My recent presentation at the meeting of the Society for Consulting Psychology focused on addressing the neurodiversity inclusion paradox and proposed guidelines for ethical and effective practice for consulting psychologists.
Despite the increasing visibility of the neurodiversity movement, neuroinclusion at work remains elusive and characterized by a paradox. On the one hand, there are neurodiversity-focused hiring programs in major companies such as Dell, Microsoft, and JPMorgan, and the reports of outstanding productivity. JPMorgan, for example, reports that autistic hires are 140% more productive. Nevertheless, neurominority workers – members of autistic, ADHD, Tourette Syndrome, learning differences, and related communities – face barriers to hiring and advancement. In the U.S., 30-40% of neurodivergent people and 85% of autistic college graduates struggle with unemployment and underemployment. An important factor in this struggle is the societal neuroableism.
Understanding Neuroableism
Neuroableism can be understood as discrimination or prejudice based on someone’s neurobiological differences. It’s a pervasive issue that manifests through attitudes, practices, and institutional policies that devalue, dismiss, or curtail the participation of those who are neurodivergent.
On the individual level, neuroableism can manifest in statements like: “stop with that depression excuse and get it together” or “he just needs to try harder to focus.” These statements are not just insensitive; they reflect a fundamental misunderstanding of neurobiological differences such as ADHD or mood-related conditions. Such comments dismiss the real challenges faced by neurodivergent people and wrongly attribute their difficulties to character flaws or lack of effort.
Structural neuroableism is deeply entrenched in organizational processes, procedures, and cultural norms that systematically disadvantage people from neurominority communities. These systemic barriers are evident in rigid hiring practices, inflexible work organization, and cultural norms that center neuronormativity. A requirement for constant camera use during virtual meetings, for example, ignores the discomfort and the loss of productivity it might cause an autistic person, an ADHDer, or someone with anxiety. Similarly, the insistence on open-office plans without alternatives can be exclusionary for people with sensory sensitivities, resulting in illness and inability to work.
Principles of Neuroinclusive Practice for Consulting Psychologists
Consulting psychologists can contribute to developing neuroinclusive practices within organizations and remedying neuroableism. Here are some principles:
- Evaluate Organizational Practices: Assess and critique organizational assessments, selection procedures, and performance evaluation practices for signs of neuroableism. It’s important to ensure these practices are fair and considerate of neurodivergence.
- Educate and Train: Develop and deliver training to dismantle stigma and stereotypes. Training should also address ableism directly and emphasize the importance of nurturing every individual’s talents and supporting human dignity.
- Support Inclusive Talent Practices: Collaborate with human resources teams to confirm that hiring processes, work environments, and professional development opportunities are inclusive and accessible to all employees, regardless of neurobiological differences.
- Implement Accommodation Strategies: Advocate for and help implement strategies focused on enabling individuals to perform their jobs effectively. This might involve suggesting changes to the physical workspace, adjusting work schedules, providing specialized tools or technology, or restructuring job roles to play to individuals’ strengths.
By integrating these principles, consulting psychologists can play an important role in transforming workplaces into environments where neurodivergent people are supported, valued, and enabled to make unique contributions. Embracing neurodiversity and combatting neuroableism is not about compliance. It is both a social and moral responsibility and a way to enrich organizations with a wide range of perspectives and talents.