Consider employees who have attention-deficit/hyperactivity disorder (ADHD). Dr. Holly White from the University of Michigan studies the link between ADHD and creative cognition. Her work and that of others demonstrate statistical linkages between ADHD and the three elements of creative cognition: divergent thinking, conceptual expansion, and overcoming knowledge constraints.10 Those with divergent thinking and learning styles are often able to think of a multitude of ideas emanating from a single point more easily than traditional convergent thinkers, enabling them to be critical enablers for brainstorming and idea generation.11
Similarly, research focused on dyslexia finds a heightened ability to visualize the bigger picture and discern the signals from the noise, as well as a greater attunement to visual aberrations in the environment. A study of astrophysicists found that those with dyslexia were better able to spot black holes within the static of space-related data.12
Research also demonstrates the connection between cognitive diversity and innovation among those on the autism spectrum. For example, Dr. Temple Grandin is often described as a visual thinker. This way of thinking, which she attributes to her autism, plays a significant role in her work. She refers to it as “thinking in pictures,” a process whereby the words of others immediately become images in her mind. She cites this type of thinking as one that has provided her an advantage designing livestock equipment.13 Her innovations are credited with leading to more humane, effective approaches to managing livestock that are now considered industry standards.14
Impact
By valuing and integrating varied cognitive approaches and strengths, organizations can navigate complex challenges more efficiently, helping to drive groundbreaking advancements and sustained competitive advantage.
Innovation driver 2: Breaking groupthink
“None of us is as smart as all of us” and similar refrains reflect the common sentiment that collaboration among those with different views is good. Yet the reality of the corporate experience suggests individuals may be more likely to suffer from groupthink than they care to admit.
As one leader we spoke to noted, “We [in corporate America] have a homogenization problem … We have a bunch of people that dress the same, that talk the same, that do the same things. And that is killing innovation … Innovation doesn’t happen in environments where groupthink is happening, and groupthink happens when you have a homogenized group of individuals working on driving change.”15
Groupthink—the tendency for cohesive groups to prioritize consensus over critical evaluation—can be a common pitfall across organizations, and it can often stifle innovation and lead to suboptimal decision-making. Our interviews indicate neurodiverse teams often limit groupthink through a willingness to share divergent thoughts, even if those thoughts are not readily supported by others on the team. The intentional integration of neuroinclusive individuals into the workforce offers a powerful antidote to this phenomenon. By embracing the unique perspectives and cognitive approaches of neurodivergent employees, organizations can help address homogenized thinking that groupthink perpetuates.
For example, the leader of impact and innovation at an online education platform that we interviewed needed to roll out new product capabilities across emerging market segments. The team was able to scale ideas more quickly and effectively because neurodivergent members of his team successfully vocalized practical implementation issues—despite resistance and frustration from other team members—that needed to be addressed for the project to succeed.
It’s important to note that to overcome groupthink, managers and their organizations should foster an environment where boundaries are clear but uncomfortable truths can be raised, and where some degree of frustration and friction is not only okay but acknowledged as part of the process. Neuroinclusion offers a broader range of viewpoints and problem-solving strategies, with varied processing styles and distinctive ways of perceiving the world; it encourages rigorous debate, fosters creativity, and leads to more robust and innovative outcomes.16 These unique insights, in an environment without fear of being marginalized, can create a culture of continuous innovation and improvement.
When collaborating with others who think and process information differently, one may become frustrated or feel forced to step back and reassess their own perspectives on the work at hand. However, as psychologists and authors David Rock and Heidi Grant note, the comfort one can feel from working with like-minded people is costly when it leads to too much conformity, which inhibits innovation.17
Impact
The deliberate inclusion of neurodiverse talent can not only combat the risk of groupthink but can also propel organizations toward groundbreaking and unconventional ideas. Breaking free from conformity can help achieve sustained competitive advantage, enhanced problem-solving, improved employee satisfaction, and resilient organizational culture.
Innovation driver 3: Resilience, agility, and problem-solving
Neurodiverse professionals are generally more accustomed and committed to solving problems because they must often do so regularly in their daily lives to navigate a world that’s not always designed for them. This resilient mindset can often mean a willingness and persistence to challenge the status quo and overcome obstacles that others don’t have. As one global banking executive said, “When you’re someone who has to basically change certain aspects of your personality or change how you approach certain things in order to just go through your day-to-day life, then change is already something that’s naturally ingrained in you and you’re really comfortable maneuvering around situations and finding ways to do things that you need to do. I think other people might not necessarily have the same ability or drive naturally.”18
When summing up neurodiverse strengths, Eliana Grossman, PhD, a neurodiversity researcher, noted, “We have resilience that neurotypical people haven’t had to build.”19 In a business environment where new threats and opportunities are emerging daily, integrating and recognizing those colleagues who bring this grit and adaptability to a team can be a powerful asset for an organization.
For example, some studies link the higher incidence of dyslexia among entrepreneurs to coping skills they’ve developed to manage their neurodivergence, including a better ability to delegate tasks and deeper aural/listening and visualization skills.20 Further, consider the potential of neurodiverse teams in an agile software development environment. Agile teams are required to continuously test and learn to help achieve an objective. While certain aspects of agile team dynamics may overwhelm some team members, the spirit of neurodiversity aligns with that of agile teams: to “value individual interactions and collaboration over rigid processes” and “think outside of the box and find ways of working that are effective and conducive to all.”21
Impact
Organizations that prioritize neurodiversity, given their diverse cognitive perspectives and ability to pivot quickly in response to rapidly moving markets, may be better equipped to swiftly navigate complex and changing environments, helping make them more resilient to disruptions.
Innovation driver 4: Deep focus and perseverance
Innovation requires focus, and lots of it. Focus is not always easy to achieve when solving problems amid demands on our time and the complexity of challenges organizations face today. Strong or “hyper” focus—a trait often mentioned in our interviews when describing some neurodiverse professionals—can help teams find success where they may have otherwise given up, or to dive intensely into uncharted topics that require deep focus. Our research identified multiple instances where the hyperfocus of neurodivergent professionals achieved breakthrough solutions that may have otherwise not been discovered.
An innovation leader at an electronics company cites such an example. A neurodivergent professional on his team spent weeks deeply focused on developing a way to reconfigure a technical microscope to support unique research objectives, while others simply assumed the microscope couldn’t be adapted for more advanced needs and dismissed the investment. The executive noted that the team member’s focus and commitment to problem-solving turned what was merely a satisfactory tool into “something really great,” which then opened the door to new product development opportunities the company would not have discovered otherwise.22
Similarly, a neurodivergent team member at a different technology consultancy continually expressed curiosity about ways generative AI could be used to produce new self-generating tools. His organization told him to follow his focus, and he developed a set of autonomous agents using gen AI that are now serving as a central component of that organization’s technology platform and marketplace offering.23
Impact
Embracing neuroinclusion not only helps diversify the cognitive approaches within a team but can also instill a deeper level of focus and tenacity, particularly persisting through challenges and setbacks. This fosters a culture of resilience and determination, so that organizations are better equipped to overcome obstacles, achieve ambitious goals, and maintain competitive edge.
Innovation driver 5: Expanding your customer perspective
Neurodiverse teams can also collaborate to bring a wider stakeholder perspective, providing a lens into the attitudes and needs of neurodiverse customers. This is not a niche audience: If roughly 17% of the workforce is neurodivergent, it could be assumed that a similar proportion of your customers are also neurodivergent.24
“When you’re looking at your customer base, your customer base is not all neurotypical,” says one executive we interviewed. “You’re bringing a better roundness to your view of your customer and what their needs might be, and you do get these out-of-the-box ideas that someone else might think is just totally bizarre.”25 Another noted, “Having multiple neurodiverse people in my organization has always just been part of making sure that we’re looking at a full spectrum of customers and a full spectrum of possibilities.”26
Consider IKEA founder Ingvar Kamprad, whose dyslexia compelled him to name his growing product line of furniture after memorable Swedish names, places, and islands, rather than long, tedious product codes. The naming system developed largely due to the fact that he thought in maps and images rather than numbers and words. This approach helped him remember each style and proved widely popular across the broader customer population, many of whom find it a more effective way to identify and remember which products they want. IKEA’s naming convention has become a critical part of the company’s brand identity and strategy.27
Impact
Neurodiverse perspectives and distinct cognitive experiences can help individuals empathize with different customer viewpoints, better anticipating a full spectrum of customer experiences. This can directly translate into broader and improved understanding of varied customer needs while fostering greater customer satisfaction and loyalty through innovative products and services.
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