As emphasized by Emilia Szczukowska, an analyst for regulatory matters in the Department of Law and Legislation of the ZPP, a basic thing that many managers still do not understand, is the scale of neuro -dignity in their teams. It is estimated that from 15 to 20 percent population is neuroatypical people – With ADHD, in the autism spectrum, with dyslexia or other differences in the functioning of the brain. In practice, this means that in every medium -sized company there are at least a dozen such people.
Most of them will never admit it. According to the report “Neurocomfort at work and recruitment” of the Pracuj.pl portal, it shows that Only 18 percent employees speak openly about his diagnosis. 32 percent He masks her regularly. People are still afraid that they will be considered less competent, difficult in cooperation and will be overlooked in promotion.
– A lot of people who come to me with difficulties at work never informed the employer that they are neuroatypical. This is the first barrier – says Ola Pflumio, a trainer working with neurood -member. – We are afraid to talk about the diagnosis openly and these fears are justified. The experiences of the people I work with show that this may still be associated with worse treatment. The team supporting so far suddenly begins to ignore someone. There are situations when a team or superiors would even like to help, but they do it awkwardly, which makes them worse.
Thinking with stereotypes instead of getting to know people
Even if the employers have heard about neuro -diversity, they often understand it by the prism of several stereotypes. ADHD? No concentration. Autism? Communication problems. Meanwhile Each neuroatypical person has different needs and different strengths.
– Employers are the most difficult to understand how wide both difficulties and the capabilities of neuroatypical people can be – says Emilia Szczukowska. – Although people with ADHD, in the autism spectrum or dyslexia can have some common needs, many of them will be completely different. That is why the management of the management is so important, but also empathy and openness to dialogue.
“Do you have adhd / autism? You don't look”
Since neuro -diversity has been talked about relatively recently, the universal image of a neuroatypical person is based on stereotypes and extreme examples known from the media, films or series.
Meanwhile, the term “autism spectrum” is used for a reason, and there is also more and more talk about the spectrum of other forms of atypicality. There is no one set of characteristics for neuroads.
One person with ADHD can be energetic and talkative, while another with the same diagnosis – quiet and plunged into their own thoughts. Similarly in the autism spectrum: one person will avoid interaction, while another willingly discuss the problem from each possible side, clarifying every detail. What's more, in many of them everyday functioning will depend on well -being and surroundings.
One of the basic survival mechanisms we develop is camouflage any manifestations of your difference. – A person who for many years coped well with the tasks – because he was masked because he competed – he decides to say it loudly and suddenly begins to be seen as someone less competent, someone who “does not deliver”. Someone who can't trust. This is a huge blow – explains Ola Pflumio.
Waving and falling. Another definition of productivity
Another lack of understanding concerns the work style. The productivity of neuroatypical people is not linear. Nobody is able to work with equal efficiency for eight hours, and in particular a person's neuro -diversity. What's more, many of them have shifted daily rhythmand this means that often the peak of their performance falls for the evening or early morning. That is why these people often treat unproductive “extinguishing hours” between the uprisings of actual work as a form of “tax on ADHD/ASD”.
– There are days when, despite every effort, we are not able to force ourselves to productive action. And then they come three hours, during which we do what takes two days to others – explains the trainer.
The problem is that companies often “reward” such performance with subsequent tasks. And people who are convinced that they must constantly prove their value, will not protest. This is a simple way to burn out, with which up to 65 percent are measured. neuroatypical employees.
Executive paralysis and procrastination
For the employer, logic can be zero-one: there is a task-you have to do it, and the task that is not fulfilled means laziness. In fact, many people struggle with the so -called executive paralysis – A state in which you know what to do, but you can't move.
– The reasons can be different – explains Ola Pflumio. – Overwhelming with an excess of tasks, No clear instructions (it is not known what is a priority and what milestones are), perfectionism (A frequent problem for neuro -dimensional people who live in the belief that they must constantly prove their value to others).
Therefore, instead of one “universal” training, individual solutions are better: coaching, mentoring, regular conversations one on one with a supervisor – he emphasizes.
Feedback. No news is not good news
28 percent Neuroatypical employees need frequent feedback. Meanwhile, in many companies, the principle “if something is wrong, you will find out”.
– A person with ADHD how air needs a positive strengthening at work -However, it is not about applause for every email, but about the right proportions between praise and criticism. – points out Ola Pflumio. He also adds that Nobody is more critical and ruthless for a neuroatypical person than herself.
Universal Design. Designing for everyone
Contrary to the fears of many managers, the support of neuroatypical people does not require complex procedures or expensive solutions. It is not about special treatment or creating separate rules. In most cases, a common sense approach and treatment of all people like adult people who know what works in their case.
This is where the concept works Universal Design – design of jobs so that from the beginning they take into account different needs and styles of functioning. Importantly, The same solutions help the whole teams: quiet zones, flexible working time, clear messages, regular feedback. These are not “amenities for the chosen ones” – it's just a good organization of work.
The paradox is that when such rules are implemented from the beginning, many problems do not appear at all. And employees do not use time and energy to overcome artificial barriers, which directly translates into better results, less burning risk and greater stability of the entire team.
