If organizations are keen on the diversity of thoughts, different approaches to work, innovation, and creativity, neurodiversity could be the answer for achieving them all.
When organizations embark on their DEI journey they aim at low-hanging fruit. In other words, most organizations approach diversity and inclusion sequentially: gender this year or in the next two years, followed by disability, sexual orientation, or age next, and maybe someday, neurodiversity.
Most organizations think the inclusion of neurodivergent individuals should be a part of the DEI journey only after they accomplish all the other strands of diversity.
Harvey Blume in his article on Neurodiversity in The Atlantic, mentioned, “Neurodiversity may be every bit as crucial for humans as biodiversity is for life in general. Who can say what form of wiring will be best at any given moment?”
Neurodiversity encompasses a wide range of mental orientations, including but not limited to autism, dyslexia, attention deficit hyperactivity disorder (ADHD), dysgraphia, dyspraxia, Tourette Syndrome, and Down Syndrome. Research suggests that teams with neurodivergent professionals in some roles can be 30% more productive than those without them. Inclusion and integration of neurodivergent professionals with abilities such as visual thinking, attention to detail, pattern recognition, visual memory, and creative thinking can help illuminate ideas or opportunities teams might otherwise have missed.
However, statistics indicate that in the U.S., 85% of college graduates with autism struggle with unemployment. So, what can organizations do to integrate neurodiversity at the workplace and ensure that they feel included?
These four inclusive practices could support a better future of work for neurodivergent individuals:
Involve neurodivergent individuals in crafting their jobs: Many professionals with autism lost their jobs when they were expected to multitask or when they were moved into noisy areas. The challenge can be mitigated by including them in the work-design process and teaming them with those, who understand the nuances of their strengths and weaknesses.
Focusing on the outcomes: Employees’ productivity is evident from their innovative approach to work. Focusing on outcomes rather than “professional appearance,” presenteeism, or work style supports both inclusion and productivity of neurodivergent employees.
Flexibility: Removing arbitrary time, place, and work-style barriers supports the employment of those who need the flexibility to accommodate sensory sensitivities or sleep issues associated with neurodiversity. Moreover, it can help address other opportunity gaps, such as transportation limitations.
Transparency and clear communication: Clear organizational communication is essential for autistic people, as they get excluded due to hidden messages, corporate doublespeak, and “insider” expressions with obscured meaning.
Focusing on neurodiversity in the workplace is not a Herculean task as many organizations seem to believe. Removing barriers to access and success of marginalized talent can ensure that no one gets left behind.
