics of the coronavirus outbreak.

Yet the pandemic showed us that humans have an incredible ability to adapt to extreme circumstances. From moving to a virtual workspace to adapting various safety strategies, society has proven its ability to make accommodations when it needs to.

Many of these accommodations are ones that neurodivergent folks have been asking for throughout the years. Teachers or employers rarely felt these accommodations were fair or appropriate, let alone possible.

The pandemic showed us the opposite; accommodations are fair, and everyone benefits from the flexibility these necessary changes allow. Quarantine accommodations were fundamental because we had no other options. And contrary to what the decision-makers believed; they were possible.

Things that we were told were impossible were now imperative to continue doing business.

Let’s take a look at how the primary pandemic-induced accommodation of working from home has benefited neurodivergent thinkers.

Going Virtual: Sensory Relief for Neurodivergent Students and Workers

For ND individuals, the most significant impact of the pandemic has been in the way they attend school or work. Moving to a virtual environment was an accommodation that was difficult for a lot of people, but many ND students and workers have thrived.

Going virtual through remote learning or workspaces allows the neurodivergent person to do their work in an environment in which they are comfortable. While change and adaptability can be extremely difficult for ND people, certain aspects of the move proved to be quite helpful.

Sensory Overload

Sensory environments can more easily be controlled at home. At school or work, background noise, bright lights, and chatter are next to inevitable. What can be even more frustrating is that these stimuli cannot be controlled.

In a home environment, however, it is easier for ND individuals to create a space that suits their personal needs. For example, they can have dimmer lights or quiet study space.

Social Interaction

There is a certain subsection of ND thinkers who find social interaction to be a challenge.

In a virtual space, neurodivergent folks are much more in control of when they take breaks, whether they’re called on to speak, and when they choose to interact with their peers. Of course, it’s not wise to become completely isolated, but regaining a sense of independence and personal power in social situations can make a world of difference for divergent learners.

The ability to turn one’s camera on or off as desired allows those who struggle with eye contact and body language to do what’s most comfortable for them. For those who need to constantly monitor their own facial expressions and body language, it can be onerous to do so while concentrating in a school hall lecture or a workplace meeting. Virtual spaces allow ND thinkers to take breaks from social self-monitoring.

What is “social self-monitoring” and why is it necessary?

Consider stimming. Stimming is a common form of self-expression attributed to the autistic community. But did you know that we all stim? We all do repetitive behaviors to calm ourselves. For some of us, it’s shaking our leg. For others, it’s biting our fingernails or twirling our hair.

Stigma still exists around stimming, unfortunately, and ND people often feel judged if exhibiting these behaviors in public. Most of us can pick up social cues to let us know when our behavior is disruptive or annoying but for people with autism, picking up social cues and being able to stop is a challenge, if not impossible.

Going remote creates a private space and removes physical barriers for stimming.

Physical Comfort

There are other behaviors that may not be socially appropriate in the school or work environment but are natural and soothing for a ND thinker. These have to do with the actual physical comfort of the person and their ability to focus.

A university student, for example, may choose to pace around while listening to a lecture. This is a self-stimulating behavior that many in the autistic spectrum find calming. Pacing around while listening to a lecture would be quite impossible, or at the very least, difficult, in the confines of a classroom.

Working remotely also allows divergent thinkers the ability to choose how and where they sit or stand to work. Standard desks can feel like a cage to an ND person. Having the freedom to decide how to work allows a neurodivergent student or worker a better range of motion and the freedom to meet their physical needs.

Focus and Attention

Finally, in a virtual workspace or classroom, those with attention difficulties have the freedom to take short brain breaks without fearing judgment or unpleasant consequences. For those with Attention Deficit Disorder (ADD), with or without hyperactivity (ADHD), these breaks can include leaving their workspace altogether if needed. Ultimately, this space to rest the brain and refocus helps some ND folks be more productive.

On the flip side, autistic people or those with AD(H)D, often hyperfocus on projects. When this happens, they keep going for hours on end, sometimes without even stopping to sleep. Breaking this focus is disruptive to their flow and productivity. Yet, in most university settings or corporate spaces, it’s impossible to hyperfocus for twenty consecutive hours.

Remote learning and virtual workspaces are the perfect accommodation for ND students and workers who face challenges with the “culture of normal” when it comes to their individual way of focusing.

A Silver Lining for Neurodiverse Thinkers

The pandemic has forced everyone to shift focus and reassess their priorities. We have seen the development of greater empathy for humankind and human differences. As the world changed, our perspective changed.

As we all wrestled with reorganizing our lives, even the most neuro-typical “normal” person found themselves in need of certain accommodations.

Many of us needed extended deadlines or flexibility in school or work attendance. Considering the circumstances, university professors and workplace supervisors were more willing than ever to allow accommodations that support people’s success.

The unprecedented challenges of the pandemic have led business and academic leaders to understand that those accommodations once thought unfair, inappropriate, or impossible are indeed feasible. Many of those quarantine-induced accommodations that benefit neurodivergent thinkers have become normalized.

Post-pandemic, it may be more socially acceptable to ask for the help that we need. There’s less stigma to being different. With the new “normal” of creative accommodations, we are all more successful in reaching our goals, whether it’s at the university level or in the corporate space.

When everyone realizes that accommodations bring out the best in us, it reduces the stigma and labeling that often results when they are requested exclusively by neurodivergent individuals.

A New Post-Pandemic Reality for the Neurodivergent Community

The pandemic forced us to break down the “It’s always been done this way” barrier to accommodations.

In the post-pandemic hybrid approach that universities and corporations are considering, it will be useful for divergent thinkers to have the option to choose between learning or working from home or in person. Such flexibility will allow the neurodivergent community to regain a sense of control and agency in their coursework and careers.

Overall, the pandemic has offered an opportunity for all of us to learn. It’s shown us that we can create a world in which all types of neurodivergence are welcome and accommodated. The world has proven its incredible ability to adapt. The time is now to create a future that is inclusive to all.

References

Canoníco, E.and Lup, D. (August 28th, 2020) Could telework benefit organizational neurodiversity? Retrieved July 14th from http://eprints.lse.ac.uk/106319/1/businessreview_2020_08_28_could_teleworking_benefit_organisational.pdf

Keegan, M. (May 13th, 2020) Why coronavirus may make the world more accessible. Retrieved July 14th from https://www.tronviggroup.com/workplace-empathy-during-covid-19/

Nijhof, A. Oomen, D. and Wiersema, J. (March 3rd, 2021) The psychological impact of the COVID-19 pandemic on adults with autism: a survey study across three countries. Retrieved July 14th from https://molecularautism.biomedcentral.com/articles/10.1186/s13229-021-00424-y

Definitions as Referenced in this Article:

The following definitions were created by Nick Walker, of neurocosmopolitanism.com.

Neurodiversity is the diversity of human minds, the infinite variation in neurocognitive functioning within our species.

Neurodivergent, sometimes abbreviated as ND, means having a brain that functions in ways that diverge significantly from the dominant societal standards of “normal.”

Neurotypical, often abbreviated as NT, means having a style of neurocognitive functioning that falls within the dominant societal standards of “normal.”

Neurominority, any group, such as people with autism*, which differs from the majority of a population in terms of behavioral traits and brain function

*preferred language … such as autistic people, which…

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Fostering diversity and promoting inclusion is an essential component of organizational culture. Most of us are familiar with diversity in gender, race, and physical disabilities. When I mention neurodiversity to people, most often the response is a puzzled look and a question.

“What is neurodiversity? I’ve not heard that term before.”

Neurodiversity is diversity of cognition: neurological differences in how the brain functions. Stated in plain language: Differences in how people think, process information, and communicate. Current interest in increasing innovation and problem solving on teams has this topic trending upwards. Research on neurodiversity initiatives is showing them to be successful.

Inclusion of divergent thinkers is an area that is crucial for conversation. This is because, without thoughtful implementation, the results can be devastating for both companies and individuals.. Some neurodivergent employees have already been casualties of good intentions in companies that have not carefully implemented these initiatives.

The reality is that most companies have neurodivergent thinkers already in their ranks. The overwhelming majority of those employees are in hiding. They are invisible and unlabeled.

Understanding the Difference Between Diagnostic Labels and Stereotypes

Autism, ADHD, and Dyslexia are the most common forms of neurodivergence. Yet, Tourette’s syndrome, Dyspraxia, Dyscalculia, Epilepsy, and Dysgraphia are also forms of neurodivergence.

Consider that popular culture, through music, film, and social media has created a romanticized view of autistic people. Examples include Sheldon Cooper — Big Bang Theory, Max Braverman — Parenthood, Shaun — The Good Doctor, Sam — Atypical, and Adam Raki. What’s key is that the diagnostic label does not represent the entirety of a person’s personality and abilities. Because of this, it’s important to not make assumptions based on stereotypes.

Neurotypical (NT) is a term coined to represent the opposite of neurodivergent (ND). Because of misinformation and/or conflicting information about neurocognitive differences, neurotypical people might draw incorrect conclusions about how to accommodate neurodivergent peers. Conclusions are often based on minimal knowledge gleaned from entertainment stereotypes.

No two ND persons are the same. Some people are complex and have more than one variant of neurocognitive functioning.

Approaches to Avoid Stigma and Labeling of Neurodivergent Employees

It follows that true inclusivity is not achieved through a ‘one size fits all’ approach. Rather than consider a job prospects’ specialization and skills, employers are often quick to dismiss their candidacy because of their social challenges.

Neurodivergent thinkers are often labeled as ‘disabled’ when, in fact, their abilities are only limited in certain areas. A better term might be ‘differently-abled’.

On the job, NDs often tend to rely on coping mechanisms they’ve learned over their lifetime. They use what they’ve learned to avoid the stigma and discrimination of coworkers. When they pull this off, their difference is invisible. It’s a hidden diversity. The downside is that they often hide their brilliance in the process. They fear their unorthodox solutions and creative ideas will be rejected. Or, they already have been. The take-away is to understand that neurodivergence exists in your company already.

Seven out of ten neurodivergent workers have faced discrimination in the workplace. Seventy-three percent do not disclose their condition or diagnostic labels because of their fear of discrimination. (The Westminster AchieveAbility Commission for Dyslexia and Neurodivergence, Neurodiverse voices 2018).

Yet, JPMorgan, Google, SAP, Ford, and Ultranauts are trailblazers of the corporate inclusion of neurodiversity. James Mahoney, Executive Director and Head of Autism at Work for JPMorgan Chase said in an official statement, ‘Many autistic people are simply brilliant people — highly educated, highly capable, detail-oriented, yet unemployed,’ adding, ‘I firmly believe that companies could always benefit from having employees who see things in an unconventional way, which is something to remember any time an individual on the spectrum is seeking a job.’

Neurodiversity and Discrimination in the Workplace

Although well intentioned, some team leaders may, intentionally or not, base their decisions and accommodations on assumptions and stereotypes fueled by popular culture. Consequently, attempts to support neurodivergent employees may not be what the individual needs to function at optimal productivity. In some cases, uninformed attempts to support divergent thinkers may even be considered discriminatory.

Discrimination in the workplace may occur directly or indirectly and may lead to harassment and victimization. Direct discrimination is when a neurodivergent person gets treated negatively compared to other workers. Indirect discrimination is when a policy or practice presented as neutral puts neurodivergent employees at a disadvantage.

When the needs of these employees are not given proper consideration, indirect discrimination occurs. Examples include:

1. Not making accessibility options available during presentations or meetings.
2. Refusing a request to provide a quiet, distraction free space to work in a department that has an open office environment.
3. Dismissing ND’s concerns about privacy, security, or anxiety by insisting on the status quo.

Discrimination may take the form of harassment. For example, when colleagues violate the ND worker’s dignity, are hostile, degrading, or offensive towards the ND individual.

Thomas Armstrong, author of, “The Power of Neurodiversity”, maintains that employers unintentionally exclude or discard notable talent in neurodivergent people. Stereotypes and stigma surrounding neurodivergence create more limitations than the divergent cognitive function.

Educate Yourself and Your Employees.

Some of the best ways to avoid stigma while implementing neurodiversity at work include:

• Take time to research all types of neurodivergence.
• Learn the appropriate terms and context of use, to avoid indirect labeling or discrimination at work.
• Consult with experts in the field of neurodivergence when establishing procedures and promoting inclusive culture. Ask what works and what doesn’t work.
• Establish protocols for communication that foster psychological safety for all employees, including neurodiverse teams.

At Ultranauts, a software testing company, new employees, whether neurodivergent or neurotypical, are provided with a BioDeck, which is a guide to the rest of the team. The BioDeck contains twenty-eight data points on each individual, including their preferred communication channels.

This approach honors neurodiversity, prevents indirect discrimination, and encourages every new employee to feel recognized and supported by the company without setting anyone up for discrimination.

Provide Training and Experiences with Neurodiversity

Ensure that recruiters, interviewers, and human resources personnel get appropriate “neurodiversity” training. There are nuances we must understand when working with ND’s that are not included in most diversity courses. It’s important to understand how literal ND’s may be (so don’t expect that they’ll understand sarcasm). Learn about appropriate accommodations and options for effective, and flexible communication. Remember to look beyond the social constructs to the skill and benefit this hire would provide the organization.

Training should equip leaders to identify and address any issues that may occur within the organization that impact their ND colleagues.

Conclusion

There’s more to success than the obvious physical accommodations necessary to support a neurodiversity initiative. It’s essential to create a psychologically safe environment for neurodiversity to flourish. It is possible for organizations to promote neurodiversity and inclusivity if they recognize and address the negative impact of stigma, labeling, and discrimination when these issues occur.

Accommodating differences, celebrating abilities, and enhancing diversified teams is key to achieving collective success.

Sources

• GMB Union — Neurodiversity in the workplace First edition (2018)
• ARMSTRONG, T. (2011) The power of neurodiversity: unleashing the advantages of your differently wired brain. Boston: Da Capo Lifelong Books.
• The Westminster AchieveAbility Commission for Dyslexia and Neurodivergence, Neurodiverse voices: Opening Doors to Employment, January 2018 –
• How JPMorgan Chase’s Autism at Work Program Is Helping to Win Top Tech Talent

Definitions as Referenced in this Article:

The following definitions were created by Nick Walker, of neurocosmopolitanism.com.

Neurodiversity is the diversity of human minds, the infinite variation in neurocognitive functioning within our species.

Neurodivergent, sometimes abbreviated as ND, means having a brain that functions in ways that diverge significantly from the dominant societal standards of “normal.”

Neurotypical, often abbreviated as NT, means having a style of neurocognitive functioning that falls within the dominant societal standards of “normal.”

Neurominority, any group, such as people with autism*, which differs from the majority of a population in terms of behavioral traits and brain function

*preferred language … such as autistic people, which…

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“Neurodiversity is the diversity of human brains and minds the infinite variation in neurocognitive functioning within our species” Nick Walker

We hire people like ourselves. This is an outward sign of unconscious and favorable bias towards people who are of the same race, education level, economic status, and values as the decision-maker. Kimberly Giles, Forbes Councils Member expands upon this concept in her article, “Why you Mistakenly Hire People Just Like You”.

This bias creates an organization that is comfortable with the way it behaves. At times, changes to the status quo provoke hostility towards behavior or ideas that challenge that version of normal. Countless women, LGBTs, minorities, and neurodivergent thinkers have buckled under that weight. Consequently, they left and took their talent elsewhere.

Divergent Thinking is Like an Artist’s Unique Rendering of an Idea

Great, enduring works of art succeed because of the richness of detail that inspires fresh views on life. Just like art can invite us to think about the world differently, so can including divergent thinkers in our lives and workspaces.

If we include this wealth of neurodiversity in every aspect of our organization’s functioning, everyone wins. Imagine the benefits if we move beyond allowing neurodiversity to exist in small pockets to embracing it in every aspect of our culture.

It’s encouraging that many forward-thinking companies are embracing the idea of including diversity of cognition into their workforce. Whether the motivation for these initiatives is altruistic, or financial, doesn’t matter. The groundwork needs to be the same. If companies want to be inclusive in their recruiting and hiring, they need to start by focusing on company culture.

If a company’s culture is such that minds are entrenched with how things should be, and ready to repel nonconformists, this will be a serious obstacle in the success of the neurodiversity initiative. Leaders who have done their research understand that the process begins by accepting that all humans are different. It’s the richness of our differences that makes our teams unique and successful.

Understand that Accommodations Increase Everyone’s Success

Susan Van Klink, Chief Revenue and Diversity Officer at Grokker, proposes reorienting hiring practices in order to bring out everybody’s best. This would counter the human tendency to hire people that fit our particular mold. Divergent thinkers who are extremely capable of doing a specific job often don’t get hired because they are not enough like those doing the hiring.

Ludmila Praslova, Ph.D., SHRM-SCP, an important voice in the neurodiversity-at-work initiative, is a professor and director of Graduate Organizational Psychology at Vanguard University of Southern California. She is a leader in the field of inclusive organizational design. Praslova explains that traditional hiring and interview practices fail inclusivity. She says job interviews traditionally focus on measuring candidates’ ability to small talk and put on a friendly face. Often, interviews focus on surface impressions rather than skills crucial for the job the candidate is going to perform. This dynamic also holds for promotions. She suggests that there is ”an assumption that to be promotable or high-potential, a person needs some degree of charisma, whether it’s relevant or not.”

The traditional approach does not favor socially awkward, neurologically diverse people, who might otherwise have skills to solve problems, exhibit creativity, and demonstrate what they know. A better option to approach interviews would be to focus on practical skills tests that eliminate unconscious bias. Hidden bias disproportionately impacts people with autism, or poverty, for example.

Your Company’s Inclusion May be an Illusion

Any high performing female employee who’s been passed over for a promotion while watching a less qualified male colleague get promoted understands that a job well done does not guarantee company advancement or inclusion. Neurodivergent thinkers understand this problem well. Many hide their disability so they’re not negatively impacted by their coworkers’ biases.

About Accommodations and Disabilities

This reminds me of when my son, who had a language-based disability, was told he should not be doing as well as he was in English class. The assumption was that if he had this disability, he couldn’t do well in English. His teachers were wrong. If he used strategies to overcome his language disability, he could write exceptionally well. However, his performance was viewed with skepticism. Some teachers refused to believe he belonged in an honors level English class. Again, they were wrong. They could not overcome their conscious stereotype: A student with a language disability doesn’t belong in an honors English class. As soon as he had an English teacher who did not share this prejudice, he got an A grade in English. Unfortunately, this same paradigm often exists in the workplace.

Practical Steps to Build a New, More Inclusive Culture

Several factors influence our opinions of other groups, as well as how we interact with them:

• Our social culture, or way of seeing things, imprinted in our youth
• Our real-time experiences, if any, played out in social interactions
• Opinions expressed by role models and other social influencers

So, first and foremost, the one non-negotiable for any diversity initiative is zero-tolerance for treating people like outsiders, which often leads to exclusion and other forms of workplace bullying. A welcoming and psychologically safe work environment must be a core value in a company that embraces neurodiversity in the workplace.

Considered the following steps for building a more inclusive company culture:

1. Provide quality training experiences that promote deeper understanding and shift misconceptions about autism and other types of cognitive divergence. A webinar on the topic may allow a company to check off the box and claim the training was provided, however, it won’t do the job.
2. Provide opportunities for practical experiences and interactions with neurodivergent team members.
3. Begin the change in company culture in the Human Resources (HR) department and the recruitment process. The awareness that interviewing and recruitment begins the process of understanding divergent thinkers in any organization choosing to embrace neurodiversity.
4. Create a workspace that is psychologically safe for neurodivergent employees. In fact, all employees will be more effective when the workplace culture fosters safety: safety for the open expression of ideas, for differences in work styles, for different learning and communication preferences, and for diversity.
5. Reflect on your motivation for participation in inclusive hiring practices. Know your “why.” Is it to wave a neurodiversity banner as part of your company’s marketing strategy to win society’s favor? Is it because you really believe in the power of divergent thought? Is it because you’re having trouble filling positions and you’ve heard that autistic people make great coders? Be honest. The success of the initiative depends on the company’s motivation and culture.
6. Assess your interview process. Do you need to redefine your ideal candidate? Does the job description focus on the basics and eliminate possibilities for divergent thinkers through omission? Does your interview process provide options for flexibility in how you learn about a candidate? Are we making decisions based on the skill the candidate has to do the job or how well that candidate makes eye contact, is warm, and engaging?

Invest the Time to Implement Neurodiversity Thoughtfully

None of these steps can be put in place overnight. This is just the beginning. As we grow as human beings and company culture, we will welcome employees with a broader range of life perspectives, experiences, and competencies. Customizing work environments to meet individuals’ preferences, abilities, and goals will become commonplace. Understand that these customizations don’t reduce the quality of work but rather enhance the quality of the work individuals and teams produce.

It’s a journey, and it’s worth it. Each of us are unique. Most of us want to be valued for the unique skills that make us the high performing employees that we are capable of being. This is achieved when we understand, accept, and embrace neurodiversity in the workplace.

Annotated References:

Nick Walker — Neurodiversity is the Diversity of Human Brains and Minds

The idea that there is one “normal” or “healthy” type of brain or mind or one ‘right’” style of neurocognitive functioning, is no more valid than the idea that there is one ‘normal’ or ‘right’ gender, race or culture.

https://autisticuk.org/neurodiversity/

Kimberley Giles — We Mistakenly Hire People like Ourselves

One of the main problems is subconscious bias — hiring people who are just like you. When you do find any small commonality, you tend to exaggerate it, and in the end, you misread people and put the wrong people in the wrong positions.

https://www.forbes.com/sites/forbescoachescouncil/2018/05/01/why-you-mistakenly-hire-people-just-like-you/?sh=6ebbf8f03827

Susan Van Klink — Support Every Employee with Caring Accommodations

I was very much struck by Praslova’s admonishments to “stop making assumptions about people and what they need because you’ll unwittingly leave people out. You can usually see someone’s gender, race, or age, but it’s easy to ignore hidden disabilities.”

https://www.grokker.com/blog/wellbeing-and-neurodiversity-supporting-every-employee-with-caring-accommodations

Ludmila Praslova — Dancing with Diversity: From Inclusion Illusion to Authentic Belonging

If diversity is being invited to the party and inclusion is being asked to dance, then belonging is being able to reveal that you can’t dance — and to still be included.

https://blog.shrm.org/blog/dancing-with-diversity-from-inclusion-illusion-to-authentic-belonging

Additional sources:

How to Lay the Groundwork for Neurodiversity in the…, https://www.linkedin.com/pulse/how-lay-groundwork-neurodiversity-workplace-you-want-susan.

Trickle-Down Humanity in a Time of Crisis: Where are those…, https://www.elephantjournal.com/2020/04/trickle-down-humanity-in-a-time-of-crisis-and-where-are-those-billionaires/.

Wellbeing and Neurodiversity: Supporting Every Employee…, https://www.linkedin.com/pulse/wellbeing-neurodiversity-supporting-every-employee-caring-van-klink.

Definitions as Referenced in this Article:

Neurodiversity is the diversity of human minds, the infinite variation in neurocognitive functioning within our species.

Neurodivergent, sometimes abbreviated as ND, means having a brain that functions in ways that diverge significantly from the dominant societal standards of “normal.”

Neurotypical, often abbreviated as NT, means having a style of neurocognitive functioning that falls within the dominant societal standards of “normal.”

Neurominority, any group, such as people with autism, which differs from the majority of a population in terms of behavioral traits and brain function

Definitions sources: https://neurocosmopolitanism.com/neurodiversity-some-basic-terms-definitions/

And https://www.collinsdictionary.com/us/dictionary/english/neurominority

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Do you see yourself in this person?

Twelve-year-old Joe frustrated his teachers. He had difficulty focusing on his work. He preferred to socialize with the students sitting next to him rather than getting his work done. He paid attention to the teacher for about 10 minutes and then was off gazing into space. He struggled to remember what he’d been taught and more importantly he couldn’t seem to implement what he learned to complete his work or pass tests.

“Joe is intelligent and wants to do a good job, but he just does not apply himself, especially when he’s required to learn information that he thinks is boring,” one of his teachers wrote.

Fast forward to 35-year-old Joe, who is a source of frustration for his boss. Joe has difficulty focusing on his work. He prefers to socialize with his colleagues rather than getting his work done. Continual learning is required in his job to keep up with current regulations and industry specs. When attending a training specifically required to update his skill set, he’s observed staring off into space.

He has the opportunity to use the company’s learning management system as an alternative option, yet he procrastinates and does not complete the modules in a timely way. Even when he does get through the learning modules, he struggles to remember what he’s been taught and, more importantly, he can’t seem to implement what he’s learned to complete his work.

“Joe is intelligent and generally motivated to do a good job. He just doesn’t apply himself when required to upskill,” his boss writes.

Seeing a pattern here?

Adult Joe has many of the same problems he did as a boy. He is aware that he’s struggling at work. His career has just about stalled. He’s struggling with anxiety and depression. And he doesn’t know what to do about it.

Before we go farther, let me mention that Joe is a real person (I’m just not using his real name) who I coached. He was referred to me by his boss — who, like Joe’s teachers in school, saw a bright, hardworking person that balked at completing certain tasks required for career progression.

After talking to Joe and getting a sense of his personal history, his career goals and what he perceived as his failures, I had a suspicion. “Joe, have you ever been evaluated for a learning disability?” I asked him.

After getting assurances from me that his boss would not be told about anything we talked about in the coaching session, Joe admitted that he was diagnosed with ADHD and dyslexia when he was a boy.

As an adult, he thought that he had outgrown his impulsiveness, disorganization, and trouble focusing. “I figured, once I got done with school I would never have to deal with it again. I honestly thought I grew out of it. I mean, I went to college and graduated with a four-year degree. And now I have my dream job. But I just don’t want to do any more learning,” he told me.

The Hidden Disability

Like many adults, Joe has a hidden learning disability. He learned to manage it somewhat during his school years, and was able to keep it unknown to his peers and his bosses. Except when faced with challenges like having to learn new information in a text-heavy LMS curriculum.

A 2006 study found that 4.4 percent of U.S. adults — about 14 million people — have been formally diagnosed with ADHD. Only 10.9 percent of those diagnosed are receiving treatment. And considering how many children are diagnosed with ADHD — 9.4 percent, or 6.1 million, in a 2016 study — the number of adults with ADHD may be far underreported.

Other learning disabilities like dyslexia, dyspraxia, auditory processing disorder, dyscalculia, dysgraphia, language processing disorder, non-verbal learning difficulties, and visual perceptual/visual motor deficit are a lifelong challenge.

Many adults with learning disabilities do their best to hide them. They may choose jobs and careers that are less challenging. Or, they muddle through a job that they thought would be fun and filled with opportunity, hoping no one realizes they are having trouble with some aspects of the job.

The Bright Side

Joe, like many adults with a learning disability, has many positive qualities that outshine the challenges he faces. He’s empathetic to his coworkers, he’s a great team player, and he finds creative solutions to many problems — all of which earn him high scores on his performance review each year.

While adults with learning disabilities have fewer resources available to them than school-age children, there are still ways for Joe to better manage his ADHD and dyslexia.

And recognition of undiagnosed ADHD and other learning disabilities in adults is improving as more attention is paid to the issue.

Joe’s hidden learning disability was stopping him from pursuing key career development opportunities. But it wasn’t too late to take steps to ease his anxiety about learning — in fact, adults of any age can benefit from working with a professional to manage their disability.

Further, Joe’s disability had some protection under ADA requirements. He could inform key people in the company — including HR and his boss — about his challenges and the need for accommodation. I knew that he was nervous about doing so: Not every company handles this well, and many people with disabilities find themselves in the uncomfortable position of having to advocate for themselves,while worrying about possible repercussions of revealing their disability.

How companies react to an employee’s disclosure of a disability is a topic I’ll discuss soon.

For Joe, the outcome of our coaching was positive. He had a close relationship with his boss and colleagues and, when he finally approached his boss and revealed his learning disability, the reaction was positive and supportive. HR immediately offered him LMS courses that better accommodated his dyslexia. His boss began looking for resources to help him better manage Joe’s career development. Because the company knew that Joe had experience and valuable interpersonal assets, they were more than willing to help get him past the learning hurdles that had unintentionally been placed in his way.

Sources:

• https://www.differentbrains.org/5-tips-dealing-adult-adhd/
• https://dialogical.net/blog/adhd-statistics/
• https://www.cdc.gov/ncbddd/adhd/data.html
• https://www.helpguide.org/articles/add-adhd/managing-adult-adhd-attention-deficit-disorder.htm#
• https://www.nytimes.com/2019/07/10/smarter-living/disclose-disability-work-employer-rights.html

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Why being labeled as neurodivergent can be a career killer — and a personal burden

I strongly dislike labels. I’m putting that right up top, so I can explain why..

As a former teacher, I understood both the advantages and disadvantages of labeling students. In adulthood, especially in the workplace, labeling can be much more problematic.

With neurodiversity initiatives being embraced in companies worldwide, labeling seems to be in vogue — at least in the executive suite. At the employee level, it’s not nearly so popular.

Just a few days ago, Elon Musk worked a mention of his Asperger’s disorder into his opening monologue on Saturday Night Live. “I’m the first person with Asperger’s to host SNL … or at least the first to admit it,” he said.

His quip revealed a truth that many companies don’t catch on to: Most employees who were labeled in school with learning disabilities do everything possible to hide those labels in their adult life.

Yet it seems as though many companies want to fly the banner and shout out to the world that they are embracing neurodiversity. In their efforts to do so, they are creating new labels to identify and classify neurodivergent workers and new hires. While this can be helpful when teaching neurotypical employees and managers about neurodivergent colleagues, in many cases companies are:

1) struggling to get the labels right,

2) unwittingly creating a subgroup in the workspace that may not appreciate being put out on display, and

3) are totally oblivious to the neurodivergent thinkers who have been hiding in their ranks for decades.

The Power of A Word

Words aren’t just placeholders, Psychology Today points out. They determine what we see and therefore influence our mental set. Our mental set influences our response to situations and people. That’s why we must be careful before labeling a person as either neurodivergent or neurotypical.

And here we are, poised to take steps forward in a neurodiversity initiative while occasionally taking a step back as we sort these dynamics out. To be clear, there is much controversy over these labels.

There are people who are gifted who are furious that the “gifted label” is being used interchangeably with “autistic.” Not all people in the autism spectrum are gifted, and not all gifted people are in the autism spectrum. There’s also controversy over whether we should say “autistic people” or “people with autism.” And then we have the challenge of understanding that neurodiversity includes divergent thinkers who may not be autistic at all. They might have dyspraxia, OCD, dyslexia, ADHD, etc. Wait! They might not even have a diagnosed cognitive issue!

There are people who believe that Silicon Valley was started by divergent thinkers and people in the autism spectrum. I’d like to point out that none of these brilliant technology wizards like Musk or Bill Gates were labeled when Silicon Valley became the hub of technological innovation.

I find it fascinating that now, many of these technology corporations recruit and hire round pegs that fit in round holes. They use artificial intelligence to filter out resumes eliminating potential brilliance. And now, faced with stagnating creativity, some are beginning to institute neurodiversity initiatives to try and get that spark of brilliance and innovation more often found in square-peg thinking back into those same corporations.

Human beings are fascinating creatures, aren’t they?

New labels, same people

I’ve never really liked the label “neurodivergent.” I prefer “divergent thinker,” even though neurodivergent is the more accurate definition. It’s human cognition that differs in mental or neurological function from what is considered typical or aligned to cultural norms. It’s frequently used to reference autistic spectrum disorders, even though it can be applied to other disorders like dyslexia.

But if you think about the word — neuro-DIVERSITY. Diversity of thinking. Diversity of how brains work. It’s really about divergent thinking. But it’s being increasingly used as a generic label that assumes all neurodivergent people are autistic.

In the admirable move toward creating a more inclusive, rounded, innovative, workforce, companies may unwittingly be doing more harm by using labels that create assumptions in the minds of their neurotypical workers.

And what will diverse thinkers do if they believe they’ll be labeled and treated differently from their peers? They may just shrink into the shadows, or be ignored or marginalized by their peers and managers. They may be laid off and have trouble finding another job — because of a label that their employer decided would be great for the company.

In fact, an October 2020 survey of U.K. managers by the Institute of Leadership & Management found that half of those leaders would not hire a neurodivergent person. “Most employers are scared to hire neurodivergent people as they only calculate the risks based on the deficits of the condition,” said Claire Smith, CEO of Autistic Nottingham, about the report.

How do you think this deficit mindset affects neurodivergent employees? Many of them are already painfully aware of this type. They experience it in every aspect of their life. Even worse is the feeling that they are socially excluded by their peers, something the ILM report also noted. Labeling isn’t going to help them in this case.

It’s important to be informed about these concerns before applying labels to neurodivergent employees or calling them out to their peers. Companies must develop a solid strategy for implementing programs that truly support neurodivergent employees — divergent thinkers — rather than just following a fad.

Definitions as Referenced in this Article:

The following definitions were created by Nick Walker, of neurocosmopolitanism.com.

Neurodiversity is the diversity of human minds, the infinite variation in neurocognitive functioning within our species.

Neurodivergent, sometimes abbreviated as ND, means having a brain that functions in ways that diverge significantly from the dominant societal standards of “normal.”

Neurotypical, often abbreviated as NT, means having a style of neurocognitive functioning that falls within the dominant societal standards of “normal.”

Neurominority, any group, such as people with autism*, which differs from the majority of a population in terms of behavioral traits and brain function
*preferred language … such as autistic people, which…

References:

Dias, J., & Altman, D. (2020, December 1). Psychological safety: an overlooked secret to organizational performance. Retrieved February 7, 2021, from https://www.chieflearningofficer.com/2020/12/01/psychological-safety-an-overlooked-secret-to-organizational-performance/?utm_source=ActiveCampaign&utm_medium=email&utm_content=Child+Care+Isn+t+the+Only+Caregiving+Crisis+Affecting+Women+in+the+Workforce&utm_campaign=CIR_TM_TM+Weekly_011121&vgo_ee=s4q7bRd6TToZi0%2BuTKKoI4YYrEQCx9MwF%2Fra7Q6l2HE%3D

Fitzell, S. A. (2021, January 26). What Is Neurodiversity in the Workplace? | The Learning Strategist IQ. Retrieved February 7, 2021, from https://medium.com/the-learning-strategist-iq/what-is-neurodiversity-in-the-workplace-and-why-do-i-need-to-know-95dfac06cb02

Fostering neurodiversity in teams | Nesta. (n.d.). Retrieved February 7, 2021, from https://www.nesta.org.uk/feature/innovation-squared/fostering-neurodiversity-teams/

Meehan, L. (2020). What is Neurodiversity and How does it Benefit Business · CPL. Retrieved February 7, 2021, from https://www.cpl.com/blog/2020/05/what-is-neurodiversity-and-how-does-it-benefit-business

Neurodiversity at work | Acas. (n.d.). Retrieved February 7, 2021, from https://archive.acas.org.uk/index.aspx?articleid=5858

Neurodiversity Hiring Initiatives & Partnerships. (n.d.). Retrieved February 7, 2021, from https://askearn.org/topics/neurodiversity-in-the-workplace/neurodiversity-hiring-initiatives-partnerships/

Sherwood, G. (n.d.). Cultivating Uncommon Human Intelligence — Engaging Exceptional Minds. Retrieved February 7, 2021, from https://gordsherwood.ca/

Smith, T. (2021). Why Hiring Upside Down Thinkers Is a Competitive Advantage. Retrieved February 7, 2021, from https://www.additudemag.com/workplace-neurodiversity-benefits-adhd-talent/

Woo, E. (2019, October 25). Workplace Neurodiversity | Autism at Work | SAP News Center. Retrieved February 7, 2021, from https://news.sap.com/2019/10/workplace-neurodiversity-autism-at-work-program/

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Ben was working in sales for a very well-known company. He always knew he was a slow reader, but didn’t know why. When his daughter was diagnosed with dyslexia, he realized that he also had dyslexia. He saw that she experienced the same struggles that he dealt with when he was in school. It never occurred to him that he might have a learning disability.

He was successful at hiding his learning disability for decades until his company shifted toward a learning management system (LMS) to deliver information about new products more quickly. The new LMS required employees to take computerized tests in order to be certified to sell the new products.

As Ben was taking these tests, the numbers and letters were flipping, turning backwards. When he brought the issue to senior management, begging for alternative learning options, he was turned away.

As a result, after being one of the top performing sales reps for years, he got a less-than-stellar performance review. These tests cast a glaring light on his dyslexia.

A Missed Opportunity

Eventually, he felt he had no choice but to find another job with a company that was more flexible and willing to work with him despite his learning disability. His now former company, one that was spearheading an initiative to hire neurodivergent employees, let one of their top-performing neurodivergent sales reps go out the door. What a senseless loss to the company and to the employee!

Learning disabilities are more common than one might think: Some studies suggest that over 10% of adults have been diagnosed with some form of learning disability. Many more struggle all their lives undiagnosed. Learning disabilities follow individuals from school to work. This matters because when companies fail to recognize that the path to learning is not the same for everyone, they lose valuable employees, even their top performers. Worse, they often lose seasoned employees and decades worth of acquired institutional knowledge because of a system change that requires upskilling.

It’s very expensive for a company to find and replace talent. Companies which don’t recognize that there are many ways to teach their employees will continue to lose great talent.

Pay Attention to People, Not Numbers

Sadly, companies often embrace initiatives like LMS in an effort to save money by bringing in systems that use algorithms and artificial intelligence to determine whether an employee is hitting the mark. When salespeople pitch these systems they glorify numbers that present a picture of substantial savings.

However, what is often missing from that colorful pie chart is the cost of replacing hard-working, loyal employees lost due to the lack of personalization, human understanding, and people-centered problem solving in their LMS metrics.

The cliche that one hand doesn’t know what the other hand is doing might be appropriate here. So often, companies make decisions in silos. Ben’s manager saw his value. She knew that he was one of their top performing sales reps. Yet, because of policies regarding how people were certified to sell the new products, her hands were tied. She knew he could sell the product better than anybody else in the department. He just could not demonstrate his understanding on a standardized test.

The number crunchers, who were purely looking at the test scores, didn’t see Ben as a human being who was bringing profit to the company. They only saw him as a number on a spreadsheet.

Finding the Person in the Middle

So, what’s the solution? That answer, unfortunately, is not simple. And the larger the corporation, the more complicated it gets. Possibly, it starts with a company culture that is more people-centered and less numbers-centered. Yes, profit is important, however, “It doesn’t take long before the employee is seen and treated as a cog in the machine. They feel like second class citizens — not unique, creative beings capable of great things.” writes Jeb Banner, in Four Ingredients for a People-Centered Workplace.

For Ben, the only solution available to him was to leave a company that he loved and that had profited from his hard work for years. He took his talent, his experience, his knowledge of the company, and his sales contacts and went to work for a competitor. That is not the scenario any company hopes for when they implement an LMS or some other performance-measurement initiative.

Has your company experienced this issue? Are you wrestling with the problem of good employees walking out the door because of a policy change or new performance initiative? Tell me about it in the response section.

If you liked this article, you might also like My Employee is Both a High Performer and Under Performer! (And How That Can Happen)

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