We find ourselves in a social context in which cultural, linguistic and population diversity are critical factors for any company. coexistence in a heterogeneous community it is indispensable for a multicultural and plural society. Likewise, neurobiological diversity and neurocognitive functioning are part of the very definition of the human species, and its consideration and acceptance is essential in all environments, both social and work. There is no doubt that the employment of people with different abilities or with disabilities, and the appreciation of their strengths and potentialities, leads to a challenge and a new paradigm in the world of work.
Human diversity is a reality that every organization should consider in their culture. Learning to value differences, eliminating barriers and improving accessibility are some of the factors to consider within it. Many companies are already pioneers in showing that neurodiversity is enriching in all aspects that make up the organization, and direct their protocols towards more open and diverse, inclusive and flexible perspectives. Although it is not a simple matter, according to PwC’s global diversity and inclusion survey, 76% of organizations consider that diversity and inclusion programs are priority for them.
Recent advances in neuroscience research and technology provide unprecedented insight into the wiring of our minds. That is why we know, among other things, that our brain evolved through different bioevolutionary processes to unconsciously prefer the familiar and the known, which allows our brains (which have a hard time being flexible) to conserve energy, act and react quickly. These embedded unconscious biases, while beneficial to our ancestral survival and still having favorable outcomes, sometimes limit our ability to empathize with “the other” or “what is different.” Let’s explain it this way: the brain works mainly according to three functional states that connect to each other to work together: the thinking state of high level, rational and conscious; the state instinctive, alert, fight and flight; and the state of emotional thought, which mainly originates from our limbic channel. Some business leaders operate primarily from their limbic system, which means that they make many crucial decisions emotionally and not rationally. These unconscious decisions can usually negatively affect the entire structure of the organization, and impact its inclusive practices. The good news is that we can train this ability. With proper and consistent strategy and practice, we can counteract the pre-encoded conditions of our brains by leaning into uncomfortable situations and challenging our predispositions, thereby also promoting the creation of new neural pathways. It’s about learning to appreciate the differences that surround us, instead of registering them as threats.
An optimal approach to neurodiversity requires the assessment of subjectivity of each individual. Therefore, greater attention to the strengths, abilities and potential of the neurodivergent adult will encourage them to develop a sense of self-efficacy that will help them to be successful in their personal and professional lives. Taking this into account, we cannot forget that it is not only about recognizing the difference, but about providing new work experiences and perspectives that will be vital for the entire group. The objective is to make labor inclusion a process of enrichment for the entire human team of the organization.
We like to say that, just as biodiversity is essential for the stability of the ecosystem, neurodiversity is essential for the stability of any organization. Therefore, there is no doubt that it is essential to develop an action plan to build a culture of coexistence and inclusion. Commit to work environments that are as plural as they are equitable, and take advantage of the diversity of talentswill be beneficial not only for each collaborator but also for the internal structure of all the companies and the societies in which they are developed.
Dra. Sara Sanz Blasco | Member of the professional team of Asociación Educar and AE Consultora: Applied Sciences and Neurosciences at the service of personal and organizational transformation.
Sara is a CONICET researcher at the Pharmacological Research Institute of the Faculty of Pharmacy and Biochemistry at the University of Buenos Aires (UBA). She has a degree in Chemical Sciences from the Faculty of Sciences, and a doctorate in Physiology from the Faculty of Medicine, both from the University of Valladolid (Spain). She did her postdoctoral fellowship at the Neuroscience and Aging Research Center of the Sanford Burnham Prebys Institute in San Diego, California. Sara is a graduate in Neuropsychoeducation, a Special Education student, and author/co-author of more than 20 scientific publications in the field of neurodegenerative diseases.
by CEDOC
