Neurodiversity in the workplace – Key concepts and Their Application

Daniel Mikulowicz, Maria Mikulowicz

Companies and HR departments are increasingly recognizing the value of neurodiversity. People who think differently bring new skills and unique perspectives to teams. This makes it easier to create innovative solutions and better understand customer needs. In this context, managing neurodiversity is becoming an important part of modern business strategies and HR activities, helping to build more creative and effective workplaces.

The purpose of this article is to help HR departments and managers understand the meaning of neurodiversity and related concepts so they can adapt the workplace to ensure every employee feels comfortable and can fully develop their individual potential. In this article, you will learn three things:

1. The meaning of basic concepts related to neurodiversity.
2. Why neurodiversity should be an important part of company strategy.
3. The key characteristics of neurotypical and neurodivergent employees.

Let’s start with a true or false question: “Neurodiversity is a synonym meaning autistic people.”

That’s false. Neurodiversity includes both neurotypical and neurodivergent people. More specifically...

  1.     Basic Concepts

 Neurodiversity is a term describing the limitless variability of human nervous systems. The concept was first proposed and published in 1998 by Australian sociologist Judy Singer, in a humanistic context emphasizing the importance of creating conditions where everyone can fully develop their potential.

Neurodiversity directly points to the fact that people’s brains work in different ways. This concerns not only the structural makeup of the brain, but also cognitive processes, thinking, learning styles, perception of the world, and varied emotional responses. Each person has a unique way of processing information, making decisions, solving problems, and interacting with their environment.

Neurotypical – a person whose neurological functioning falls within what is socially accepted as the norm. Neurotypical people have standard neurological development, but they also differ from each other in many aspects.

Neurodivergent – people whose neurological development differs from the standard. This group includes people with ADHD (Attention Deficit Hyperactivity Disorder), ASD (Autism Spectrum Disorder), Tourette’s syndrome, SLD (Specific Learning Disorder: dyslexia, dyscalculia, dyspraxia), etc.

Did you know that…it is estimated that up to 20% or 1 in 5 people worldwide are neurodivergent?

 It is also important to distinguish between two concepts: neurodiversity (a biological fact) and the neurodiversity movement (a social movement advocating for the rights of neurodivergent people). This movement emphasizes that differences in brain function are a natural part of human diversity. The neurodiversity paradigm assumes there is no single “normal” way for the brain to function, and neurological differences are natural variants. This article focuses on the practical application of neurodiversity in the workplace.

2.     Why Should Neurodiversity Be an Important Part of Company Strategy?

Research clearly indicates significant business potential in including neurodiversity in organizational strategies.

• Teams composed of neurodiverse specialists can be up to 30% more productive than those without such diversity, translating directly into measurable economic benefits.
•  At the same time, research reveals a large gap between declarations and reality – while 92% of employers have diversity policies, only 22% include neurodiversity in them.
• Additionally, as many as 65% of neurodivergent employees experience a lack of understanding from management, indicating untapped potential and the need to educate managers.

These data suggest that companies that consciously and effectively implement neurodiversity strategies can gain a significant competitive advantage by better utilizing talent and increasing team productivity.

Example of Research Application

Studies show that cognitively diverse teams are more innovative and better at solving complex problems. For example, Microsoft highlights that their “Neurodiversity Hiring Program” has a significant impact on organizational culture, innovation, and employee engagement. Managers notice positive changes in team atmosphere and collaboration.

 Programs that help adapt the workplace so everyone can optimally develop their potential and better understand customer needs may include:

• Matching tasks to a person’s profile (strengths and limitations)
• Adapting processes and supporting candidates during recruitment and onboarding
• Adjusting training methods to learning styles
• Adapting communication methods to reach every employee
• Training on the basics of different cognitive styles
• Adjusting the workstation (e.g., quiet zones, 5S method)
• Educating managers and teams so everyone understands how they and their colleagues function, both neurotypical and neurodivergent
• Optimizing tools that help identify and use each team member’s unique talents to support innovation and organizational effectiveness
• Implementing neurodiversity strategies in procedures, organizational culture, and creating a friendly workplace

 3.     Key Characteristics of Neurotypical and Neurodivergent Employees

 Neurotypical people also differ from each other in many aspects, even though their neurological development is considered typical. Some of the main differences include:

• Communication style – for example, some prefer direct conversations, others value discretion or allusions.
• Empathy and social relationships – some are very open and sociable, others value deep relationships with a small number of people.
• Learning and problem-solving styles – visual, auditory, kinesthetic learning styles, pace of learning, preferred problem-solving strategies.
•  Coping with emotions and stress – some handle pressure better and recover faster, others are more sensitive to difficult situations.
•  Motivation – some have high self-motivation, others need external stimuli.

Neurodivergence, linked to different brain functioning, means that difficulties in one area often coexist with unusual skills in another. Even within the same type, there are differences among neurodivergent people.

In summary, neurodiversity is not just a trendy term but a real opportunity to increase innovation, effectiveness, and job satisfaction in organizations. Understanding and accepting neurological differences allows teams to be built where everyone can thrive – both neurotypical and neurodivergent people. Even simple actions, such as attentive observation, open communication, and respect for individual needs, create a work environment where diversity becomes a source of strength and competitive advantage. It’s worth starting today, as every small change brings us closer to a more inclusive and effective workplace.

Please, let us know in the comments what is your experience concerning neurodiversity at work.

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