Understanding brain science helps in navigating the rough terrain of diverse workforce in organizations. Human potential in itself has infinite capabilities to bring in real change. Neuro studies focused on neurodiverse people facilitate exploring the untapped potential of the people with neurological differences such as autism, dyslexia, ADHD, and other such conditions. These are in reality just natural variations of the human brain that as a society we should be accepting, not as individuals but also as organizations. This chapter reflects upon how neuro-inclusive workspaces can be created to unlock the potential of a neurodiverse workforce. A factor matrix of neurodiversity helps to understand the change that is required in the organizational system and approach neurodiverse employees' engagement. Thus, exploring the avenues and challenges in front of leadership makes organizations more diverse and effective.
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Neurodiversity refers to the people with brain’s natural variations. This includes people with conditions such as dyslexia, ADHD, autism, and other such conditions. These neurodivergent individuals have untapped potential as they bring along different perspectives and skill sets at the workplace (Waisman-Nitzan, Gal and Schreuer, 2018). Understanding Neurological differences has gained momentum in the organizational behavioral studies. According to estimates, up to seventeen percent of the workforce in the United States may be neuroatypical, which refers to individuals whose neurological functioning falls towards the extremes of the naturally occurring variation distribution (Krzeminska and Hawse, 2020; LeFevre-Levy, Melson-Silimon, Harmata, Hulett, and Carter, 2023). Despite a historical record of underrepresentation and unemployment, organizations and scholars are increasingly acknowledging the significance of neuroatypical population inclusion in the contemporary workplace (i.e., the promotion of neurodiversity within organizations) as a crucial aspect of organizational diversity (Jiles, Duong and Venkatesh, 2023) (Doyle, Kavanagh, Metcalfe, and Lavin, 2005). Notwithstanding the increasing curiosity with investigating neuroatypicality within the framework of organizational diversity, astonishingly little research has been undertaken to establish a connection between these two domains. People diagnosed with autism spectrum disorders (ASD) are a rapidly increasing portion of the population, yet encounter significant challenges when it comes to employment (Fuller and Murphy, 2020). Even among those with Autism Spectrum Disorder (ASD) who have the mildest form or greatest level of functioning, the unemployment rate is as high as 80 percent, and many of those who are employed are not fully utilizing their skills and abilities (Patton,2019). However, it is important to note that these folks possess a high level of intelligence and are capable of producing exceptional work. The limited body of literature on the subject is dispersed among various academic fields, predominantly beyond the realm of industrial-organizational psychology (Ellenkamp, Brouwers, Embregts, Joosen, and Weeghel, 2016). Furthermore, there is a scarcity of research that specifically investigates the employment of neuroatypical workers through the lens of diversity. This chapter presents an argument that with the ongoing job designing and the changing nature of work, neurodiversity will progressively gain significance as a component of organizational diversity (Aldrich and Pullman,2019). Moreover, it is anticipated that neurodiversity will have a substantial impact on the well-being and performance outcomes of individual employees, as well as the overall success of the organization(Rock,2011).