��������ʿ�����¼

It may or may not be obvious that we’re not all wired the same way. Even among supposedly neurotypical people, researchers are finding that differences in cognitive processes and perception abound. When we talk about neurodiversity, however, we’re talking about noticeable differences in cognitive functioning that can have a meaningful impact on the way people think, perceive and interact with the world — and which sometimes require accommodation.

“When it comes to mental health, neurodiversity … tends to be associated with specific conditions and reinforces this normative, neurotypical view for people who aren’t neurodivergent in that way,” neuroscientist Anil Seth .

Through a large-scale study called the , Seth is working to demonstrate that we are all neurologically different from one another, and it’s just more noticeable in some people than others.

In practical terms, however, neurodiversity refers to people having known or unknown neurological differences that affect the way they live and work. ADHD, autism and dyslexia are well known types of neurological differences, but there are many others, and not everyone with a neurological condition has received a diagnosis.

“Probably one of the most misunderstood things in a professional context about neurodiversity is that it is some form of a limitation,” says Rodney Luster, PhD, senior director of Research Strategy, Innovation and Development at the College of Doctoral Studies at ��������ʿ�����¼. “What we’re talking about is the socialization and de-stigmatization, both in unison, regarding what we might call ‘cerebral pluralism’ or the idea that we are all born with some varying differences and that we all experience things a bit differently.”

One major opportunity researchers consistently point to is that understanding and embracing our neurological differences can help us unlock our latent intellectual potential.

“Many employers and professionals may miss much of the potential in terms of a narrowly focused perspective that somehow neurodiversity is a limiting factor for a company’s advantage in productivity,” Luster says.

On the contrary, people with neurological differences can sometimes be uniquely attuned to extraordinarily high performance in certain kinds of work. Supporting and accommodating people’s neurological needs can help people perform their best and do more outstanding, difference-making work. 

Making an effort to understand and accommodate neurodiversity not only helps ensure an inclusive workplace but can also enable a competitive advantage for the company. For individuals, the same applies: Getting a diagnosis for a possible neurological condition, making the effort to understand your own neurological needs and making accommodations for your personal neurological differences can help you perform your best at work.

Neurological differences often go undiagnosed, however. “There could be many within a population that are somewhere on the spectrum of autism who may not totally understand or even know it because they have not been formally diagnosed,” Luster says.

Jamie Johnson, MS, NCC, CCC, is a career coach at UOPX who recommends the following tips for optimizing productivity in a neurodivergent workforce.

1. Provide a safe, confidential and welcoming work environment that allows neurodivergent employees to feel comfortable communicating their specific needs.

2. Go beyond legal compliance to consider customized work options that will give each neurodivergent employee the best opportunity to thrive. For example, when working in the office, consider setting up a space for those who need to disconnect from all the sensory experiences so they can decompress and recharge before returning to work. Or consider work-from-home days or a hybrid schedule.

3. Provide a variety of communication options, from email to in-person meetings. Make sure all styles of communication are provided with enough time to reflect, read and comprehend.

4. Work with your IT department to seek new and creative technology options that will improve communication and increase participation and work efficiency for everyone.

1. Communicate with your manager and colleagues the best types of accommodations for you, whether that’s how you communicate, how you recharge or how you leverage technology, work tools or resources to optimize productivity.

2. Set up a routine that positions you to be as productive as possible and then let your manager and colleagues know about it. If you prefer to have morning meetings or a do-not-disturb lunch, for example, you can better stick to what works if your team supports it. 

3. Be patient with yourself and others. Seek to understand their perspective. For example, if the situation is too intense and you can’t handle dealing with large amounts of noise, excuse yourself and go to your designated quiet place in order to regenerate and work more efficiently. Allow those whom you feel safe with to get to know you personally in order to build better workplace relationships.

4. Choose to be the best employee you can be and find new ways to grow professionally. Add new tools or training that enhances your skills and value. Also, be willing to be an advocate and help build communication bridges within your workplace and your personal neurodivergent framework.