Diversity: Neuro Diversity

Neuro Diversity

“Neurodiversity” is a word used to explain the unique ways people’s brains work. While everyone’s brain develops similarly, no two brains function just alike. Being neurodivergent means having a brain that works differently from the average or “neurotypical” person.

Neurodivergent people can be great on a team because they are differently creative and can challenge assumptions made by everyone else.

Many neurodiverse professionals possess exceptional talents waiting to be unlocked. When supported, neurodiverse people can have tangible positive impacts on their organisations. However, they also face distinct challenges in the workplace.

While we don’t have any associates who describe themselves as neurodiverse we have contacts with experts who are themselves neurodiverse.

📚Facts on Disability and Autism:
✅15% of the world’s population(1 bn people), live with disabilities.
✅In OECD countries, women report higher incidents of disability than men.
✅In 2023, the prevalence of Autism has had 178% increase since the year 2000.
✅It’s estimated that autism affects 168 million people worldwide

Neurodiversity is an important but often overlooked dimension of diversity in the workplace. Here is a summary of the key points on why embracing neurodiversity should be a key part of any organization’s diversity, equity, inclusion and belonging (DEIB) strategy:
What is Neurodiversity?
Neurodiversity refers to the natural variations in how people’s brains process information and interact with the world. It encompasses conditions like autism, ADHD, dyslexia, and other cognitive differences. Neurodiversity is not a deficit, but rather a natural form of human diversity.
Why is Neurodiversity Important for DEIB?
Neurodiversity can be an invisible form of diversity, making it easy to overlook. Many neurodivergent individuals may not disclose their condition due to fear of stigma or discrimination.
Embracing neurodiversity unlocks innovation and creativity. Neurodivergent individuals often bring unique problem-solving skills and out-of-the-box thinking that can benefit organizations.
Inclusive policies and practices that support neurodivergent employees can improve engagement, retention, and the overall employee experience for the entire workforce.
Neurodiversity represents a large, untapped talent pool. Estimates suggest 30-40% of the general population may be neurodivergent. Excluding this group means missing out on a significant portion of potential talent.
Strategies for Embracing Neurodiversity
Provide education and awareness training to help all employees understand neurodiversity and develop empathy.
Offer flexible work arrangements, assistive technologies, and sensory-friendly workspaces to accommodate different needs.
Implement inclusive hiring practices that assess candidates based on skills rather than just interviews.
Establish employee resource groups and mentorship programs to foster a sense of belonging for neurodivergent employees.

In summary, embracing neurodiversity should be a key priority for any organization’s DEIB efforts. By recognizing and supporting the unique talents of neurodivergent individuals, companies can unlock innovation, improve employee engagement, and build a more inclusive workplace culture.

The Neurodivergent Employment Gap

• Autistic graduates are twice as likely to be unemployed after 15 months as non-disabled graduates
• 80% of Autistic Graduates are unemployed
• Autistic people face the largest pay gap of all disability groups, receiving on average a third less than non-disabled people
• Office for National Statistics (2022). Disability pay gaps in the UK: 2021
• Association of Graduate Careers Advisory Services (AGCAS)

The Potential of Neurodivergent Talent

• JP Morgan Chase’s Neurodiversity Pilot and their ongoing neurodiversity program illustrates the incredible potential that neurodivergent employees bring
• Within 6 months, autistic participants in the pilot were 48% faster and up to 92% more productive than neurotypical employees. The pilot boasted a 99%retention rate.
• Across industry, companies are finding that neurodivergent employees, when supported in the right environment, reveal an incredible array of unique skills, talents and strengths.
• The industry has a desperate need for fresh talent, and the neurodivergent community is crying out for meaningful, long-term career opportunities.

The Consequences of the “deficit” model

• Autism spectrum disorder (ASD) is a neurological and developmental disorder that affects how people interact with others, communicate, learn, and behave.
• “ASD individuals are more inflexible when following a moral rule even though an immoral action can benefit themselves, and suffer an undue concern about their ill-gotten gains and the moral cost.“ Hu et al. 2020
• A study comparing groups of autistic people and non-autistic people. They could accept or refuse to support a bad cause in exchange for individual monetary benefit. They were asked in two settings: Public, or Private.
• Neurotypical people often accepted the bad condition in the private setting, but not the public one.
• Autistic people did not differ in their actions between private and public settings. Is it a negative trait to have consistent morals? Is it a negative trait to follow morals even when you could secretly benefit? Is it a negative trait to care more about doing good than about seeming good?
• Neuroclastic Article “Autistic People Care Too Much” https://neuroclastic.com/autistic-people-care-too-much-researchsays/

Common Adjustments

“Special Adjustments” made only for employees with diagnosis, doctor’s notes and disclosure create barriers barriers to accessibility. Look at common adjustment needs among neurodivergent people and rebuild a new standard that addresses these needs..

• Sensory: Light, Sound, Smell, Texture, Movement, Clutter
• Social: Communication, Interpretations, Ask vs Guess, Learning Styles
• Predictability and Control: Hot-desks, Hybrid Working, Schedules, Deadlines, Expectations
• Culture: Social Events, Unofficial Overtime, Extra-Curriculars, Always-On
• Time: Meeting Agendas, Processing Time, Questions in Advance“

Many of these “adjustments” also apply with interculturality and generational diversity. Questions in advance are essential for group based cultures particularly found in Asia. . Expecting people to work overtime and be always-on is a no-no for genZ and of course no good for anybody. Social events in a bar are not good for many religions etc etc

The Curb-Cut Effect

The cut curb in pavements was initially designed to improve accessibility for wheelchair-users, by providing ramp access between the pavement and the road. In practice, cut curbs have turned out to be useful for people for a wide variety of reasons. Angela Glover Blackwell described the curb cut effect in 2017

• Parents pushing buggies
• People using walkers, canes or other mobility aids
• Visually-impaired people (the bumpy paving slabs provide a sensory cue)
• Bicycle and skateboard users
• People pushing or pulling trolleys
• People carrying large or bulky items

Much of this section is based upon “Unlocking Neurodiversity in Insurance and Investment” by GAIN Together is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. and their London Lord Mayor’s presentation.