Neurodiversity is a term to describe cognitive differences. In a neurotypical world, these cognitive differences are often looked at as limitations rather than advantages. Because the workplace and larger society has been built by neurotypical people for neurotypical people to succeed, many of the systems benefit neurotypical people by default. Most systems were not designed with neurodivergent needs in mind, perpetuating the perception that neurodivergence mistakenly means “less than” or somehow flawed.
Consider learning that someone you know is neurodivergent. One might be inclined to focus on what is “wrong” with them or what their special needs might be. Instead, think about what advantages they might be bringing to the team or situation.
How is Neurodiversity Advantageous?
In my interview with Kristen Pressner, global head of people and culture at Roche and founder of Flip It to Test It, a tool for managing bias, she shared what it was like when she realized her own advice did not seem to work with her own family members who had recently been diagnosed with ADHD. She realized that, by not working under the assumption everyone’s brains worked the same way, she could be a better ally to her own family members.
Pressner realized that her family member’s brains seemed to be on a different operating system and she had to engage very differently; in doing so, the advantages of their brains became more evident. To engage differently, she began to ask questions like the following:
- Instead of, “Why can’t they get it together?” she asked, “What else might be causing the perception that they ‘can’t get it together’?”
- Instead of, “Why do they procrastinate?” she asked, “What might be happening inside their brain to make getting started so challenging?”
- Instead of, “How can I fix them?” she asked, “What can I learn from them?” and “What can I adapt in my approach to bring out the best in them?”
By removing the neurotypical default, rather than focusing on why neurodivergent people don’t fit into a neurotypical designed world, allies can better understand how to meet neurodivergent people where they are and provide support to leverage the broader talents of all brains equitably.
One in five people are impacted by neurodiversity. While there’s no clear evidence of why this number has increased rapidly in recent years, awareness and acceptance have significantly increased. Another hypothesis is that it is the result of the Fourth Industrial Revolution. For much of human history, humans hunted and gathered, lived in caves and worked together in small groups for survival. Only recently has work become so structured. It is reasonable to believe that the human brain has not evolved at pace with changes in society.
The First Industrial Revolution prioritized long work hours, repetitive tasks and productivity. People with neurotypical brains who were able to follow structured processes, work without breaks and work well in routines became more valuable in the workforce. Perhaps neurodivergence is a way for our human brains to express a deeper primal need to think differently than much of our history has conditioned us to?
How Can I Be A Brain Friend?
Pressner coined a term to describe allyship in the neurodiversity community: brain friend in her latest TedTalk: Why is it that so many people just ‘can’t get it together’? Brain friends can ensure that reasonable accommodations are made, speak up about neurodiversity issues and take action to make more inclusive spaces. They may look for opportunities to leverage the unique advantages of neurodivergent people. Brain friends educate themselves on these differences; they are curious, non-judgmental and offer their support for how neurodivergent brains may be optimized.
Instead of seeing all the ways in which neurodivergents “don’t measure up” to a neurotypical standard, brain friends “flip it” to see the advantages divergent brains can bring. Brain friends think about the creativity, different perspectives or ideas that cognitive differences can bring. Flexibility, adaptations or reasonable accommodations are important for all people to thrive. For some, especially in the neurodivergent community, flexible work hours, natural lighting and quiet spaces can be helpful to maximize the advantages of different types of thinking. One question brain friends often ask is, “Why do we have to do it this way?” or “What if we tried a new way?” instead of imposing the neurotypical status quo.
Brain friends speak up about neurodiversity issues. In the workplace, it’s important to notice behaviors in meetings and in social settings. One challenge neurodivergent people may have is conforming to social cues, which can be harmful in interviews or promotion-selection processes where things like handshakes, eye contact and small talk can heavily influence employment decisions. To be a better ally, pay attention to neurotypical bias in these situations and use objective criteria to evaluate all talent equitably.
Allies take action. To be a better brain friend, engage in intentional consistent actions over time. Take inventory of your network: how many people do you know who are neurodivergent? How could you expand your network to include more neurodivergent people? How could you be a better mentor, sponsor, advocate, coach or challenger to neurodivergent people?
The beauty of allyship, when practiced well, is that the benefits largely come to those who are trying to be allies. As allies learn about differences and appreciate them, they often learn new ways of thinking, leading to higher productivity, creativity and decision making.