Embracing neurodiversity in the workplace

Neurodiversity comes with facing challenges that neurotypical people don’t experience. The world isn’t structured for neurodivergence which can lead to lack of understanding at work and in personal lives. The act of “masking” to appear neurotypical, can cause high levels of stress and result in anxiety. Creating an inclusive and supportive working environment has many moral and business benefits.

A diverse workforce: Neurodiversity and inclusion

According to the United Kingdom charity ADHD Aware, 30–40% of the population are neurodivergent – a term that the National Symposium on Neurodiversity says incudes “Dyspraxia, Dyslexia, ADHD, Dyscalculia, Autism, Tourette Syndrome, and others.” The reality is, therefore, that almost all organisations either already have employees with a range of neurodivergent conditions or undoubtedly will have in the future. Yet a CIPD poll of UK HR professionals found that 72% said that neurodiversity was not part of their organisation’s people management practices.

Statistics show that only 16% of autistic adults are in full-time paid employment in the UK, compared with 47% of disabled people and 80% of non-disabled people.

Dyslexic people are up to five times more likely to be unemployed and 35% of entrepreneurs identify themselves as being dyslexic, suggesting that many businesses are missing out by failing to attract or retain a significant pool of ambitious talent.

The benefits of neurodiversity in the workplace 

In recent years, there has been an increased awareness of the benefits of employing a neurodiverse workforce. Microsoft, JPMorgan Chase, EasyJet, EY, BT, Google, SAP, BT, and GCHQ actively encourage neurodiverse job applicants, remove potential barriers to entry in the recruitment process, and ensure that staff are supported to achieve their potential. 

To help illustrate the potential offered by increasing neurodiversity in the workplace, we look at two successful examples from big companies. In an article in The Guardian, UK intelligence agency GCHQ revealed that their apprentices are four times more likely to have dyslexia than those on other organisations’ programmes, and that “those with dyslexia have valuable skills spotting patterns that others miss”. Just six months into its Autism at Work programme, global investment bank JP Morgan Chase found that employees on the programme were 92% more productive and 48% faster than their neurotypical colleagues.

Strengthening teams with new perspectives 

While it is important not to stereotype neurodivergent people by defining clear skillset groups, research into diversity in the workplace is clear. Fostering an inclusive work culture encourages diversity of thought, creativity and lateral thinking. Cognitive diversity can also strengthen teams by bringing uniquely valuable approaches to work, innovation, and creativity. The result is a competitive edge that many companies are missing out on. 

Team and relationship coaching: working well together  

As always, at CRRUK, our focus on teams and relationships sits at the heart of all we do. 

At its core, ORSC is based on Relationship Systems Intelligence (RSI). An evolution of the principles of Emotional Intelligence (relationship with oneself), and Social Intelligence (relationship with others), RSI shifts the focus to the collective wisdom of the group, team or system). This team coaching approach empowers individuals and teams to move beyond personal concerns and petty conflicts to a positive and productive group identity.

For companies embracing neurodivergent talent, the need to create a strong and supportive team culture, where different perspectives are valued and encouraged, is no less important. Managers are often in the position to communicate the benefits of neurodiversity within their teams and encourage a willingness to learn about the needs and strengths of every team member, regardless of neurotype. 

By creating a culture of psychological safety, employees become empowered to learn about workplace adjustments. By making small changes or raising awareness of stimming, sensory needs or communication styles, businesses can create a culture where neurodiverse employees can thrive. 

In turn, organisations can tap into a wider, more diverse talent pool – a step critical to their future success.

How Organisation and Relationship Systems Coaching (ORSC) can help teams to embrace neurodiversity

When it comes to ORSC, there are a variety of tools that can help create a supportive and open culture where difference is celebrated:

• Designing the team alliance: A simple tool that gives permission for team members to say what needs to be said. It makes it personal and yet not personal. For example: “I feel misunderstood? What do I need to feel understood? What do I need from “us” to feel understood” – this opens up the opportunity to create space for neurodiversity.
• Curiosity: ORSC teaches leaders/team members to be curious about what is happening in the moment. To use tools and skills to educate the system/team to explore and respond to what is emerging.
• Normalising: ORSC teaches us that we are all unique and that the systems we operate within are all unique too. By understanding that no two relationships are ever the same, we break down barriers caused by expectations.
• In the ORSC Intelligence module we practice and learn to listen to signals (not only words) and normalise conflict as an opportunity to get aligned with what is trying to change.
• In ORSC Geography we bring in what we call “Lands work” which, through the metaphor of travel, teaches us to consider and experience how others experience their world. As part of this, we embrace and celebrate diversity and all that we can learn from it. We also bring in how past structures, beliefs and experiences can influence the present.
• In ORSC Path, we use drawing and metaphors to create our dream for the future. This provides a huge opportunity for visual thinkers to to visualise a world that we all want and the take steps we must take to get there.

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