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Why Your Organization Needs Neurodiversity (And Why You Should Never Mess With a Polar Bear)
Daniel Wendler shares about the power of neurodiversity and how creating inclusive environments helps everyone thrive in the workplace.
Imagine, if you will, a polar bear.
A polar bear is one of the most effective predators on the planet. Every part of it is perfectly matched to the environment it finds itself in, from sharp claws that help it run swiftly on the Arctic ice, to white fur that allows it to stalk invisibly through the snow.
There’s a famous set of rhymes about what to do if you encounter a bear in the wild. Instructions such as “if it’s brown, lie down” guide you to play dead if you encounter a grizzly. But when it comes to polar bears, the only advice is this: “If it’s white, good night.”
In other words, if you encounter a polar bear out in the Arctic and it decides that you look tasty…you might as well just accept that you’re bear chow.
Now, let’s imagine that instead of encountering this polar bear out in its native habitat of the Arctic, you happen to run into it while strolling the streets of Austin, Texas (where I live), during one of our 100° summers.
Our poor polar bear wouldn’t be so impressive anymore, would it? Instead of helping the bear run on the ice, its claws would make it clumsy on the asphalt. Instead of helping it blend in with the snow, its white fur would make it easy to avoid. And of course, the thick coat that keeps it comfortable in the Arctic winter would give it heat stroke almost instantly!
The Polar Bear’s Predicament
What would we think of a polar bear in that kind of situation? Would we say: It must have “polar bear disorder”, and we should try to cure it. It’s acting up; we need to put it on medication so it settles down. It must be lazy! Black bears (that are native to Texas) don’t have any trouble; why can’t the polar bear just try harder so it can be like them? No, of course not!
There’s nothing wrong with the polar bear. The reason for our polar bear’s predicament is because of a simple truth: Our abilities depend on our environment.
A polar bear would struggle if it were placed in an environment better suited to black bears.
An adult would struggle trying to study at a tiny desk in a kindergarten classroom.
And neurodivergent people struggle in environments that are designed to meet neurotypical needs.
Okay, hold up. What do I mean by this last part?
Well, neurodivergent refers to people whose brains work different than the normal. For instance, I’m autistic, which means that my brain is wired so that I engage with social situations differently than most people. That makes me neurodivergent. If I weren’t autistic (and I didn’t have any other forms of neurodivergence such as ADHD), I would be neurotypical.
Just like a polar bear has different needs than a black bear, neurodivergent people often have different needs than neurotypical folks. For instance, an autistic person might benefit from direct communication or peaceful surroundings free of overwhelming sensations. A person with ADHD might benefit from reminders or flexible deadlines on projects.
But far too often, our environments are designed with only neurotypical needs in mind, and this is particularly debilitating in the workplace. Neurodivergent team members are often passed over for promotions because they behave differently from the way expected by leadership, or struggle to perform at their best in an environment that’s needlessly stressful for them. Even when they can find professional success, neurodivergent people must often carry the heavy burden of “masking,” in which they must constantly hide their genuine selves and pretend to be neurotypical.
The end result? Neurodivergent people miss out on a fulfilling professional experience, and their employers miss out on the full contributions they could offer.
Strength in Neurodiversity
It doesn’t have to be this way.
I work with leading organizations across the private and public sector to bring the principles of neurodiversity into their corporate culture. Neurodiversity allows leaders to design workplaces where everybody (including neurodivergent people) can contribute and thrive to the fullest degree.
Neurodiversity is a powerful but simple idea. It contains three core principles:
- Brains work in different ways, and that’s okay.
- Typical doesn’t mean better, and it’s okay if your brain works in a less typical way.
- Our abilities are a product of our environments – and we can design our environments so that everyone has what they need to flourish.
This final principle is where we find the transformative power of neurodiversity. We can build workplace environments where everyone can be successful.
And it’s not hard to do. In many cases, simple strategies to help neurodivergent team members have minimal cost yet tremendous impact.
For instance, you can create a big impact in your organization through:
- Building a culture of “Yes.” If someone asks for a reasonable accommodation, default to saying “Yes” without requiring a long process or a disclosure of a diagnosis.
- Celebrating different paths up the same mountain. When someone discovers a new way of doing something that works better for them, support their efforts!
- Offering safety for un-masking. Create opportunities for neurodivergent team members to share their stories, and train your leadership to respond with understanding when a team member shares a need or a neurodivergent identity.
Neurodiversity as a Competitive Advantage
Research by Accenture found that organizations that lead in inclusivity also lead in profitability — which makes sense, right? (It’s leadership 101 to realize that people who are given the resources and environment they need to flourish do better work than people who are struggling without support.)
Plus, these strategies help to benefit everyone in the organization – not just the neurodivergent. This is the principle of universal design. Just as a sidewalk ramp is helpful for wheelchair users, but also parents with strollers, designing workplaces to meet neurodivergent needs helps all team members to do their best work.
In other words, inclusivity isn’t a zero-sum game. When I spoke at the Great Place to Work Summit, the theme of the event was “Everyone does better when EVERYONE does better.” The same principle applies here.
When organizations commit to a culture of neuroinclusivity, when everyone is given what they need to thrive…well, then they’re going to thrive.
Neuroinclusivity teams create an environment where everyone can do their best work. What’s more, they create a shared mission, where team members are passionate to contribute to an organization that’s leading the charge towards a better world.
And the best news? You can start today.
If you’re neurotypical try to offer some AC to a polar bear, and make an accommodation for someone who needs it.
If you’re neurodivergent… try to find a safe place to take off your mask, and share a need with someone else
And if you’re a leader who wants to bring the strength of neurodiversity to your team… let’s talk 🙂
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