Firing up the neurodiversity

It is estimated that up to every fifth person can be counted as neuroatypical – in other words, the mental development of 15–20 pct of society deviates from the norm. This doesn’t mean they are better or worse than the rest, but that they are just different. Neurodiversity covers the entire spectrum of ways that our nervous system can operate and develop. One way of putting it, which would also be a gross simplification, would be to say that neurotypical people can easily adapt, whereas the neuroatypical face numerous barriers in what only appears to be a friendly environment. Some of these people are able to function quite normally, despite feeling uncomfortable in certain situations, but some give up on having a career entirely due to a perceived inability to adapt. For many years, being neuroatypical was viewed as a medical condition and that has often led to stigmatisation. Today, however, such disorders are no longer categorised as illnesses – but the neuroatypical still, nevertheless, often have to contend with exclusion when trying to forge a career.

Who is neuroatypical?

To provide a few examples, the term covers those who have ADHD (attention deficit hyperactivity disorder), ASD (autism spectrum disorder) and IPD (information processing disorders, including dyslexia, dyscalculia and dysgraphia). ‘Neuroatypical’ is in fact a very broad term, so it’s impossible to encapsulate in a few words what such people need, but it is most important to shield them from excess stimulation, since an overload of the senses can be overwhelming to them. For some, silence could be a significant problem; for others it might be too much noise or too much light. Some people are not able to work in large groups, while others are hyperactive and unable to sit at a desk for a few hours. We are talking about radically different needs that are often mutually exclusive.

At the end of April, Skanska published its ‘Neurodiversity in the Office’ report, which it has produced together with design and research company Workplace. This extensive study sets out what is known about neurodiversity and provides practical guidelines on how to support the neuroatypical by improving conditions in their working environments. The report is not only a resource on their needs, but also provides a wealth of ready-to-use suggestions – giving employers the tools to implement specific solutions in their companies. The study found that in many organisations, the subject of neurodiversity is already being addressed – and the most common form of response to the needs of neuroatypical employees is the introduction of flexible working models. Those who do not feel comfortable in a specific working environment can reduce their physical presence in the company to a minimum by using remote working tools. However, this is not quite the right solution, as it goes against the very notion of neuroinclusivity. Contrary to popular belief, those who are neuroatypical have social needs, and their withdrawal from society can result from feelings of inadequacy and anxiety. By introducing the appropriate amenities to office space, the stress of overstimulation can be reduced, resulting in more effective work and interaction with other employees. Contact is the most important issue here, both for the employee’s wellbeing and for the benefit of the company. After all, the best ideas are often born through discussion, brainstorming and exchanging views.

“Introducing diversity only has benefits and no disadvantages. Diversity prevents discrimination and promotes equal opportunities. People are treated with respect and dignity. It also increases innovation – diversity can lead to different viewpoints and approaches, which in turn generate new ideas and innovations,” stresses Paulina Krasnopolska, the president of Portus Vitae, a charity that promotes diversity and wellbeing. “Diversity also leads to increased engagement – if an institution builds a working environment according to a diversity strategy, people feel more engaged and valued. With diversity, people can learn from each other and acquire new skills, which supports their further professional development” she argues.

Releasing potential

Neuroatypical people can make a huge contribution to any organisation, as long as their potential is unlocked. It is worth convincing employers that it’s in their interest to look after such employees, and fortunately an increasing number of companies are recognising the potential of neuroatypical people. We asked Dr Michał Tomczak of the faculty of management and economics at the Gdańsk University of Technology and co-founder of the ‘Neurodiversity in the Workplace’ postgraduate course at the SWPS University in Warsaw, about the strengths of neurodiverse people. He points out that neurodiversity is a very broad concept and it’s difficult to point to a single set of characteristics that a neuroatypical person might have. “Autistic people could, for example, be characterised by their ability to process, systematise and catalogue large amounts of information, as well as having above-average memory and greater attention to detail, while people with ADHD could be characterised by their ability to multitask or by their creativity. It’s important that employers are aware of the strengths that neuroatypical individuals possess and are able to use them adeptly, while also providing support, such as in the area of overcoming the challenges of sensory hypersensitivity or those related to organising work. The key to persuading employers to make the effort to provide a welcoming working environment is to make them realise that this is simply one way of addressing talent shortages in the organisation. The ability to harness the unique competencies of neurodiverse people to achieve business goals can provide a competitive advantage,” argues Michał Tomczak.

What kind of friendly environment?

The authors of the report stress the need to divide office space into different zones. Individual workspaces for activities requiring concentration are particularly important for neuroatypical people, as some regard the office primarily as a place to work, while the social aspect takes a back seat. Collaborative space generates noise and should therefore be located in appropriately designated areas. Equally important is space for regeneration, which – depending on the particular needs – could be silent space or fitted out for physical activity.

Neuroarchitecture is very much a new branch of science that combines the expertise of architects and neuroscientists, but it is still in its infancy. The terms themselves – neuroarchitecture, neuro-inclusivity and neuroatypicality – are so new that my text editor highlights them as incorrect. The rate of change in this field is such that the authors of the report themselves admit that in just a few years we will probably know a lot more about it. “There’s still little public awareness of neuro-inclusivity. The impression I have is that the topic of adapting space to accommodate the neurodiverse is considered as something new and interesting, but one that hasn’t yet become a ‘must have’ for a wide range of companies,” admits Mariola Bitner, the head of workplace strategy at Cushman & Wakefield in Warsaw.

Idea vs. cost

So, has the neuroinclusivity concept really been making any inroads into companies’ attitudes, or are they only paying lip service to it? The current economic situation is not conducive to investing in additional space, and in an era of soaring fit-out costs, rising rents and utility bills, only the most prosperous companies can afford spacious offices with separate areas tailored to the different needs of employees. However, the Skanska report shows that adapting offices to the requirements of neuroatypical people doesn’t have to involve exorbitant costs. Designing new space purposefully and appropriately would actually be beneficial to companies, but given that a standard lease is for seven to ten years, few of them will opt for a major refurbishment over the course of their tenure to meet neuroinclusivity needs. Are there any willing to make such changes? The issue of cost is also brought up by Mariola Bitner: “Although the managers and HR departments of more companies are gradually beginning to see the opportunities created by attracting and retaining neuroinclusive talent, as usual, one of the obstacles to a new design approach is the fear of additional office fit-out costs. However, there are many small changes that we can be made easily without any substantial financial outlay – and I’m convinced that this is where we should start the changes,” she argues.

Michal Tomczak is of a similar opinion: “It’s often enough to look at the solutions already available to the company and simply use them for their intended purpose. For example, if there is a chillout room in an office, it could be used by employees for isolating themselves, at least for a while, from the excess noise, visual or olfactory stimuli in the external environment, rather than just using it as another area for talks and meetings. I think that as awareness of neurodiversity increases, similar solutions will become more popular. This will benefit both employers and employees,” he believes.

The direction is already being set by larger, more affluent companies. Neuroatypical employees are well catered for in Google’s Warsaw offices, for example, where employees have relaxation rooms, so-called nap rooms, and rooms with proper soundproofing; they can also control the lighting levels and use desks next to a treadmill. In the company canteen, people who feel uncomfortable in a large group can sit in a separate, more intimate area. Bosch, for instance, consulted the Atypowi Foundation when arranging the interiors of its new offices to prepare them architecturally for neuroatypical people. “Global companies, such as EY, IBM, SAP, Microsoft and Dell, have been running employment programmes targeted at autistic people for years. In Poland, neuroinclusivity in the work environment is only just gaining popularity, but hopefully it will become a lasting trend. Employers are slowly beginning to realise that even slight modifications to the work environment, including the arrangement of the office space, can enhance employee satisfaction, counteract professional burnout, and have a positive impact on productivity,” insists Michał Tomczak. Serviced office space could come to the rescue, as the shared economy boom provides a good fit with the neuroinclusivity concept. In flex offices, it’s easier to set up shared space to meet the needs of different groups.

Education, education, education

Raising awareness and promoting neurodiversity remains the key issue. Katarzyna Modlińska, the founder and president of the Atypowi Foundation, is optimistic about the future. “This year we have teamed up with Cushman & Wakefield and are working together to raise awareness of neurodiversity among employees as well as across the property market. The company is preparing to review its office space compatibility for atypical people, to introduce the necessary solutions for their space, as well as their recruitment policies and team management,” reveals Katarzyna Modlińska, who is also the founder of the ‘Neurodiversity in the Workplace’ degree course at SWPS University in Warsaw. “Our students include representatives from EY’s Neurodiverse Center of Excellence, Allegro as well as other well-known organisations. We provide training for many national and international companies. A great deal is happening in the context of education. In the last year alone, we trained more than 500 managers from both domestic and international companies. This year there will be many more. Last October, at SWPS University we launched the internationally pioneering course ‘Neurodiversity in the workplace – inclusive recruitment and management’, which is the first of its kind in Poland. All the student places were filled. The next course will be held not only in Warsaw, but also in Kraków. Admissions have only just started and we already have many applications. This is a very promising start,” enthuses Katarzyna Modlińska.

Generation Z

Importantly, employees’ attitudes to neurodiversity are also changing. A younger generation is now entering the market, more aware of their needs and their rights, and also more demanding. In any case, it is to be expected that the young people entering the workforce in the coming years will be more aware of their neurodiversity; moreover, they have been brought up in the spirit of inclusiveness, they don’t want to hide their needs, and they expect change. On the other hand, this is also a very fragile generation that has experienced a pandemic and many other new and adverse social phenomena. The strength of any organisation lies in its employees and it will be in the interest of companies to take care of the wellbeing of this group. In every business the bottom line is always paramount, but it is only in recent years that hitherto non-functional terminology, such as wellbeing, caring, tenderness and empathy, have found their way into the corporate lexicon. Perhaps we are slowly moving towards a world in which the human being and his or her needs will indeed take centre stage?