Honoring Neurodiversity at Work by GovLoop

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Honoring Neurodiversity at Work

Introduction Everyone in the workplace deserves a chance to shine. Not only that, but when everyone has a chance to shine, our organizations thrive. That, in a nutshell, is the case for inclusion: Everybody wins. In recent years, the concepts of diversity and inclusion have been extended to the field of neurodiversity. Neurodiversity refers to differences in cognitive functions, such as autism, Asperger’s syndrome and attention deficit hyperactivity disorder (more on definitions soon). The idea is to recognize that these differences are just that – differences rather than disabilities. If we can create an environment that honors neurodiversity, more people will have the opportunity to bring their particular talents to bear on the work of the team or the organization. “Indeed, many individuals who embrace the concept of neurodiversity believe that people with differences do not need to be cured; they need help and accommodation instead,” writes John Elder Robison, an adult on the autism spectrum, in a blog post at Psychology Today. “They look at the pool of diverse humanity and see — in the middle — the range of different thinking that’s made humanity’s progress in science and the creative arts possible.” The Harvard Business Review (HBR) doesn’t hedge its bets: In 2017, HBR ran an article making the case for seeing neurodiversity as a competitive advantage. That advantage comes in the form of productivity gains, quality improvement, boosts in innovative capabilities and broad increases in employee engagement.

But how do we get there? How do we create a workplace environment that includes a wide range of neurodiversity? The goal of this toolkit is to share tips and best practices that you can put to work in your organization, whether you are a supervisor, team leader or staff member collaborating with others. The topics include:

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Build your neurodiversity vocabulary What autistic employees would like you to know The benefits of hiring people with autism What to expect as a manager Workplace adjustments for neurodivergent staff Advanced tips for managing tech workers (and everyone else)

In addition to the information presented here, the articles include links to the original sources, where you can find additional tips and best practices. Finally, as you read these pages, keep in mind that neurodiversity is a spectrum, not a fixed diagnosis. Many of us might fall somewhere on that spectrum, although we might never be diagnosed as such. The goal of talking about neurodiversity is not to pigeonhole ourselves or anyone else. Instead, it is to help us understand how we can turn that diversity into a strength, both for ourselves and our organizations. 2

Honoring Neurodiversity at Work

Build your neurodiversity vocabulary Here are some common words that you are likely to encounter learning about how different ways of thinking manifest in the workplace. Neurodiversity, as noted earlier, has emerged as a way of speaking about different types of cognitive functioning without labeling them as disabilities. “Neurodiversity refers to variation in neurocognitive functioning,” according to the Autistic Self Advocacy Network (ASAN). It is an umbrella term that encompasses neurocognitive differences such as autism, attention deficit hyperactivity disorder (ADHD), dyslexia, Tourette’s syndrome, anxiety, obsessive-compulsive disorder, depression, intellectual disability and schizophrenia, as well as “‘normal”’ neurocognitive functioning, or neurotypicality.” “Neurodiversity is not a word about autism alone,” writes Dr. Stephanie Mines, a psychologist. “It is a word that embraces all neurological uniqueness, all rhythms of neurodevelopment and all the forms by which humans can express themselves and contribute to their world.” Autism likely is a more familiar term. But what does it mean, exactly? The website Disabled World describes it this way: “Autism is a neurobiological condition that affects the way people communicate and interact with the world. It is a spectrum. Every individual on the autism spectrum is different! Each individual has unique strengths and challenges.” In fact, it is often referred to as autism spectrum disorder (ASD). The Applied Behavior Analysis Programs Guide has identified five general characteristics of adults with ASD:

1 2 3

A difficult time with social interaction A struggle with social imagination

4 5

A tendency toward following an established routine A preference for alternate forms of communication

The semantics of neurodiversity Many of us have been trained to use person-first language: to say “a person experiencing homelessness” rather than “a homeless person.,” for example. This approach is intended to avoid tying a person’s identity to a particular condition. That approach does not apply to autism, according to many activists. “In the autism community, many self-advocates and their allies prefer terminology such as ‘Autistic,’ ‘Autistic person,’ or ‘Autistic individual’ because we understand autism as an inherent part of an individual’s identity,” writes Lydia Brown, on her Autistic Hoya blog. “It is impossible to affirm the value and worth of an Autistic person without recognizing his or her identity as an Autistic person,” she writes. “Referring to me as ‘a person with autism,’ or ‘an individual with ASD’ demeans who I am because it denies who I am.”

An intense connection with specific objects

Honoring Neurodiversity at Work

Asperger’s syndrome was once seen as different from autism, but it no longer exists as a separate diagnosis, according to Healthline. Instead, it is considered part of ASD – generally used when referring to people who are considered “high functioning.” Neurodivergent refers to an individual whose brain functions differ from others. Neurotypical refers to someone whose brain functions conform with social norms or expectations. Diffability or differbility, according to Disabled World, is a combination of “different” and “ability” — an alternative to the word “disability” intended to remove the term’s negative connotations of disabilities. Please note: Tim Goldstein, a Neurodiverse Communications Specialist, provides more extensive definitions and discussions in a recent blog post.

What autistic employees would like you to know Empathy is a tricky business. Sometimes it requires us to put ourselves in someone else’s place and try to imagine how they are thinking or feeling. In other cases, however, it requires us to set aside our assumptions and listen. Such is the case with neurodiversity. With that in mind, the Neurodiversity Hub developed a brochure to help managers and colleagues understand how neurodivergent employees experience the workplace. Here are some tips:

1. Not every autistic person is the same. Some traits will be present in some individuals but not in others. 2. We prefer written communication and instruction because we can process the information at our own speed. And having it in writing minimizes the risk of interpreting it incorrectly. 3. Say exactly or literally what you mean. Don’t expect an understanding of unspoken social cues. 4. Make us feel welcomed while also understanding that if we seem rude it is not intentional. 5. Unforeseen things can be disruptive, so explain changes in plans clearly and transparently. 6. Keep in mind that our raised anxiety levels can cause us difficulty in tasks we should otherwise be able to do. 7. Utilize tact when providing us with feedback.Try to avoid framing it in a personal way.

Honoring Neurodiversity at Work

The benefits of hiring autistic people As noted earlier, the point of talking about neurodiversity, rather than disability, is to recognize that people who think in different ways bring unique gifts. In its “Autism Speaks Empowerment Toolkit,” the Global Impact Sourcing Coalition, which is a network of businesses focused on inclusive hiring, highlights five benefits of hiring autistic people.

Uniquely suited to specific roles Common autistic traits such as intense attention to detail, affinity for repetitive tasks, and the ability to detect patterns and retain large amounts of information can enhance roles at companies that are otherwise difficult to fill.

Consistently reliable Managers have frequently observed lower rates of absenteeism and higher retention rates among employees on the autism spectrum.

Hyperfocused for hypersuccess When successfully matched with jobs that align with their interests, autistic employees can often hyperfocus on the task at hand, which enhances performance, workflow and productivity for the business.

Added creativity and innovation Studies have shown that autistic people often excel at developing creative and novel ideas, probably due to the fact that they do not conform as closely to social norms and are less subject to cognitive bias from prior knowledge and experience.

Upgraded productivity By onboarding team members with autism, managers learn to engage in more precise communication, set clear expectations, reduce ambiguity and provide consistent feedback. These improvements increase morale and productivity for all employees in the workplace.

Honoring Neurodiversity at Work

What to expect as a manager When you are a manager or team leader, part of the job is to learn how different individuals on your team work best. The same principle applies when working with neurodivergent individuals, wherever they are on the scale. In its “Hiring Managers’ Toolkit for Neurodiversity,” the Dublin City University Centre of Excellence for Diversity and Inclusion highlighted four key areas to consider:

Challenges

Behavior and movement

Some autistic individuals are hypersensitive to sensory information, e.g., being touched on the shoulder might feel like a punch. Some may be unable to wear restrictive clothing such as a shirt and tie or suit. Some sounds such as hissing or consistent, low buzzing may prove overwhelming for someone who is hypersensitive, while it may not bother others.

One characteristic of autism is stimming. This is a form of sensory regulation. Most people engage in some form of stimming such as nailbiting, tapping or sudden movements. Some methods of stimming appear inappropriate or odd. Drawing attention to stimming can cause distress to the individual. It is important to be understanding of this behavior.

Communication and planning

Socializing

Those on the autism spectrum tend to communicate differently. They do not naturally or automatically understand sarcasm, figures of speech and body language. However, this can be learned. Social events may also prove quite challenging for these individuals.

Pay attention to the location of after-work activities and social gatherings. Locations such as bars or pubs may be overwhelming for a person with ASD, as they are loud, busy and often an assault on the senses. People with ASD may choose not to attend these functions.

Honoring Neurodiversity at Work

Workplace adjustments for neurodivergent staff You can often help neurodivergent employees succeed by making some adjustments to their workspace and work-life. “Adjustments support different aspects of employee performance at work and overall wellbeing,” states the “DARE Adjustments Toolkit,” published by DARE (Discover Autism Research and Employment), the United Kingdom’s national autism research charity. “Improved identification of which specific needs an individual may have will play an important role in determining the success of adjustments.” According to DARE, adjustments generally fall into one of six areas:

Physical mobility and access

Mental health and well-being

Adjustments that make workspaces and tasks accessible to people of all physical abilities.

Adjustments that facilitate the mental health and well-being needs of neurodivergent employees.

Cognitive

Social

Adjustments that support the difficulties that neurodivergent people may have with processing times, memory and organization skills.

Adjustments that reduce difficulties in social situations that neurodivergent people may experience.

Sensory

Skill and experience

Adjustments that recognize the unique way in which neurodivergent people may perceive and experience different sensory stimuli in the workplace, including sound, vision, touch, taste and smell.

Adjustments that recognize the extent to which neurodivergent people may have been previously disadvantaged by the education system or prior work experiences. Such adjustments involve establishing a targeted structure for supporting the growth of skills and experience.

The report includes an extensive list of specific adjustments that might be made, covering job role and management processes, physical environment and equipment, and social and cultural practices. 7

Honoring Neurodiversity at Work

But here is a list of some basic adjustments – taken from one information sheet from La Trobe University’s partnership for employment outcomes for autistic people in society (known as PEAS) and another from the Organization for Autism Research (OAR):

FOLLOWING INSTRUCTIONS • Provide very specific directions

DEALING WITH CHANGE • Inform of changes ahead of time • Gradually incorporate small schedule modifications to prepare for larger shifts

UNDERSTANDING WORKPLACE CULTURE

• Explain everything step-by-step

• Use literal language

• Supply verbal praise and specify the source of mistakes

• Don’t require them to “read between the lines”

• Create written or pictorial guides

• Clearly explain point of view and intention

DEALING WITH POTENTIAL DISTRACTIONS • Provide distraction-free workspaces • Understand that occasional breaks may be necessary • Be aware of sensitivities to light, sounds, smells, etc.

TIME MANAGEMENT • Consistency and routine are important • Give notice for meetings and changes (24+ hours) • Help the individual establish routines • Problem-solve any issues together

Honoring Neurodiversity at Work

Advanced tips for managing neurodiverse workers Tim Goldstein, an autistic Neurodiverse Communication Specialist, Global Trainer, and Neurodiversity SelfAdvocate at Google, specializes in helping companies support neurodivergent staff members, especially technical workers. When he originally put together this list of tips, he called it, “10 Advanced Tips for Managing the Talented and Challenging Tech Worker.” But he quickly realized that these same tips apply to managing not just tech workers or people with autistic traits (which is now in the title), but to everyone. In that spirit, here are his tips:

Manage stress

Explain how decisions are made

You are less than your best when stressed out. So are we. Creativity and innovation disappear.

Nobody likes it when others’ ideas are chosen. It is easier to accept when the “why” is told.

Provide boundaries for innovation You want innovation, then get upset when our ideas are beyond what the organization can do or afford.

Facts before feelings

Specify clearly defined targets

We speak logically, and often brutally blunt. Take us literally.

Don’t assume. Neither of us can read minds. Clearly explain your expectations with straightforward language.

Use words literally Dictionaries exist to give distinct meanings. For us, a wink or sarcastic tone doesn’t change that meaning.

Put it in writing & pictures Everyone has challenges remembering everything. Written lists and visual diagrams help keep us on track.

Explain workplace norms

Explain the big picture first

We think differently, which gives us the skills you need. However, workplace etiquette may not come naturally.

Without knowing the context, we struggle to figure out where the details fit.

Go one direction at a time Our brains cannot go in multiple directions at the same time. We work best when we can dedicate our whole minds to a single task. You can find more tip sheets from Goldstein here. 9

Honoring Neurodiversity at Work

Conclusion One of the greatest gifts that we can offer one another in the workplace is empathy. In some cases, we practice empathy by recognizing the common ground that we share with one another. In other cases, however, we cultivate empathy by learning and honoring our differences -differences in our experiences and our perspectives.

The concept of neurodiversity invites us to think about cognitive functioning as a wide spectrum along which we all fall in different places. Rather than define one area of that spectrum as normal, and others as abnormal, we have an opportunity to learn how we all experience the world -- and to create a workplace that makes it possible for each of us to share our gifts. The good news is that we all have some experience in doing this. We know, for example, that some of us learn more easily by listening rather than reading, while others of us are more visual. We’ve learned how to accommodate such differences because we know it’s in the best interest of our team or organization to do so. Neurodiversity is an extension of that mindset. The more we learn about what it entails, the easier it is to build a more inclusive workplace. We hope that this toolkit helps you begin that journey.

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