See me, Feel Me, Hear Me
How might embracing Neurodiversity influence the future of identifying and developing Talent?
What is Neurodiversity? It is simply the natural diversity of human brain wiring, recognising that everybody processes information differently. The idea that there’s one standard brain is something that we've all realised is not true. Neurodiversity refers to the different ways the brain can work and interpret information. It highlights that people naturally process things differently. We have different interests and motivations and are naturally better at some things and poorer at others.
Most people are described as neurotypical, meaning that the brain functions and processes information in the way society expects. However ACAS estimated that around 1 in 7 people (more than 15% of people in the UK) are neurodivergent, meaning that the brain functions, learns and processes information differently. Neurodivergence includes Attention Deficit Disorders, Autism, Dyslexia and Dyspraxia. As with any diversity situation, norms can be established based on the preferences of the majority group that can disadvantage people in what are multiple overlapping neuro-identity groups, such as people who identify as autistic, dyslexic, or ADHD.
While some time and resource is needed to identify ways to minimise any potential difficulties, there are clear benefits and competitive advantages to having employees who think differently. Positive attributes commonly associated with neurodivergent employees include:
creativity and innovation
lateral thinking
strategic analysis
bringing a 'different perspective'
development of highly specialised skills
consistency in tasks once mastered
Whatever workplace you're in right now, it's more than likely you've got a whole range of different processing styles on your team, but too often they're not all appreciated, let alone even recognised. We do know, however, that diverse teams are far more effective and innovative. If we also recognise the strengths that neuro distinct people can bring, and the power of combining all of the different human processing styles, this helps to drive true diversity of thought, decision-making, attitudes to problem solving and risk/crisis management.
Neurodiversity has always been present. It's just that we as humans, until now, have done such a poor job of recognising that and then taking steps to really leverage it. How often have you felt like you've been in a workplace that just doesn't get it? They don't get you. “You're not listening, you're not hearing me” is a common complaint – how often is this clear evidence of a bias against a difference to the accepted norms of processing and communication preference? And what can be done about it to include a wider degree of talent and potential?
Firstly, check to see if there is an affinity bias that promotes a certain communication preference. The model I use is known as Think Feel Know:
Think is a language that chooses to express and receive information presented as data and detail
Feel prefers to express and receive information presented as stories and energy exchange
Know is a language that chooses to express and receive information presented as headlines and instinct
I see Think Feel Know as language preferences that anybody can learn and use, and my implementation of it stays away from characterising people as Thinkers, Feelers, and Knowers. It is more the situation that should dictate the language style rather than always defaulting to the dominant preference
Secondly, ask yourself if your workplace environment is suitable for a neurodiverse workforce, as there are different sensory preferences and needs. For example you might consider noise levels for those with auditory sensitivities or different fonts/colours for those who are dyslexic.
Thirdly, examine what benefits neurodiversity could bring to a project or initiative in your organisation. a colleague of mine gave a great example the other day, when he said that in crisis planning, creative pessimists are highly desirable. This gave rise to a conversation about where one might find a creative pessimist in an organisation - as the prevailing dynamic seems to favour optimists and “yes” people!
If you'd like more information on this topic, I highly recommend you read this article in the Harvard Business Review https://hbr.org/2017/05/neurodiversity-as-a-competitive-advantage
David Chapman davidchapman@starfishld.com is the co-founder of the CEO Whispering project, which enables HR Directors to conquer their influence problems and secure the ear of their CEOs. He is the co-host of Espresso Briefing, a podcast that briefs time-poor executives on the latest insights in leadership, culture, and performance. His CSR contribution is to train advocates to give a voice to the dispossessed in society.
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