We all have a time of day when our brain functions at its best. What time of day is it easiest for you to complete those high focus tasks in your day? That simple question is one of the keys to unlocking neuro-inclusion as well as your team's peak performance times so that innovation, productivity and connection thrive in a Neurodiverse workforce.
Organizations already have neurodivergent people working for them but they are often silenced in the very situations where they can add the most value. Organizations need to ask for and listen (active listening without judgement) to the thoughts, feedback, and ideas of people who are often viewed as too awkward and odd to ask and authentically listen to. Then seriously consider what they hear even when it might sound unrealistic and not actionable. Ask the neurodivergent person to figure out how to make it realistic and workable. They will then be included but also other neurotypical people will see the added value of the neurodivergent people and hopefully request their input going forward. Show quoted text
We are only coming to understand neurodiversity and its many facets, which means social awareness is low and adults are grossly underdiagnosed. Some of your neurodivergent employees might not yet know they belong under that label, others might be going through an all-consuming process of a diagnosis or self-diagnosis. A neuroinclusive organisation will accommodate individual needs of their employees without them having to educate their employer and constantly advocating for themselves. Team leaders must be able to ask pointed and informed questions in order to identify the pain points. Start with sensory needs, look at modes of internal communication, account for hyperfocus in the context of performance indicators.
Many job posts and job criteria can put off potential neurodiverse candidates as they feel they do not match the job requirements or have the skills necessary. Instead, aa job post can include a welcoming note offering flexibility and asking candidates who require modifications or assistance to get in touch. When applicants are coming for an interview, interviewees can reach out and ask if they require any specific modification or assistance to ensure that the interview process or social norms hinder their abilities.
With toddlers and preschoolers, we are intrigued by and encourage exploration, discovery, curiosity, messiness, and thinking outside the box. We admire their ingenuity, messiness, and process of discovery. For some reason, as these young people get older, instead of continuing to celebrate this diversity of thought, process, and discovery, we expect that everyone will follow certain social, academic and cognitive norms; however, this fails to recognize that not everyone fits into or follows these norms, and they are not wrong for doing so. Some people continue to follow their curiosity without bound, think outside the box, and communicate in unique ways. If we could keep the same approach throughout the lifespan that we have with toddlers and preschoolers, staying curious about the ways people explore, discover, perceive and engage with the world, we will not only have more fun, but we may also discover solutions to our world’s complex problems in a more efficient and effective way.
Turn commitment into action and break down barriers to neuro-inclusion through the power of storytelling. For far too long neurodiversity in the workplace has been stigmatised due to inapt awareness, education, accommodations and overall advocacy. A narrative of lack and limitations shaped the opportunities explored by corporations, academia and governmental bodies alike. It is about time that stories of success, empowerment and growth shape the public discourse. Stories have always impacted culture and communication as they have the power to create dynamics of acceptance, inclusion and open-mindedness and replace fear and disenfranchisement. These stories can shape a candidate's recruitment experience, encourage an employee to open up to their manager, and ultimately change perspectives across the organisations. Not only will this simple, yet powerful strategy positively impact the retention of neurodiverse individuals, it will also create a more innovative and satisfied workforce.
Companies who want to be neuro-inclusive should post job openings on social media sites frequented by those with learning disorders. Today, there are social media boards for everything. Companies can share their job postings on these sites and reach out to individuals who may not know about the job or who fear they will be wasting their time by applying. Positions posted on these sites will encourage these individuals to apply. So often this population is overlooked or left out of the workstream. However, as noted in this report, these individuals possess skills that would be very beneficial to most companies.
Founder and Chief ADHDer at Complex Strengths & The Neurodiverse Universe
Answered 3 years ago
It serves everybody when communication is clear. Historically, communication and social interaction challenges were considered to be one of the obstacles neurodivergent individuals faced due to an impairment in their processing and understanding. Research following Damian Milton’s Double Empathy Theory has helped discredit this notion by demonstrating that differences in neurotype lead to a bi-directional challenge with understanding; that is, neither neurotype is impaired. Differences can create a problem. Set a judgement-free expectation of misunderstandings between people with differing neurotypes, sensory experiences, experiences of time, and even just gender, culture, or age. This will improve clear communication by reducing assumptions, as well as contribute to the psychological safety that all workers require.
Blind spots known as unconscious biases affect how we see, behave, and make judgments about others who are different from us. For instance, a hiring manager can reject the résumé of a candidate without a college degree, even if recruiters thought the candidate was qualified. Unconscious bias training is a crucial first step in becoming an inclusive business because it provides individuals with a secure environment in which they may develop self-awareness and acknowledge their ingrained prejudices without fear of condemnation. The constraints preventing historically disadvantaged talent from advancing, however, have not been significantly reduced by training alone. The action does not always follow from awareness.
One key tip for organizations to be more neuro-inclusive is to provide flexible learning opportunities. Dyslexic individuals often think differently and may benefit from different teaching methods and learning styles. By providing flexible learning options, such as e-learning, audio and video resources, and interactive activities, organizations can create a more inclusive environment that caters to the diverse needs of their employees.
Neurodiversity encompasses a wide range of conditions and abilities. These conditions include, but are not limited to, autism, ADHD, dyslexia, and dyspraxia. Each neurodivergent individual is unique and may have different strengths, challenges, and ways of communicating and interacting with the world. By creating a culture of acceptance and providing accommodations, such as flexible work schedules or alternatives to group meetings, organizations can create a more inclusive environment that supports and values neurodiverse employees. Additionally, organizations can also provide training and resources for managers and employees on neurodiversity, and actively seek out and recruit neurodiverse candidates to build a more neuro-inclusive workforce.
An environment that is neuro-inclusive must be worked on, planned, and thought out. Organizations should ask for professional help in managing Neurodiverse Leaders. To begin, working in tandem with specialists who have expertise in dyslexic thinking skills may be very helpful in ensuring that they are better prepared to manage new professionals. This entails being aware of the benefits and drawbacks of dyslexia as well as fostering an organizational culture that values and promotes neurodiversity in order to foster better communication between neurodiverse leaders and their coworkers or employers.
Creating a flexible work environment that can accommodate different neurological needs is an important step in becoming a neuro-inclusive organization. This can include a variety of different strategies such as providing assistive technologies, allowing for accommodations to be made, and creating quiet spaces in the workplace. Providing assistive technologies such as noise-canceling headphones, ergonomic seating, and specialized software can help employees mitigate distractions, reduce overwhelm, and help them cope with overstimulation in the workplace. Organizations can also provide accommodations such as extra break time, flexibility in meeting format and schedule, and other accommodations that can help employees with neurological conditions to perform their best. Creating designated quiet spaces in the office can help employees who are sensitive to noise or overstimulation by giving them a quiet space to focus and work.
It's important for organizations to be aware of the benefits of neurodiversity, and to create an environment where neurodiverse individuals can thrive. One tip is to ensure that neurodiverse individuals have a safe and supportive work environment, where they can feel comfortable and appreciated. Also, encourage them to use their creativity and critical thinking skills to come up with new ideas and solutions. That way, their unique strengths and perspectives are efficiently utilized to benefit the organization as a whole.
The language many people use surrounding diversity is often dismissive, patronizing, and offensive. The first step you should take is to have all managers and employees learn how to use inclusive language and better understand neurodiversity. Run inclusive language workshops and ongoing training, engraining it into your culture. Once you understand it, use it everywhere. To create a truly neuro-inclusive environment, you must communicate understanding in everything you do. Hiring managers should use inclusive language in their job postings and interviews just as marketers should implement it in their campaigns and service agents should use it as they speak with customers. Every aspect of your organization should employ inclusive language - your words must meet up with your actions to make neurodiverse employees and customers feel welcome.
Integrate assistive software to make work processes inclusive for neurodiverse employees. Providing literacy tools is a big support for them when it comes to reading and writing tasks. For example, the Read&Write for Work toolbar provides auditory and visual feedback for texts, making it friendly for people who struggle with reading texts. Speechnotes is a speech-to-text transcription tool to help employees with literacy struggles dictate their thoughts without having to type them down. By providing tools for more neuro-inclusive learning, it shows that your organization sees neurodivergence as a learning difference, rather than a disability or a limitation.
One way to create a neuro-inclusive organization is by adopting a hiring approach conducive to sensitive strivers. By definition, a sensitive striver is a top-performing, neuro-diverse individual who responds more deeply to their emotions and the people around them. Their thought process allows them to carefully reflect on their actions before making important decisions, which is an essential trait of great company leaders. To better accommodate sensitive strivers, incorporate interview questions that let you evaluate their natural level of sensitivity. For instance, you can ask them about one crucial decision they made in the past and let them tell you how they came up with it. Doing so means you are not just after people who have high technical skills but are also into top individuals who think differently in a way that positively transforms your organization.
To create an organization that is neuro-inclusive, a good starting point can be for employers and managers to think about how they communicate to and interact with their staff. For instance, encouraging thoughts out loud during meetings rather than just seeking written contributions can ensure that everyone's talents are brought into play. This approach values those who prefer communicating through conversation, giving them time and space in which to express themselves at work, empowering employees to bring their unique strengths and ideas.
Aside from inclusive hiring, one key tip for organizations to be neuro-inclusive is to provide accommodations for individuals with neurological differences. This can include things like flexible work schedules, alternative communication methods, and assistive technology. Additionally, providing education and training for employees on neurological diversity and how to interact with and support colleagues with neurological differences can also be helpful. Creating a culture of understanding, acceptance, and support for those who are neurodiverse and making sure that they feel valued, respected, and included in the workplace is very important. Another way to provide accommodations for neurologically diverse individuals is to take the effort of assessing their strengths and put them in a position to succeed. Give them jobs that resonate with their skills. This way, not only are you maximizing their productivity at work but you're also making sure that they are happy with what they do.
No role in an organization can be played out in an isolated environment or even relegated to a certain group of people. Since every person in a company interacts with those beyond their immediate team at some point, it is crucial to arrange for awareness training across the organization so that people from all levels are aware of the move to accommodate neuro-inclusivity. This will not only create a more conducive and friendly environment for neuro-inclusive candidates but will also enable every employee to offer their input and suggestions to add more success and impact.