One of the effects of the last three years is the increased awareness of mental health and how it impacts one's capacity to stay effective with daily life and work routines. With this increased mental health awareness, there is also a heightened stigma around neurodivergence, especially in the workplace. This conversation will dive into what neurdivergence can look like, along with the strengths and myths associated with it. To create healthy cultures at work and in our communities, we need to learn, understand and make accommodations, as needed, for everyone.

 

Neurodiversity | is the diversity of human brains and minds – the infinite variation in neurocognitive functioning within our species.

Neurodivergent | sometimes abbreviated as ND, means having a brain that functions in ways that diverge significantly from the dominant societal standards of “normal.”

Neurotypical | often abbreviated as NT, means having a style of neurocognitive functioning that falls within the dominant societal standards of “normal.”

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People represented are those with typical diagnostic labels such as ASD, ADHD, Anxiety Disorders, Intellectual Disabilities, Schizophrenia, Mood Disorders, and Dyslexia.

 

With the rise in awareness around mental health in the workplace, accommodations, and how each brain works differently (neurodivergent or not), this conversation looks at how we have historically treated our neurodivergent communities and we imagine what a more inclusive present and future could look like for everyone. This conversation also covers the following:

 

• Neurodivergent people with intersectional identities. The ways tests we currently use fail our neurodivergent communities—as well as the added stigma that sometimes applies due to their other identities.

• Accommodations being necessary and valuable, while also noting how inexpensive and helpful most accommodations tend to be to all people.

• Becoming more expansive in our beliefs about hiring. Specifically, moving forward when people don’t fit your ideal vision of a candidate and how having a multi-faceted resume across disciplines can be an asset and not a burden.

• How universal design as an operational model would make the workplace accessible to as many people as possible. And leave organizations room to plan for the more specific needs of others.

• The necessity of having diversity in leadership and specifically leaders who are neurodivergent or have experience working with neurodivergent people, so that the burden of advocacy is not solely on the backs of staff and employees

• Dont miss the last part of this episode, where we imagine a successful life cycle of a neurodivergent employee from pre-interview processes to development and support as an employee.

 

RESOURCES

1. Sarrett, JC. (2017). Interviews, disclosure, and misperceptions: Autistic adults’ perspectives on employment related challenges. Disability Studies Quarterly 37(2). [open source]

2. “From Reactive to Proactive DEIB: Universal Design for Equity”