Neurodiversity is, ultimately, a biological fact of the infinite variety of human neurocognition. Now, the same term ‘neurodiversity’ is also being used to represent a fast-growing sub-category of organisational diversity and inclusion that seeks to embrace and maximise the talents of people who think differently.
‘Neurodiversity may be every bit as crucial for the human race as biodiversity is for life in general. Who can say what form of wiring will be best at any given moment?’
So wrote American journalist Harvey Blume in The Atlantic in 1998 – in what is believed to be one of the first uses of the term ‘neurodiversity’ in print.
In the two decades since Blume’s article, the world has slowly caught up with his thinking. Autism, dyslexia, dyspraxia, ADHD (attention deficit hyperactivity disorder) and more – for so long pathologised as medical conditions to be mitigated, and even cured – are now seen as natural forms of human neurocognitive variation. What have been termed the ‘flip side’ strengths of neurodivergent individuals – from problem-solving, to creative insights and visual spatial thinking – are belatedly being recognised. Similarly, thanks to the ‘social model’ of disability, the realisation has grown that many of the challenges that have previously defined and stereotyped neurodivergent individuals are the result of navigating societies – and workplaces – shaped solely for ‘neurotypicals’.
Fast-moving employers are taking steps to include neurodivergent people now – a group that likely represents more than 10% of the population, and thus in many cases a significant proportion of job applicants, customers, and existing staff. What do Microsoft, JPMorgan, EY, Google, SAP, DXC Technology, Ford and Amazon have in common? Answer: they are all running neurodiversity-at-work initiatives, or are developing one.