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Neurodiversity definition: what is neurodiversity?

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Neurodiversity definition

Neurodiversity refers to the differences in the way each person’s brain processes information. The term was coined in 1997 by Australian sociologist, Judy Singer, in a bid to promote inclusion for people with neurological differences. Neurodiversity is an umbrella term for developmental conditions such as attention-deficit hyperactivity disorder (ADHD), autism spectrum disorder (ASD) and dyslexia, and it describes individuals who have a brain that works differently to the average – or “neurotypical” – person.   

It is important to note that the term “neurodiversity” seeks to acknowledge the inherit and natural differences in our brains, rather than create a “normal” vs “abnormal” comparison. Up to 15% of the population is thought to be neurodiverse.  

People with neurodivergent brains process information differently to neurotypical people and can be prone to sensory overload. This is when the brain becomes overwhelmed with external stimuli, such as sounds, smells, sights, touch and tastes, and it can make it more difficult to regulate behaviours and emotions, causing affects such as anxiety, irritability and shutdowns. 

It is also important to note that neurodiversity does not correlate with intelligence, and that, as people with neurodivergent brains often see the world differently, they can offer valuable and diverse perspectives and strengths. 

Real-world context

  • Sensory overload and employee wellbeing: Offices can be crowded, bright and noisy, which can contribute to sensory overload. Thus, employers can foster a more inclusive environment by implementing quiet workplace areas; allowing extra breaks to employees who need them; using a clear communication style to avoid misunderstandings and allowing remote or flexible working. Employers can also work with individuals to create a personalised “sensory safety plan”, which empowers the individual with strategies and accommodations to help navigate challenging environments at work. 
  • Leveraging diverse strengths: Harvard Business Review describes people with neurological differences as having “extraordinary skills”, citing pattern recognition, enhanced memory, and mathematics as some of them. In addition, people with neurodivergent brains can contribute to a creative and innovative workplace by offering a unique way of seeing the world. Employers should embrace and leverage these talents as a way of cultivating a rich and diverse workplace. 
  • Building neurodiversity into recruitment processes: Organisations should build inclusivity for neurodivergent applicants into their hiring processes. This may include offering flexible interview formats; providing clear instructions of the interview process ahead of time; partnering with organisations that specialise in neurodiverse employment; assessing job descriptions for biased or exclusionary language, and training recruitment staff to recognise and support neurodiversity. 

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