In 1998, sociologist Judy Singer and journalist Harvey Blume started to make popular the concept of Neurodiversity. The idea is that variation in the human brain regarding learning, attention, sociability, mood and other mental functions exists in a non-pathological sense. 

The term ‘Neurodiverse’ often refers to individuals with neurodevelopmental differences, like ADHD, Autism and learning disabilities. To be ‘neurodivergent’ means you think differently than the majority of society (or those who are neurotypical). Research is still being conducted to better determined who is and isn’t ‘neurodivergent’, but increased awareness is helping business and people leaders to make more informed decisions. 

One prominent ‘mindset’ is starting to emerge… that we can start to look at these differences as opportunities, rather than deficits. Recognizing that team members who ‘think different’ experience, interact with and interpret the world in unique and new ways can increase innovation and enhance problem solving. This could be a real differentiator for an organization or team that embraces neurodiversity. 

So how does this relate to a workplace? Lets start with inclusiveness. Just as companies make ergonomic accommodations for different body types or access and accessibility accommodations for a variety of physical limitations… forward thinking companies are designing and operating their spaces to also accommodate neurodiversity. Applying research and strategy in a wide variety of areas like visuals, layouts, sensory and furnishings, companies can not only accommodate their neurodiverse team members… but enable them and tap into their superpowers of unique thinking! 

As we move forward with more understanding and acceptance, look for an increase in floorplate, programmatic, policy and strategic developments around the idea of Neurodiversity. These are exiting times as we better serve (and are served by) this important group of people.