When we think of diversity in the workforce, we typically think of it along the lines of race, religion, sexual orientation or gender. But focusing only on those four is its own sort of constraint. To truly create a successful and diverse workplace, you need to ensure you're also embracing neurodiversity too.
In the late 1990s, a single mother in Australia named Judy Singer began studying Disability Studies at University of Technology Sydney. Her daughter had recently been diagnosed with what was then known as “Asperger’s Syndrome,” a form of autism spectrum disorder. As she read more and more about autism as part of her studies, Singer also suspected that her mother, and she herself, may have had some form of autism spectrum disorder.
Singer describes crying as she realized that her mother, with whom she'd had a tumultuous relationship throughout her childhood, wasn’t purposefully cold or neurotic as she had thought. She just had a different kind of mind.
In her honors thesis, Singer coined the term “neurodiversity.” For Singer, people with neurological differences like autism spectrum disorder, attention deficit hyperactivity disorder (ADHD), or dyslexia were a social class of their own and should be treated as such. If we are going to embrace diversity of race, gender, religion, sexuality, etc., then we must embrace a diversity of the mind.
The following video is an excerpt from the "Neurodiversity" Grovo program, which is available in the Cornerstone Content Anytime Professional Skills subscription.
Neurodiversity in today's workplace
Recently, neurodiversity has become a trendy term in diversity, equity, inclusion, and belonging spaces. And many organizations are working to hire more neurodivergent people, as well as give them opportunities to thrive at work. That’s why, at Cornerstone, we recently produced a series of lessons on neurodiversity.
If your organization hasn’t prioritized neurodiverse inclusion yet, here are some reasons why it both supports your people and organization.
1) Neurodivergent people are underemployed
However, there is no evidence that neurodivergent people are less competent or less intelligent than neurotypical people. Organizations are missing out on talented people.
2) Neurodivergent people are more common than you may think
Neurodiversity manifests in many different ways. It can encompass autism spectrum disorder, ADHD, dyslexia, dyspraxia, dyscalculia, Tourette syndrome, and many other conditions. And as scientists have learned more about what makes someone neurodivergent, they're identifying more and more people.
According to the World Health Organization, 1 in 160 children have some form of autism spectrum disorder. The Centers for Disease Control and Prevention estimate that 1 in every 162 children have Tourette Syndrome, and roughly 8 percent of children under 18 have attention deficit hyperactivity disorder, or ADHD.
And that's just children. How many adults, like Judy Singer's mother, have struggled their whole lives without a diagnosis? People who are neurodivergent are everywhere.
Diverse organizations are stronger
Diverse organizations and teams not only have better financial returns than less-diverse ones, but they also perform better.
Having the different perspectives presented by people who are neurodivergent can help your team solve more difficult problems. Different perspectives and different ways of thinking lead to creativity and innovation.
¿Desea seguir formándose? Explore nuestros productos, las historias de nuestros clientes y las últimas novedades del sector.
El Total Economic Impact™ de Cornerstone Learning y Content
"Cornerstone ayudó a las personas a navegar el cambio."
Publicación de blog
La Brecha digital en España : Causas y soluciones
Que España sufre una brecha digital es algo obvio cuando se leen las noticias. La aceleración de la transformación digital por la pandemia ha puesto en evidencia la falta de profesionales de TI, así como la escasez de habilidades informáticas de muchos trabajadores, siendo los seniors los más afectados .
Cómo prosperar durante la escasez mundial de habilidades
Las nuevas realidades del trabajo están produciendo efectos —buenos y malos—a largo plazo, tanto para su organización como para sus colaboradores. Las organizaciones que no tienen que esforzarse para recorrer este territorio inexplorado tienen éxito porque se centran en desarrollar las habilidades de su fuerza de trabajo.