Our perception of neurodiversity has changed dramatically over recent years, from a deficit model to a strengths-based approach. We now recognise that neurodiversity is the natural variation in the human brain impacting on our cognitive abilities and the way we think. Just like our physical differences, we all have diverse strengths and challenges in the way we think. Drawing from positive psychology we are now embracing neurodiversity as an opportunity to promote a more inclusive workplace leading to increased creativity, resilience and innovation.
Neurodiversity in the workplace is now celebrated and encouraged as neurominorities such as autism, ADHD, dyslexia, and other conditions are considered part of the diverse spectrum of our cognitive skills. Recognising these differences and providing the right environment and infrastructure within the workplace brings additional skills and perspectives to organisations giving them an advantage over their competitors. A few of the benefits of neurodiversity in the workplace are:
- Diverse skill set: neurodivergent individuals can excel in certain areas such as pattern recognition, attention to detail, creativity, innovation, and problem solving.
- Enhanced team dynamics: teams benefit from a range of skills and strengths that complement each other and improve overall performance.
- Increased productivity and employee satisfaction: when organisations create the right environment to accommodate individual strengths leading to increased job satisfaction, retention and productivity.
With this in mind it is important to adopt a neuroinclusive culture within organisations. There are several steps to support this, such as education and awareness campaigns, flexible working arrangements, adjustments to recruitment processes and mentoring and support programs. We should celebrate and embrace neurodiversity not only from an ethical and moral perspective but also as an opportunity for organisations to thrive.
There are however some challenges ahead as the increasing awareness of neurodiversity is leading to a wave of individuals recognising traits in themselves and questioning the challenges they have had in their life. Due to the changing perceptions of neurodiversity, there are individuals who identify with various neurotypes with no access to formal diagnosis and therefore do not get the support they need. Demand for neurodivergent assessment is extremely high and has led to long waiting times, so how do employers support these individuals?
Firstly, diagnosis although important for the individual and their medical needs, it is not essential for employees to undergo lengthy and costly assessments in order for organisations to make reasonable adjustments. The traditional medical model is about problem identification rather than a strength-based approach leading to supportive input. Most adjustments are simple to make and result in increased performance, therefore more than returning on the investment made by the organisation. This not only reduces stress for the employee but also solves the challenges posed to their managers. Individuals are normally very aware of the challenges they face and what support they need to thrive. Despite a lack of diagnosis, it is important to consider putting in supportive structures around the challenges that individuals face.
There are affordable, reliable and evidence-based screening tools that can help organisations to identify individual needs. These often include valuable insights into how individuals can use their strengths to cope with the challenges their neurodiversity profile present. Organisations should then look to support individuals who continue to struggle by offering coaching programmes that help develop coping strategies such as time management, organisation and communication skills. Across all neurotypes these are the most common skills that individuals need support with to help them thrive in the workplace. Organisations should consider the range of assistive technologies that can be made readily available to employees at work.
Agreeing a suite of reasonable adjustments can help leaders make sensible decisions on how to support their colleagues and provide reassurance to those who may be affected but are concerned how diagnosis will impact their role.
Tim Heard, Business Psychologist, HCML