Embracing Neurodiversity
The term "Neurodiversity," first introduced by Sociologist Judy Singer, has become widely accepted to describe the idea that neurological differences, such as autism, ADHD, dyslexia, and others, are natural variations in the human brain rather than disorders or deficits. It emphasizes that no single way of thinking or processing information is "normal," and that these differences are just part of the natural spectrum of human diversity. Just as we strive for cultural competence in our interactions, developing an understanding and appreciation of neurodiversity allows us to build more effective teams, encourage diverse perspectives, and create a workplace where everyone can thrive.
Before we continue our discussion, here are some important terms to be aware of:
Neurodiversity: The variety in brain function and behavior, including conditions like autism, ADHD, and dyslexia.
Neurodivergence: Individuals whose cognitive functioning differs from typical patterns, covering a range of conditions like autism, ADHD, OCD, and dyslexia.
Neurotypical: Those whose neurological development and processing align with societal norms.
Neuroaffirming: Acknowledging and respecting the differences in how individuals think, learn, and process information.
Neuroinclusive: Creating environments that acknowledge and support the diverse needs of neurodivergent individuals.
Recognizing and embracing neurodiversity in your organization is crucial if you want to create an inclusive environment for your employees. Instead of seeing these differences as obstacles, we should recognize them as unique strengths that, with the right support, can drive innovation, improve team dynamics, and unlock untapped potential within your organization. By acknowledging that no two brains function exactly alike, we can create a more inclusive and accessible work environment where everyone has the opportunity to thrive.
“The most interesting people you’ll find are ones that don’t fit into your average cardboard box. They’ll make what they need, they’ll make their own boxes.”
Self-Assessment:
Embracing Neurodiversity
Please take a few moments to contemplate the following self-reflection questions. Where can you identify opportunities for personal growth in your leadership approach?
1. Do I create an inclusive environment where neurodiverse team members feel comfortable sharing their needs?
2. Am I able to respect and value diverse ways of thinking, even why they’re different from my own?
3. Do I offer flexibility on deadlines and in how tasks are completed to accommodate diverse working styles?
4. Do I advocate for policies and practices that support neurodiverse employees at all levels of the organization?
5. Do I adapt my communication style to accommodate different processing preferences and needs?
6. Do I ensure that all team members, regardless of their neurotype, feel valued and understood?
7. Have I taken time to challenge my own assumptions and biases regarding neurodiversity?
8. Do I seek feedback from neurodiverse employees to improve their work experience?
Remember, this self-assessment is just a starting point for understanding your knowledge of neurodiversity as a leader. It's essential to reflect on your responses and actively work on areas where improvement is needed. Additionally, seeking feedback from others and working with your ECFL Leadership Coach can provide valuable insights into your emotional intelligence strengths and weaknesses.
Neurodiversity at Work
In the workplace, differences in how people think and process information are often misunderstood or overlooked, leading to missed opportunities for innovation and inclusion. For instance, a neurodivergent individual might take longer to respond during conversations or focus intensely on specific details, which could be mistakenly interpreted as disinterest or stubbornness.
Another common scenario involves nonverbal communication. A neurodiverse colleague might avoid eye contact or exhibit unusual body language, which could be misinterpreted as rudeness or a lack of engagement. However, these behaviors often stem from sensory sensitivities or different social communication norms, not from a lack of respect or interest. Approaching interactions with curiosity and openness allows us to appreciate the unique perspectives that neurodivergent individuals bring to the workplace.
Embracing neurodiversity means acknowledging that there isn’t just one "normal" way for brains to work. Each person has a unique neurological makeup that expresses itself in different ways. By celebrating these differences, we can cultivate a more inclusive and innovative workplace, where all employees feel valued and can contribute their best.
“It is not our differences that divide us. It is our inability to recognize, accept, and celebrate those differences.”
Let's conduct a brief thought experiment. Consider these two scenarios, which illustrate the contrasting ways introverts and extroverts might approach collaboration and how these differences can impact workplace dynamics.
Scenario 1:
Eleanor and Chidi work together on a project that requires frequent brainstorming sessions. Eleanor, who thrives on spontaneous discussions and fast-paced collaboration, schedules daily meetings to keep the momentum going. Chidi, on the other hand, finds these unstructured, rapid-fire meetings overwhelming and struggles to keep up. Chidi prefers to process information independently before contributing but doesn't communicate this need clearly, fearing it might be perceived as a lack of engagement.
As the project progresses, Chidi's contributions diminish. Eleanor becomes frustrated, interpreting Chidi's quietness as disinterest or a lack of commitment to the project. Without recognizing or addressing their different working styles, tension builds. The project slows down, with miscommunications leading to missed deadlines and subpar results. Productivity suffers, and both team members leave the experience feeling misunderstood and dissatisfied.
Scenario 2:
Eleanor and Chidi are assigned to work together on a project. Early on, Eleanor notices that Chidi is quieter in meetings and often takes longer to respond. Curious rather than frustrated, she asks Chidi how he prefers to work. Chidi explains that he finds it easier to contribute after having time to process information on his own and suggests reducing the number of meetings in favor of sharing ideas via email first.
Eleanor agrees, adjusting the meeting schedule to allow for more independent work time. When they do meet, Eleanor gives Chidi the opportunity to prepare by sending an agenda in advance. This small adjustment makes a big difference. Chidi feels more comfortable and begins contributing thoughtful insights and ideas that enhance the project.
As a result, their collaboration improves. The project moves forward smoothly, with both Eleanor and Chidi feeling valued and understood. The final product is innovative and completed ahead of schedule, demonstrating how making concessions to accommodate different working styles can significantly boost productivity and morale.
Each of us typically falls into one of two categories: introverted or extroverted. Those of us who are introverted sometimes wish that the extroverts in our lives would understand our need for solitude and quiet time. We might feel overwhelmed by constant social interaction or find it draining to be in large groups. At times, we wish they would respect our boundaries without interpreting our desire for space as a sign of disinterest or aloofness.
Similarly, extroverts might wish that introverts would join in more social activities and be more forthcoming in conversations. They may find the introvert’s preference for solitude puzzling or even perceive it as a lack of enthusiasm for relationships.
This thought experiment illustrates how differences in personality can lead to misunderstandings. Just as introverts and extroverts have different needs and preferences, people with different neurotypes have unique ways of interacting with the world. When these differences are overlooked, neurodiverse employees can feel undervalued, ignored, and unsupported. They may experience increased stress, anxiety, and burnout, leading to general job dissatisfaction and higher turnover rates. This not only impacts the employee’s well-being but also results in missed opportunities for the company and team to benefit from diverse styles of thinking. On the other hand, when neurodiverse employees feel supported, their unique strengths, perspectives, and problem-solving capabilities are allowed to shine, driving innovation and team performance. Creating a workplace that not only values but nurtures these differences, is necessary if you want to create a truly inclusive and welcoming environment.
Before we explore the best practices for supporting neurodiversity, it’s important to remember that we can’t assume someone is neurodiverse unless they choose to share that information with us. Neurodiversity is not often visible, and some people may choose not to disclose their neurotype for personal reasons, fear of being stigmatized, or because they just don’t feel that it’s relevant. Making assumptions about someone’s neurological or cognitive differences can not only lead to misunderstandings, but also perpetuate stereotypes.
Instead of guessing, we need to approach everyone with an open mind, appreciating and respecting their individuality. By adopting inclusive practices in all of our interactions and respecting the diverse ways people think and communicate, we create a more supportive and understanding workplace for everyone.
“Research into neurodivergent burnout has consistently shown that relationship and communication difficulties cause undue stress and anxiety... as such, wellbeing rates for neurodivergent people at work are depleted in excess of their peers, as well as their experiences of career satisfaction, psychological safety and belonging.”
Best practices for supporting neurodiverse employees:
Provide Clear Communication: Use straightforward and unambiguous language. Avoid jargon and ensure instructions are easy to understand. Provide written summaries of verbal communications when possible (especially instructions).
Offer Flexible Work Arrangements: Allow options for flexible working hours, remote work, or modified workspaces to accommodate different needs and preferences.
Customize Accommodations: Tailor adjustments to individual needs, such as providing noise-canceling headphones, dyslexia-friendly fonts, specialized software, and/or quiet spaces for focused work.
Use Multiple Communication Channels: Offer various ways for employees to engage and communicate, such as email, instant messaging, or face-to-face meetings, to suit different preferences.
Be Mindful of Sensory Sensitivities: Consider sensory needs, such as lighting and noise levels, and make adjustments to the workspace to accommodate sensitivities.
Encourage Self-Advocacy: Support employees in advocating for their own needs and preferences, and create a safe space for them to disclose their neurodiverse conditions if they choose to.
Provide Clear Feedback and Expectations: Offer constructive feedback in a direct and actionable manner, and set clear expectations for performance to avoid ambiguity.
Ensure Accessibility in Meetings: Make meetings accessible by providing agendas in advance, offering various ways to contribute, and accommodating any specific needs during discussions.
Be Patient and Open-Minded: Approach each individual with patience and an open mind, recognizing that different cognitive styles can bring unique strengths to the team.
Reflection Question:
How might the best practices for accommodating neurodiverse employees, such as flexible work arrangements and personalized support, also enhance productivity and well-being for all employees, including Supervisors?
Elevate your understanding of neurodiversity by taking flight with the following resources. Use this opportunity to navigate, uncover, and expand the horizons of your leadership influence.
What’s Fair? Addressing Wellbeing for Neurodivergent Workers
Dr. Nancy Doyle
What are Reasonable Accommodations at Work? (3:44)
How to Create a Neurodiverse Workplace
Kate May
What Neurodiverse People Want Their Employers And Colleagues To Know
Rebekah Bastian
Rebranding The Brain: Neurodiversity at Work
Dave Thompson, TEDxDanville (12:18)