In his landmark book, NeuroTribes: The Legacy of Autism and the Future of Neurodiversity Writer Steve Silberman states that there is “…there is an emerging concept of neurodiversity: the idea that conditions like autism, dyslexia, and attention-deficit/hyperactivity disorder (ADHD) should be considered naturally occurring differences of thinking with a different energy that contributes to the evolution of technology and culture rather than mere checklists of deficits and dysfunctions.” Building on these thoughts as a foundation, here is where we will develop this idea that further increases the value addition of this community and once again emphasizes the need within a growing high-tech ecosystem.
Although companies are beginning to recognize desirable skills in the neurodiverse community including highly focused concentration, meticulous attention to detail, out-of-the-box thinking, and a greater capacity for processing information, organizations should not submit to tropes that all people. in the neurodiverse community, especially those with autism are a type of savant. While there is some truth that these skills can be achieved, talent management and other human resource professionals must activate a cultural framework that allows the neurodivergent approach to flourish throughout the business environment. .
In recent years, progress has been made in the development of The Autism at Work Employer Roundtable launched in 2015. Comprised of companies including Ford Motor Company, DXC Technology, Microsoft, JP Morgan Chase, and SAP. As these organizations continue to share Best Practices from hiring and retention tactics among themselves and other companies to become more proactive in hiring neurodiverse talent, it is certain that more can be done.
Part of the purpose of expressing the neurodivergent approach is to understand what it is and how it is represented throughout corporate life. In this time of transition, businesses have the opportunity to be more intentional about these prospects and explore how those in the neurodiverse community can be useful in defining corporate culture moving forward. However, before getting to that point, executives should ask if the organization has the structure to accommodate this type of effort.
To build such a framework, business leaders need to look inward and not only look at mechanisms from talent management and human resources as key allies but also need to look at Employee Resource Groups and others within the disability space as critical partners. Having these collaborations provides the foundation to create a platform for the development of new strategies that will increase the desire to adopt the neurodivergent approach and communicate outside the desire to accept this community fully.
Another element we need to address is the need for psychological safety. For a long time the disabled community has felt this sense of alienation. While design is a fundamental tool to bridge the gap, one’s mindset is just as important to the process. Part of developing new Best Practices that include the neurodivergent is finding ways to greater comfort and openness where people in the community can feel a sense of authenticity in who they are, promoting others in their way of working, and expressing their needs which in turn will benefit the organization. To truly accept the neurodivergent way, we need to build bridges that connect not only these emotional distances but also have a way to develop coalitions to rethink how to change the this community is the economic landscape in a sustainable way.
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