Articles

When we talk today about the diversity of human functioning: behaviour, learning, communication, interaction, … then there are currently two very different visions in society, in the workplace, in education, and in the academic world: the pathological model and the neurodiversity paradigm.

In every organisation, there are challenges and barriers that are not always visible but have a significant impact on employees’ performance and well-being. Some employees face obstacles due to neurodivergence or other factors that are difficult to detect. Others may not even be aware of what is hindering them. How can an organisation identify what is happening with its employees and create an environment that accommodates these invisible differences?

We have previously discussed other neurodivergent neurotypes in the workplace. This time we will focus on employees with Down syndrome. This neurotype is often not mentioned when we talk about neurodivergence, but it is very much a part of our Western society and workplace. As with other neurodivergent profiles, these individuals bring unique talents and perspectives to the table. Yet their strengths are often overshadowed by prejudice or an overfocus on the challenges. It is high time to set the record straight.

In the modern workplace, there is an increasing focus on diversity, including differences in personality traits such as introversion. Yet we find in our talks and workshops that there are still many unconscious taboos about introverts. If you are not ‘being the life and soul of the party’ or share your opinion immediately, you risk being overlooked for promotions or important projects.

This is a waste because introverted employees make up a large proportion of the population - an estimated 30 per cent. Their unique strengths and perspectives offer enormous value to organisations, provided they are given the workplace and support to flourish. Ignoring these qualities means missing opportunities.

Every neurodivergent person is unique, so it’s essential to tailor remote work environments to individual needs instead of using a one-size-fits-all approach. Whether you’re neurodivergent or managing neurodivergent employees, the key is to ask what environment helps them perform best.