Redefining Diversity of Thought: Neurodiversity at the Forefront
by Kelly Lewis, Vice President at TurnkeyZRG
In examining the philosophies of diversity, equity, and inclusion (DEI), detractors of DEI initiatives often use the concept of “diversity of thought” as an anchor to push back against or undermine efforts to promote historically and systematically underrepresented identities. Diversity of thought is believed to be defined as the varying ways to think about something and that each person’s interpretation of the world is influenced by their unique identity, culture, and personal experiences. In the workplace, it refers to the mindset and various views of others. For example, “big-picture” individuals come together with detail-oriented colleagues to create new ideas and efficiencies, or they establish space for environmentally and industrialist-minded individuals to collaborate on strategic planning to strike a balance between environmental stewardship and economic growth. At its core, this definition of diversity of thought emphasizes ideological difference, which detractors suggest DEI efforts stifle such discourse.
While these opinions are often caused by lived experiences within an immature DEI work culture, significant flaws exist in the definition of diversity of thought. Unfortunately, this suggests that differing viewpoints and opinions are more valuable than diversity in demographics or identities. Consequently, it minimizes the correlation between lived experiences and perspective. Downplaying the need for representation and inclusion of historically marginalized groups (HMGs), critics fail to see that an individual’s identities, including race, gender, ethnicity, sexual orientation, and disability status, profoundly influences how individuals perceive and navigate the world, impacting their perspectives, insights, and contributions.
By focusing solely on diversity of thought, organizations may overlook systemic inequalities and barriers HMG faces in the workplace. Inequalities such as lack of representation in leadership, being the only one, or over-concentration in specific roles, pay disparities, and microaggressions in the workplace can impact HMGs’ ability to participate and contribute to the workplace fully. Lastly, while commentators might suggest the dangers of groupthink, this argument through the lens of this limited view of thought, while it has merit, diverts attention from the ways groupthink is curated and often nurtured by limited dimensions of diversity in the workplace, including HMG, socioeconomic and marital status, education, and the like. Collectively, we must redefine diversity of thought, offering a more nuanced approach beyond surface-level differences in perspective.
Transitioning to a new framework, which redefines diversity of thought through the lens of neurodiversity, sets the stage for a transformative approach to understanding diversity within our organizations. This shift involves recognizing and appreciating the vast spectrum of cognitive variations among individuals, including giftedness, ADHD, autism, and others. For instance, individuals with ADHD often exhibit exceptional focus and problem-solving abilities, while autistic individuals are known for their meticulous attention to detail and higher analytical thinking skills. In this new framework, we center on neurodiverse individuals’ distinctive talents, skills, and viewpoints that can enhance both employees’ experiences and the organizations they contribute to.
Deepening of Understanding: What is Neurodiversity?
While companies have made strides toward creating work environments that are diverse, equitable, and inclusive, many workplaces have not yet embarked on the journey of distinguishing and providing comprehensive support for neurodiverse employees. Consequently, highlighting the importance of deepening our understanding of neurodiversity is crucial, as research suggests that the gap in support is attributed to a lack of knowledge. Eagle Hill Consulting’s findings underscore a concerning lack of familiarity with neurodiversity among U.S. employees, with 68% indicating either no knowledge or only a vague awareness of the term.
Society has portrayed the brain as having a “right” way and a “wrong” way of operating. Sadly, perceiving any deviation from the norm as a deficit while overemphasizing the idea of a “normal” brain. Hence why, embracing neurodiversity is essential to inclusion.
Neurodiversity is the theory that the human brain functions differently for everyone and is perfectly normal. The heterogeneity in neurological processing serves as yet another dimension of the multifaceted diversity present among humans. 1 in 5 U.S. adults are neurodivergent, according to consultancy firm Deloitte.
According to the Bank of America study titled “Neurodiversity in the Workplace: Building Toward a More Inclusive Future of Work,” neurodivergent conditions are not rare. They suggest that nearly 33% of the population has some form of a neurodivergent condition, which falls into one of the three categories: developmental, mental health, and learning. It’s important to note that many of these neurodivergences, such as ADHD, are thought to be underdiagnosed in adults. Several research studies indicate that a significant number of adults remain undiagnosed for conditions like ADHD. This is often attributed to the way symptoms manifest, particularly in women, where attention deficit symptoms are more common than hyperactivity.
Let’s begin exploring some of those commonly known cognitive distinctions that fall within the broad definition of neurodiversity:
Developmental: This category includes conditions that affect the development of cognitive, social, and motor skills.
Autism Spectrum Disorder (ASD): A neurological and developmental disorder that affects how people interact with others, communicate, learn, and behave.
Attention Deficit Hyperactivity Disorder (ADHD): A condition that is marked by an ongoing pattern of inattention and/or hyperactivity-impulsivity that interferes with functioning or development.
Dyspraxia: A disorder characterized by an impairment in the ability to plan and carry out sensory and motor tasks.
Down Syndrome: A condition characterized by an extra copy of chromosome 21. This genetic difference affects physical growth and cognitive abilities and can also lead to certain health complications.
Tourette Syndrome: A neurodevelopmental condition characterized by sudden, involuntary movements and/or sounds called tics.
Mental Health: Mental health conditions, on the other hand, primarily affect an individual's emotional well-being, mood regulation, and cognitive processing.
Bipolar Disorder: An illness that causes unusual shifts in a person’s mood, energy, activity levels, and concentration.
Obsessive-Compulsive Disorder (OCD): a disorder in which a person experiences uncontrollable and recurring thoughts (obsessions), engages in repetitive behaviors (compulsions), or both.
Post-Traumatic Stress Disorder (PTSD)): a disorder that develops in some people who have experienced a shocking, scary, or dangerous event
Anxiety Disorders: A condition in which a person has excessive worry and feelings of fear, dread, and uneasiness.
Depression: known as major depression, major depressive disorder, or clinical depression, is a common but serious mood disorder that causes a persistent feeling of sadness and loss of interest.
Learning: Learning differences refers to conditions that specifically affect an individual's ability to acquire and process information, particularly in academic or cognitive domains.
Dyslexia: A neurobiological condition that is marked by difficulties with accurate and/or fluent word recognition and by poor spelling and decoding abilities.
Dyscalculia: A specific learning disability with an impairment in mathematics, which can affect calculations, problem-solving, or both.
In the Workplace: Reporting and Supporting
As organizations consider approaches to developing a competitive edge, creating ways of identifying and supporting neurodivergent employees is advantageous. In fact, Accenture found that companies that hire people with disabilities earn 28 percent higher revenues and enjoy higher rates of innovation, retention, and engagement. It’s important to note the Americans with Disabilities Act Amendments Act (ADAAA) defines a person with a disability as someone who has a physical or mental impairment that substantially limits one or more major life activities; this definition includes those with neurodivergent conditions. Despite the benefits and the large pool of Persons with disabilities (estimated that 15% of the world’s population), it is estimated that 80% of the workforce is unemployed.
According to Accenture’s Enabling Change: Getting to Equal 2020 Disability Inclusion report, this low representation in the workforce is not due to a lack of desire but to opportunity. They found the following key information:
“Persons with disabilities stay quiet at work. And so are their bosses. In fact, this survey found that the majority of employees (76%) and leaders (80%) with a disability are not fully transparent about it.”
“Our research shows that while persons with disabilities are even more aspirational than their peers, they are 1.6x (60%) more likely to feel excluded in the workplace.”
“Public statements indicate that the number of companies openly discussing creating inclusive environments for people with disabilities has doubled since 2015. However, this still accounts for fewer than 1 in 20 of the companies analyzed (Analysis based on 30,419 public statements from 1,131 companies).”
“While 67% of leadership believes their technological set-ups and cultures are supportive, just 41% of employees with disabilities agree. And only 20% of employees with a disability feel the organization is fully committed to supporting them.”
Other data:
Eagle Hill Consulting found that “although 72% said they would hire a neurodivergent employee, few receive formal training on working with or managing neurodivergent workers.”
Texthelp’s research “reveals that 61% of neurodivergent respondents have experienced stigma or feeling misunderstood at some point during their career. Furthermore, 34% have experienced difficulty in recruitment and interview processes, and 32% have experienced a lack of career progression.”
What’s Holding Companies Back?
Lack of standard definitions in the marketplace:
FACT: In Deloitte‘s Building the neuroinclusive workplace report, the lack of a universal definition for neurodiversity can hinder organizations’ efforts to create effective programs. Evolving definitions for categories like ASD, ADHD, etc., make it challenging to establish clear criteria for successful programs without widely accepted neurodiversity terminologies. For example, neurodiversity, as defined by the Stanford Neurodiversity Project, makes no mention of disability: “Neurodiversity is a concept that regards individuals with differences in brain function and behavioral traits as part of normal variation in the human population.” Inconsistency in definition, means neurodiversity programs can remain challenged or questioned.
Self-disclosure:
FACT: Neurodiverse individuals, like those with veteran status and other protected identities, may be cautious about revealing their conditions due to fears of stigma or discrimination at work. Such hesitance can pose challenges for companies in understanding and meeting the unique needs of their neurodiverse employees. This can create a cycle where employees avoid seeking accommodations, and organizations may overlook the need for broader cultural and systemic changes. Considering that 15% to 20% of the population is neurodiverse, a significant portion of your organization and your suppliers, fans, and partners could be neurodiverse.
Fear:
FACT: Fear of legal repercussions can significantly hinder companies in supporting neurodiverse populations. This is especially true in today’s climate. Stemming from a lack of expertise in understanding neurodiversity and its implications in the workplace, companies may struggle to implement effective support programs or accommodations. However, this approach hinders inclusion and exposes the company to the very thing they want to avoid— legal consequences.
“It’s going to be too expensive.”
MYTH: Employers who took part in a recent study conducted by Job Accommodation Network, a service affiliated with the U.S. Department of Labor’s Office of Disability Employment Policy, revealed that a significant majority (59 percent) of accommodations require no expenses to implement. The remaining accommodations of a one-time fee cost $300 per employee with a disability.
Ways to support neurodiversity in your workplace:
Supporting neurodiversity in the workplace involves a range of strategies to create an inclusive and supportive environment for all employees. Here are some inclusive strategies that serve the entire population of employees and prospective employees, especially those with neurodivergent conditions.
Education and training: Equip managers and staff with awareness and understanding of neurodiversity. This includes providing information about different neurodiverse conditions, communication styles, and strategies for accommodation.
Mentorship and support programs: Offer valuable benefits to employees across various organizational levels. These initiatives foster an environment of knowledge exchange, skill enhancement, and career progression, ensuring opportunities for professional growth and development for all individuals, irrespective of their neurodiversity status.
Clear Communication: Implementing clear and concise communication practice. Encourage the use of straightforward language, provide visual aids when possible, and ensure that instructions and expectations are well-defined visually and verbally. Accommodations can include frequent reminders, audiobooks, text-to-speech software, etc.
Inclusive Design: Incorporating inclusive design principles into all facets of the workplace. From workspace layouts, technology, and tools, to working initiatives and culture. This includes sensory-friendly spaces, dedicated quiet spaces or noise-canceling headphones, sensory tools for relaxation, self-care activities, timers, ergonomic furniture, accessible digital interfaces, and inclusive meeting spaces.
By prioritizing inclusive practices and accommodations that support neurodiversity, companies create environments where all employees can thrive, contribute their best work, and feel valued and respected. This approach not only enhances employee satisfaction and retention but also strengthens the company’s reputation as an inclusive and forward-thinking employer. Research from Gartner underscores the value of neurodivergent candidates, highlighting their unique strengths that are instrumental for digital success. Embracing neurodiversity fosters innovation and creativity and brings diverse perspectives and talents to the forefront, driving organizational success and competitiveness in today’s dynamic business landscape. So, let’s redefine our understanding of diversity of thought by ensuring neurodiversity is at the forefront.
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ABOUT TURNKEYZRG
Founded in 1996, TurnkeyZRG is a highly specialized talent recruitment/executive search firm filling C-level, senior-level and mid-management level positions throughout sports, entertainment and media. Over the past 25 years, TurnkeyZRG has filled more than 1,400 positions throughout sports, entertainment and media. TurnkeyZRG helps teams, leagues, stadiums, arenas, theaters, college athletic departments, events, sponsors, agencies, media companies, private equity companies and other clients identify, recruit and hire the very best management talent. Turnkey now benefits from ZRG’s global footprint, full array of industry practice groups, data-driven, analytical search tools, and technology investment in changing the way executive search/talent recruiting is done. TurnkeyZRG becomes a tech-enabled disrupter of the prior executive search model.