What is neurodiversity?

September 27, 2023

According to Harvard Health Publishing, we can define neurodiversity as “the idea that people experience and interact with the world around them in many different ways; there is no one “right” way of thinking, learning, and behaving, and differences are not viewed as deficits.”

Personally, this is a definition I like because it acknowledges that we all, as a group of humans, make up a neurodiverse population. We are all different. There is no right, wrong, or normal. Only different ways of thinking, feeling, processing, and being.

Now, as many you will know how I love to say “A person on their own is not diverse, it is only when we are part of a group that the group becomes diverse. An individual is simply a person”. Or that using the term “diverse person” is usually code for “not white”.

But when it comes to neurodiversity this is slightly more nuanced.

During an interview with Chezzy Kennedy, Neurodiversity trainer and fellow TEDx speaker, as part of my Inclusive Leader video series, I had an insightful discussion on this very topic. What I learned from Chezzy is that a person can indeed be a diverse individual when it comes to the various behaviours, traits and diagnoses they may have, which all exist together, such as Chezzy who has ADHD and Autism. Thus, making them a neurodiverse person.

 

To quote another of my favourite phrases back to myself…

“it’s not either/or – it’s both/and”.

 

Similarly, we also discussed the contextual impact of diversity within a group, and Chezzy made reference to the terms neuro-majority and neuro-minority. To illustrate this Chezzy gave the example of an autistic person within the workplace might be in the neuro-minority, but when in the context of a group of autistic people, they would be in the neuro-majority.

I think this is really insightful and makes me feel that context is something we ought to be considering more.

So, for me at least, this goes to show why language is so important and how holding blanket beliefs about “truths” can be unhelpful in allowing us to continue to grow and be challenged.

 

Neurodiversity advocates encourage inclusive, non-judgmental language. While many disability advocacy groups prefer person-first language (“a person with autism”), other research has found that the many people prefer identity-first language (“an autistic person”). Knowledge about neurodiversity and respectful language is key to creating an inclusive space. But given there is contradictory evidence out there, how do you know what is best to do?

 

One simple solution – ask the person or people you are intending to include and refer to them in whatever way they ask you.

So how do we leverage difference rather than exclude it?

Most people are familiar with the advantages that can be gained from diversity in terms of our backgrounds, gender, race, culture, age, and other individual qualities.  So, it makes sense that the different ways in which we as individuals think or respond to our environments are increasingly recognised as bringing unique perspectives, ideas, and talents to the workplace.

 

Sadly, there is still a lot of stigma connected to some neurodiverse diagnoses, or alarmingly the more recent trend to assume that some people are seeking a diagnosis to be fashionable! Both of which are forms of discrimination (just FYI).  This means that disclosing a diagnosis can be a sensitive and difficult challenge for many people. This is why creating a culture that includes psychological safety is critical.

 

What can you do?

If you’re wanting to create an environment that better supports neurodiverse employees, I would firstly encourage you to speak to the neurodiverse individuals you already employ.  Current employees will already know what it is like to work within your environment with their particular diagnoses or characteristics. And if you think you don’t have any then I suggest you go back and have a read about psychological safety again, because it’s estimated (by various different sources) that neurodiverse people make up about 15% of the population.

 

You can ask for feedback and suggestions for improvements, and then most importantly, you listen to the answer. If you have access to an employee resource group or forum, this can be an excellent source of insight for ways to make a workplace more neuro-inclusive (for everyone).

 

Again, gathering feedback does rely heavily on having a culture of psychological safety, where employees will feel able and willing to speak up about their experiences, without fear of repercussions. It is imperative that employees who do share their views and experiences are listened to and believed, and that action is taken to address the challenges they raise.  Failing to take their feedback seriously will only result in further silence and fear of discrimination.

 

Remember – there’s no such thing as normal, and don’t make assumptions — it’s okay to ask a person for their individual preferences, needs, and expectations.

Other practical things you can do (which will likely benefit multi people in the process)

• Proactively provide direct and concise verbal and written instructions for tasks, and break tasks down into small steps that can be completed one at a time.
• Provide information in a number of formats (verbal, written, images, physical and electronic) to allow people to process it in their preferred way, and go back to it as often as they need.
• Avoid sarcasm, euphemisms, and implied messages.
• Understand various sensory needs:
• Sound sensitivity: Provide a quiet break space or quiet working rooms, communicate expected loud noises (like fire drills), and offer noise-cancelling headphones.
• Tactile: Allow modifications to the usual workspace or uniform.
• Movements: Allow the use of focus tools (sometimes called fidget toys), schedule extra movement breaks in sessions, offer flexible seating and standing options.
• Inform people about workplace/social etiquette, and don’t assume someone is deliberately breaking the rules or being rude.
• Try to give advance notice if plans are changing and provide a reason for the change wherever possible.
• Be kind and be patient. To everyone.

 

If you’re looking for specific advice or support in your organisation, you can reach out to Chezzy at Thrive directly for a conversation.

 

And if you enjoyed reading this article, you can find more content from me on my website HERE, and you can sign up to receive my regular newsletter filled with tips, advice, and free content HERE.

 

Katie Allen is a specialist Diversity, Equity and Inclusion consultant, Executive Coach and TEDx speaker. With decades of experience in people and culture, and commercial leadership positions, Katie is now on a mission to change the world of work by enabling a new wave of inclusive leaders who are confident to have the real conversations that matter.