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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Consider these statements overheard by my client at a ‘typical tech company’:

• “Yeah, she gets a cubicle on the quiet side of the floor, but the rest of us have to work in the open-plan area. Must be nice to be the boss’ favorite (forced laughter)!”
• “Yeah, he’s weird and super intense. He comes into the office when he wants and leaves when he wants.”
• “He wears those heavy-metal t-shirts and sweatpants, but management likes him because he’s brilliant and gets things done, you know.”

Comments such as these reflect unconscious biases that often exist in a workplace dominated by neurotypical values.

So, let’s talk about the heavy-metal t-shirt and sweatpants guy. He was an unmasked neurodivergent (ND) person. Yet, the quality of his work made up for the liberties he took with the dress code and work hours. That brilliance is what “won” him the right to create a work situation that was best for him.

Sweatpants Guy had to negotiate these workplace accommodations. He demonstrated a work-ethic that earned him the respect of his supervisors. They were willing to be flexible with him because they saw the return on their investment if they were.

Yet, these same accommodations may be labeled as favoritism if anyone else asks for them. Is it favoritism? Let’s look at the bigger picture.

The Difference Between Reasonable Accommodations and Outright Favoritism

Women in the workplace know all about the guilt (and even shame) that comes with time off to tend to sick kids. Women “know” that they risk the perception that they are less reliable because of this. So, women work twice as hard to make up for it. Workplace accommodations for women, especially women with invisible disabilities, have come a long way. That said, unconscious bias and resulting microaggressions still exist. (Olkin et al., 2019)

Consider the following accommodation examples. We are familiar with and often accommodate a parent’s need to leave work early to pick up a sick child from school. How might we react to:

• An autistic programmer who might need to use noise-canceling headphones in an open-plan office.
• An autist who may decline invitations for after-work drinks.
• A neurodivergent employee who skips a team-building session because of sensory overload.

The Balance Careers states “Favoritism in the workplace is when a person (usually a manager) demonstrates preferential treatment to one person over all of the other employees for reasons unrelated to performance.” (Lucas, 2020) This definition leaves the matter open for interpretation when it comes to the needs of neurodivergents in the workplace.

Why Are Workplace Accommodations Needed?

There are many ways to be human. Yet, without an understanding neurodevelopmental conditions (*), accommodations can be misinterpreted as favoritism. For example, on the surface, wearing comfortable attire and being flexible with work hours can look like preferential treatment.

A thought experiment:

You are about to take a flight for a solo business trip. It’s midsummer, and you board your plane after the usual awkward encounter with airport security. You’ve found your seat, shoved your bag into the overhead, and are sitting in a middle seat — the only one that was available on check-in. Since people are still boarding, you take out your laptop and get a head start on some work. People are streaming in, loud, hot, annoyed, and confused. The seat behind you is occupied by a six-year-old, his baby sister, and their mom.

The 6-year old noisily opens a bag of Cheetos and puts his feet up — on the back of your seat. The baby sister wants Cheetos too, so they fight. The baby cries and is inconsolable. The smell of Cheetos overtakes you as you try to focus on your work. The seats on either side of you have filled up now, and the elbow space is a bit cramped for working.

You hear a flight attendant announce that the flight will be delayed, but they can’t say for how long. As the plane sits delayed on the runway, you worry about being late for your meeting, but you can’t do anything, so your anxiety builds. Someone starts coughing. You panic quietly but carry on. The plane eventually gets off the runway. You can hear a weird clicking sound and can’t figure out where it’s coming. Also, the seat in front of you smells like spilled soda. You have to ignore this. The baby behind you bursts into tears now and then. You feel sorry for the mom, but at the same time, it hurts your ears.

Would this flight exhaust you?

This airplane analogy is a caricature of the sensory hell that’s daily life for an autistic.

You may be thinking, “If I were in this situation, I’d just use headphones.” Or maybe you’d ask for a different seat if that was a remote possibility. Your ideas are reasonable. You need to concentrate, and the environment isn’t conducive to it.

For some, having to wear corporate clothing is a sensory nightmare. Belts, heels, ties, and makeup — they hurt and irritate. What might be insignificant to neurotypicals can be intense and overwhelming to an autistic, especially if repeated, day in and day out.

Smells from other people’s desk-lunches, office banter, speaking up in meetings are common in the workplace. These same experiences are challenging for neurodivergents. Autists are painfully aware of how their choice of words, facial expressions, tone of voice, and illiteracy in reading the room can impact their success. As one of my autistic colleagues shared, “I mentally rehearse what I want to say. Then, however, I’m spoken over or misinterpreted. Or worse, ignored.”

Dealing with these microaggressions, knowing that their ability to make a living depends on how they navigate these situations, erodes energy reserves and motivation.

What can be done? “I would use headphones and ask for a different seat.“ It’s as simple as that, and it’s not favoritism. It’s a change of scenery, so that you can work at your best. In an airplane, you have the autonomy to put on your headphones. You have some freedom to create the kind of space you need. This freedom may not exist in the office.

What autistics need to work at their best is not congruent with the standard office dynamic. Flexibility is vital to harness neurodivergent talent and let it shine. Consider making headphones and seating flexibility a norm for all employees?

Accommodations that Work for Neurodivergents

Repeatedly, autistics in work situations mention the same kinds of workplace accommodations. According to an anonymous autistic blogger for Spectroomz, an online resource for autistics looking for employment, the following accommodations are what helped them:

• A clearly defined scope of work.
• Solid task management, like a ticketing management hub. Tools that can help prevent misunderstandings that might occur when only verbal instructions are given.
• Predictable social interactions that an autistic employee can mentally prepare for.
• Limited need to mask (Oswald, 2021).
• Clearly defined performance metrics.
• Be open to sensory interventions, such as noise-canceling headphones, or a quiet room to work in. Some airport lounges offer quiet spaces for travelers. It provides a reprieve from the constant noise in social environments.
• Flexible work hours
• Flexible work location – For example, partial work-from-home arrangements. Even a private space will work.
• Consider individual communication preferences – For example, communicate in writing or detailed instructions.

How to Reduce the Perception of Favoritism

Anyone who falls under the diversity umbrella will tell you that there are many occasions where their presence feels like an inconvenience to others. An employer can reduce perceived favoritism by doing the following.

• Create awareness of the value of cognitive diversity in the organization. Most people’s understanding of autism comes from how autistic characters are portrayed in the media.
• Corporate values must embrace diversity. Forward thinking organizations with a positive attitude toward diversity and mental health are key to successful initiatives. The C-Suite mindset trickles down to employees. A results-only or profit-only attitude shapes organizational culture. A culture driven by the numbers without regard to employee wellness will fail the test of inclusivity.
• Emphasize the value of team success (as opposed to individual successes). Think of a team as the rag-tag assembly of superheroes who, individually, can’t get much done but all bring something to the party to save the world. Every superhero team has a singular focus on that one goal, not on self-gain. Even the weirdest hero brings something valuable to the table. This is a change from the workplace idea of teamwork, where each person tries to work with others for a vague common goal, but self-gain is still top of mind. Self-serving behavior in a team creates an Us vs. Them dynamic. This makes conditions ripe for the accusation of favoritism.
• Foster respect for neurodivergents by celebrating strengths and supporting areas that need improvement. Encourage curiosity over judgment and dismissal of unconventional ideas.
• Create clear, easily accessible policies for workplace accommodations for neurodivergent employees. Ad-hoc accommodations are generally not well received.

To Sum Up — Is it Favoritism?

No, it isn’t. If we say, “everybody is unique’’ and “just be yourself,” we can’t then say “No, not like that!” With uniqueness comes different strengths. To allow those strengths to shine, accommodations for unique needs are appropriate and necessary. Those accommodations are not one-size-fits-all. The beauty of an inclusive philosophy is that employers, neurotypical and neurodivergent employees’ benefit.

References:

Autism and Trauma: Masking — Tasha Oswald. (n.d.). Retrieved November 14, 2021, from https://opendoorstherapy.com/autism-and-trauma-masking/

Lucas, S. (2020). Is Displaying Favoritism in the Workplace Illegal? The Balance Careers. https://www.thebalancecareers.com/is-displaying-favoritism-in-the-workplace-illegal-4159736

McGregor, K. (n.d.). What is a Neurodevelopmental Disorder? — DLD and Me. DLD and ME. Retrieved November 14, 2021, from https://dldandme.org/what-is-a-neurodevelopmental-disorder/

Neurodiversity and other conditions — ADHD Aware. (n.d.). Retrieved November 14, 2021, from https://adhdaware.org.uk/what-is-adhd/neurodiversity-and-other-conditions/?

Olkin, R., Hayward, S., Schaff Abbene, M., & VanHeel, G. (2019). The Experiences of Microaggressions against Women with Visible and Invisible Disabilities. Journal of Social Issues, 75(3), 757–785. https://doi.org/10.1111/josi.12342

Definitions used in this article:

A neurodevelopmental condition: [sic] its symptoms, behaviors and traits are the result of a person’s brain developing differently during the key stages of development before they were born or as a very young child. This differs from mental illness, which refers to patterns of behavior where a person experiences a ‘state of mind’ that is different from their ‘normal self.’ Some examples are: ADHD, ADD, Autism, Tourette’s, and Speech and Language disorders

“Masking and camouflaging are terms used to describe neurodiverse individuals who seek to hide or minimize their autism traits to fit in with the neurotypical world. Individuals with autism, especially ones who have a history of trauma, frequently feel they need to mask their autism traits in order to fit in. It helps them feel safe from further acts of aggression or misunderstandings.”

Autist: Urban dictionary, “Has contemporary usage as a self-identifier and a term of endearment used online by individuals who self-identify as non-neurotypical.”

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.”

You might also see or hear the terms:

Neurodivergents, People who identify as neurodivergent

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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