'Be that person': Tips for supporting neurodiversity in tech

Developing a more open culture

Four speakers in a panel session during last week's Women in Tech Festival, spoke of conditions that put up hurdles, and the changes organisations can make to make things better, not just for neurodiverse employees but for everyone else too.

Every brain is unique. Some brains are finely attuned to detail, others are more at home with grand visions. Some need structure, others thrive in uncertainty; some love company, others prefer solitude.

But some brains differ in a way that workplaces and society as a whole fail to cater for, to the detriment of those individuals — and those organisations too.

"Neurodiversity is the concept that we all think, learn and process information differently," explained Holly Foxcroft, head of neurodiversity cyber research and consulting at Stott and May Consulting. "And by differently, it means that some of us have adaptive needs, that society has placed barriers before us, which can otherwise make us disabled."

Foxcroft, who is autistic and has ADHD, was diagnosed late in life, which is not uncommon the panellists said, especially for women. Neurological disorders and conditions present differently in males and females, with diagnostic criteria often based on the former; and waiting lists are long.

Kirsti Smith, director of Kirsti Smith Coaching, added: "And women are better at masking too."

How labels can help

Although all brains differ, not everyone falls along a spectrum. Indeed, that sort of thinking is damaging because it leads to the argument there is no need to cater for difference, said Foxcroft. The brains of neurodivergent individuals operate distinctively, to the extent that sets them apart from the norm. "We have such extremes that it actually affects our everyday life, and it will do for our whole lives. But we do share characteristics."

Those characteristics, which may not be visible or even diagnosed, mean that people who are autistic, have ADHD, OCD, dyslexia, chronic anxiety, eating disorders or other conditions find it hard to thrive in a standard working environment.

"There is a lot more flexibility in workplaces now," said Smith. "But communication styles are often based on what the manager or the leader wants to do, or what worked best, historically,"

Neurodivergent individuals frequently struggle to articulate their needs, so they often suffer in silence. This is why labels can help. It's not as if ADHD or OCD are new things, just that they are now better understood by the medical profession, and more widely acknowledged. Thus, labels can act as identity markers.

Lyndsey McCarroll, diversity & inclusion manager at Computacenter, said: "I think as soon as you have that label you can understand yourself better."

She continued: "You can think, 'Oh, actually a lot of my behaviour, the way I processed something or thought about something now makes sense."

Emily Hall-Strutt, director of Next Tech Girls, who is awaiting a diagnosis for ADHD, agreed: "There's a real liberating and validating feeling, putting a name on it, as much as you might not want to be labelled."

There is a huge number of neurodivergent people working in technology. They can bring tenacity and attention to detail in problem-solving, creativity and visual thinking in design, and fresh perspectives on all sorts of issues. Some studies have also found they are more likely to be loyal to organisations and colleagues, with lower rates of turnover. But they may require special provisions, and other employees must be made aware of their needs.

Effective interventions

The panellists mentioned several ways that managers can help. A prerequisite is a culture of openness. Given that, many of the interventions are quite small, but training will also be required to help managers and employees understand neurodiversity and to break down stigmas and stereotypes.

Organisations can normalise flexibility, with more remote work options, flexible hours, and by encouraging openness about needing time off. Like other interventions, this can have wider benefits across the organisation.

"If workplaces had more open conversations, then this would help so many people be able to say, 'Do you know what? The baby was up all night. I cannot come in today because I'll be a mess," said Smith.

Organisations can adapt interview and hiring practices to be more inclusive, rewording job descriptions, asking about personal requirements, and training interviewers to understand presentational difficulties. For example, some people find making eye contact very challenging.

Office environments can be evaluated, with quiet areas provided where noise levels are high. Employees can also be offered a choice about how they prefer to communicate.

"Some people don't want to talk to someone on the phone, they want an email. They don't want to be interrupted by something when they're in the middle of working," said Smith.

Another idea was that everyone carry a "personal passport" or "manual for me", with their preferences written on it. This is already happening in some schools, said Hall-Strutt whose organisation works with school-aged girls, and they are starting to appear in organisations too.

"So if it's something that doesn't exist in your workplace, mention it to HR. I think it's something everyone should have, not just those who say I've got ADHD or autism so I need some reasonable adjustments. Everyone should have one because it gives you prompts on what is your preferred way of working. What's your preferred way of being contacted?"

And for neurodiverse women who are in leadership but might fear disclosure?

"I know this is really hard advice," said Foxcroft. "But be that person. Because there are other women who are watching you, and they will thank you for being that person and breaking down the walls. It's really scary, but it'll be so much scarier for people who aren't in a leadership position."