Leveraging Neuro-Diversity in the Workplace
Corporate culture is an oft-bandied-about term to describe the way things are done around here. It refers to the unspoken norms and behaviours that indicate whether an individual fits in or doesn’t. It rarely refers to individual performance, but often influences it. Furthermore, even above-average performers can be forced out of an organisation, their behaviour being described as disruptive to the rest of the team. Their epitaph uttered in hushed tones around the water cooler is, “He really didn’t fit in, did he,” or “She wasn’t a team player”.
In reality, few employees come to work to be intentionally disruptive. Most career-minded people want to have their contributions recognised and applauded with raises and promotions. So how is it that, despite their best efforts, some employees’ careers are stunted by perceived poor performance; which is often reflected in a resume that looks like the call list of a travelling salesman?
The majority of managers, with the exception of the most enlightened, prioritise order. They want to know that when a meeting is scheduled, everyone invited will be there, be prepared and contribute what is expected of them. Most hardworking employees are happy to comply. They will diligently prepare for such meetings and are hungry to provide their contribution in the hope that their efforts are rewarded and their contributions acknowledged. Such meetings have unwritten rules demanded by such cultures including but not limited to:
Learning to anticipate what the boss wants to hear, and then dutifully obliging with an appropriate comment or presentation.
Enthusiastically supporting a colleague’s contribution, but only after monitoring the body language of the boss.
Avoid raising objections lest you are perceived as a “poor team player”.
On the other hand is the employee who is habitually late, appears to be unprepared, says nothing except to challenge and disagree; and often comes to a conclusion that is premature and diametrically opposite to the general flow of the conversation. The manager’s subsequent visit to HR to establish how this person was employed in the first place might reveal that their aptitude test results were off the charts; furthermore, interview panels were blown away by their insights and depth of understanding.
Let’s talk about Neurodiversity
Research shows that somewhere between 10% and 20% of the global population is considered neurodivergent. “Neurodiversity” has become the popular term used to describe the differences in the way individuals’ brains work. It is a term that has been introduced to counter the idea that there is one correct way for the brain to work - and instead embraces the idea that there is a wide range of ways that people perceive and respond to the world. Some forms of neurodiversity include the following:
Attention-Deficit/ Hyperactivity Disorder (ADHD)
Dyslexia,
Dyscalculia (difficulty in understanding numbers) and even degrees of
Aspergers
Autism.
In the workplace, people who are neurodivergent, while appearing to function typically, may face various challenges in navigating the rigid structures in the average corporate climate. Instead, studies have shown that many who have these disorders have higher-than-average abilities including pattern recognition, analysis, visualisation, problem-solving, and memory, and excel at achieving states of hyperfocus to complete a project—skills that can be beneficial in many fields of interest to most companies if they know how to harness it.
Those whose idea of an ordered culture, where everyone follows the “rules”, may dismiss such ascertains with comments like “ADHD is a myth” or “We don’t have the skills or structures to deal with people like that”. However, the world of work has evolved in the last 10 to 20 years. In South Africa, ensuring equal opportunities has typically ignored those that fall under the disability umbrella and prioritised race and gender diversity needs. This focus needs to be broadened to disability, including neurodiversity. By doing so, corporates stand to benefit from the productivity gains brought on by harnessing the often unrecognised talents and skills neurodivergent people might bring to the table when provided the right accommodations.
Some Neurodiverse Capabilities
Neurodiverse people sometimes require reasonable accommodation in the workplace to allow them to leverage their capabilities; they also sometimes exhibit challenging eccentricities. With the right accommodations in place and the willingness to manage the challenges, productivity gains are only beneficial. Writing on neurodiversity and workplace opportunity for the World Economic Forum, Nahia Orduña, explains, broadly, some of the potential abilities that some Neurodivergent people have (understanding that even these may differ from person to person):
Autistic brains are said to be highly creative with exceptional concentration, logic, imagination and visual thought. They also tend to be systematic, meticulous and detailed and share unique insights and perspectives in problem-solving.
People with ADHD might have great imagination and score higher on creativity tests than neurotypical people. Some can hyperfocus, which means that while they generally have an attention deficit, they do have a high focus on their area of interest.
Dyslexic people have often demonstrated the ability to think outside the box: 84% of dyslexic people are above average in reasoning, understanding patterns, evaluating possibilities and making decisions, according to the charity Made by Dyslexia.
The Marginalisation of Neurodiverse Individuals
Despite some of the capabilities discussed above, Neurodiverse employees are rarely given any accommodation and continue to be marginalised. Below we discuss some of how Neurodiverse employees may be marginalised:
Companies may lack understanding and awareness of neurodiversity and may not recognise the value that neurodiverse employees can bring to the organisation.
Traditional recruitment processes may inadvertently screen out neurodiverse candidates due to biases or reliance on standardised assessments that may not accurately assess their skills and abilities.
Corporate cultures that prioritise conformity and rigid structures may not be inclusive of neurodiverse individuals who may thrive in environments that offer flexibility, autonomy, and alternative communication styles.
Neurodiverse individuals may face challenges in social integration and may struggle with social cues, communication, and building relationships with colleagues.
Companies may not have the structural layouts to provide sensory-friendly working environments.
Company policies guard against flexible work arrangements for fear of losing control.
Specialised training and coaching may be required for neurodiverse employees which the company may not have the budget, or willingness, to provide.
There may be stigma and discrimination surrounding neurodiversity in the workplace, leading to biases, misconceptions, and negative stereotypes that can hinder the inclusion of neurodiverse individuals.
Neurodiverse employees may encounter barriers to career advancement due to limited opportunities for professional development, unconscious biases, or lack of support in navigating the organisational hierarchy.
Differences in communication styles and preferences may pose challenges in collaboration and teamwork, leading to misunderstandings, conflicts, and decreased productivity.
Neurodiverse individuals may experience higher levels of stress, anxiety, or burnout in the workplace due to challenges in navigating social interactions, sensory sensitivities, or coping with workplace demands.
While many of the disorders that fall under the umbrella term of Neurodiversity are recognised as a disability under South Africa’s Employment Equity Act, like most invisible disabilities, many employees and employers are barely aware, if at all, that such conditions are considered by our legislation and as a result, employers are mandated to provide reasonable accommodation.
What does reasonable accommodation for Neurodiversity look like?
Employers should accommodate neurodiverse employees to ensure that they can deliver the contributions that their unique way of thinking and problem-solving approaches provide. There are several ways to provide accommodation in the workplace including:
Many of the cultural cues in organisations come from what leaders expect, reward, endorse and tolerate. Leaders need to set an example and ensure that all employees are treated with the same levels of respect. Publicly acknowledge the unique points of view that someone with a different approach to problem-solving might bring.
Ensure that employees who may feel marginalised are proactively brought into operational and social settings but do not embarrass them if they are somewhat introverted and uncomfortable.
Where possible, provide them with work environments that allow them to produce their best work. Be creative, for example, allow them to work with headphones if it helps.
Avoid making public statements about neurodiversity. Speak discreetly with employees who may find such behaviour annoying or irritating.
Communication and engagement are key components of a leader’s skill set. Communicate clearly and frequently, particularly when it comes to changes that affect all employees. Also, take time to engage with employees one-on-one. Understand the frustrations that neuro-diverse employees are having, and equally understand the frustrations of employees who are struggling with the unusual behaviour and mannerisms of their neurodiverse colleagues.
While it is important to accommodate the needs of the neuro-diverse, there is also a point where non-conformance may be counter-productive. Gently coach and counsel these employees when issues such as lateness, directness or speaking out of turn may have a negative impact on others.
Examples of some of the programs that companies are undertaking to recognise and invest in neurodiverse employees include:
Microsoft’s Autism Hiring Program
SAP's Autism at Work program
IBM's Neurodiversity Program
JPMorgan Chase's Autism at Work program
EY’s (Ernst & Young) Neurodiversity Centre’s of Excellence program
Google’s Spectrum Program
Ford’s Inclusive Works program
Conclusion
Successful organisational cultures require a delicate balance of order and latitude. Each employee will thrive under different combinations of each. Leaders who are able to provide an element of structure, routine and discipline while understanding the special touch that releases the magic in each employee are a special breed.
Author: Bernard Koch is an Executive Director of the IDM Business Academy. Bernard has identified a mild form of ADHD as his special Neuro-Diverse gift and is passionate about working with leaders and managers to develop cultures that embrace this as well as other unique gifts that various employees bring.