Intersectional neurodiversity in the workplace – and why it is important

In the future-proof workplace, the principles of diversity, equity, inclusion, and belonging (DEIB) have become paramount. Yet, a critical aspect often overlooked is the intersection of neurodiversity and other identity categories such as age, ethnicity, gender, social class and sexual orientation. Understanding intersectionality — a concept coined by Kimberlé Williams Crenshaw — is vital for creating truly inclusive environments where every employee can thrive. As employers, acknowledging and addressing the unique experiences of neurodivergent individuals, especially those who belong to multiple marginalised groups, is essential for fostering an innovative, productive and resilient workplace.

What is intersectionality?

Intersectionality is a framework for understanding how various aspects of a person’s identity, such as ethnicity, gender, social class, and neurotype, interact to create unique experiences of discrimination or privilege. Initially developed to analyse the overlapping disadvantages faced by Black women, intersectionality has expanded to encompass a broader range of social and political identities.

Wendy Smooth, a scholar of intersectionality, emphasises that this framework is concerned with power dynamics and inequities, advocating for a nuanced understanding that identities and systems of power are fluid and context-dependent. The intersectional approach recognises that privilege and marginalisation can coexist, highlighting the importance of acknowledging the diverse and complex identities of individuals within organisations.

Neurodiversity and intersectionality in the workplace

Neurodiversity encompasses a range of neurocognitive differences, including autism, ADHD, dyslexia, and more, reflecting the natural diversity of human brains. Unfortunately, societal stereotypes often pigeonhole neurodivergent individuals into narrow categories, such as the stereotypical “tech-savvy introverted male.” This misconception overlooks the vast array of neurodivergent individuals from various backgrounds, each with unique strengths and challenges. This highlights the importance of viewing neurodiversity at the workplace through an intersectional lens to understand better and support the diverse needs of all employees.

Here are some examples of how intersectionality can significantly impact the careers of neurodivergent individuals:

• Older employees often discover later in life, often due to a diagnosis in their (grand)children or because the topic is being discussed more openly, that they are neurodivergent. The term neurodiversity was only introduced in the early 1990s, and diagnoses such as autism were first made in the 1980s. These individuals often have had turbulent careers because they thought, communicated, or behaved differently and were quickly seen by their supervisors as not fitting in or as “devil’s advocates,” leading them to leave or be swiftly dismissed. Additionally, these issues were rarely discussed in the past due to a significant amount of taboo and stigma.
• Women are often diagnosed later in life because the criteria for diagnosis were primarily based on the stereotypical behaviour of autistic men. As a result, we often see middle-aged women experiencing burnout (often autistic) and only then discovering that they are neurodivergent.
• People of different skin colour, migration backgrounds, or cultures often face discrimination in terms of diagnoses — they discover it much later because, once again, the criteria for diagnosis were primarily based on the stereotypical behaviour of autistic Western and white men. Additionally, their behaviour is often misunderstood. A well-known example of this is that in the U.S., police officers often arrest autistic Black individuals who are having a meltdown or are stimming because their behaviour appears strange and aggressive to the officers.
• Younger employees are often discouraged from pursuing certain professions from a young age. This discourages them and leads them to change their dream jobs early on. For example, dyslexic children are often told that they can never become successful authors. However, there are many successful authors who are also dyslexic.
• The same is true for highly gifted children who do not thrive in the current education system, leading them to drop out of school and miss their chance to further study in areas where they truly excel.
• Neurodivergent youth from lower social classes often face a lack of resources for a quick official diagnosis (due to waiting times of several years at hospitals), to further study in areas where they excel, or they adjust their dreams because someone with their background is told to be modest and not aim too high.
• Research also shows that neurodivergent individuals are more likely to have non-cisgender identities. In practice, we sometimes see that they are not allowed to talk about their sexual orientation at work because it is perceived as political, or they become the target of ridicule from more conservative colleagues or supervisors. This obviously also impacts their mental health in the workplace.

Challenges faced by intersectional neurodivergent employees

As you can infer from the examples, intersectional neurodivergent employees often face complex challenges in the workplace. Differences in diagnosis, behaviour, communication, and access to supportive services can hinder their ability to reach their full potential in the work environment. Today, a formal DSM-5 diagnosis is still often required to access necessary reasonable accommodations. However, for neurotypes such as high sensitivity, no official DSM-5 diagnosis is conducted (and let’s keep it that way).

Moreover, societal stigma and cultural attitudes prevalent within an organization can exacerbate these challenges. In some cultures, neurodivergence is misunderstood, rejected, or stigmatized, making it difficult for individuals to seek support or recognition for their needs. This can lead to “masking,” where neurodivergent individuals imitate neurotypical behaviour to fit in, often at the expense of their mental health. Additionally, their behaviour or communication may be misunderstood by their neurotypical colleagues, leading to isolation, miscommunication, and friction between the two.

The importance of intersectional neurodiversity in business

Embracing intersectional neurodiversity is not just a moral imperative but also a strategic advantage for businesses. Diverse teams, including neurodivergent individuals, can drive innovation and enhance problem-solving capabilities. Research has shown that organisations with diverse management teams experience higher revenue growth and improved market competitiveness. Next to this, intersectional neurodivergents will rather apply with companies that already have intersectional neurodivergent on board and certainly when they are part of the leadership team.

However, many companies still often lack a comprehensive understanding of intersectionality in their neurodiversity initiatives.

Strategies for building an intersectional neurodiverse organisation

1. Install a psychologically safe work environment: Encourage open dialogue about intersectional neurodiversity, challenges, needs, talents, and (work) preferences to reduce bias and enhance collaboration and feeling safe to disclose. As a manager or leadership team member, lead by example.
2. Model inclusion at leadership levels: Promote neurodivergent individuals to leadership positions, demonstrating a commitment to diversity at all organisational levels.
3. Encourage diverse perspectives and identities: celebrate diverse identities and encourage employees to bring their whole selves to work. Create intersectional employee resource groups (ERGs) and educational resources to promote DE&I within the company and teams. Encourage hiring practices that value cultural adds instead of cultural fits.
4. Critically re-evaluate your company policies and processes: Continuously evaluate company policies and processes to ensure their effectiveness in fostering an inclusive environment and that they do not discriminate against your employees.

Conclusion

Creating intersectional neurodiverse workplaces requires a paradigm shift in how organisations approach diversity and inclusion. By acknowledging the unique experiences of neurodivergent individuals and embracing intersectionality, businesses can unlock the full potential of their workforce, driving innovation, productivity, and employee satisfaction.

Ultimately, fostering an environment where everyone feels valued and included will not only benefit employees but also propel organisations toward future-proof and sustainable success. As we move forward, let us commit to building workplaces that truly reflect the rich tapestry of human diversity, empowering all employees to thrive.