PhD Defence by Laurine Keller: "From promise to practice: Exploring the gap between inclusion ideals and the everyday work realities of neurodiverse individuals"

Laurine Keller will defend her PhD project "From promise to practice: Exploring the gap between inclusion ideals and the everyday work realities of neurodiverse individuals".

Summary

Approximately 15-20 percent of the global population is neurodiverse, encompassing conditions such as autism, ADHD, dyslexia, and others (Doyle, 2020). Despite their remarkable skills in areas like pattern recognition, out-of-the-box thinking, and attention to detail (Austin & Pisano, 2017; Axbey et al., 2023; Krzeminska et al., 2019; LeFevre-Levy et al., 2023; Singer, 2017), neurodiverse employees often face significant barriers in workplace environments (Chapman, 2020; Kapp et al., 2013; Krzeminska et al., 2019). This Ph.D. thesis explores how these barriers and the resulting internalized experiences shape the career trajectories of neurodiverse individuals.

While more workplaces are adopting diversity strategies, neurodiverse individuals still experience hostile working environments designed for neurotypical employees. Consequently, many choose not to disclose their condition due to the gamble between facing discrimination or acceptance. This thesis uncovers critical insights into the workplace experiences of neurodiverse individuals, revealing the profound impact of being overshadowed in conversations by neurotypicals, the lack of support from line managers, episodes of shame, and the uncertainty about the appropriate level of authenticity as boundaries to thriving for neurodiverse individuals. Thus, while organizations promise inclusivity and authenticity for neurodiverse employees to harness their potential, the reality often falls short. In practice, neurodiverse individuals struggle with adapting to neurotypical workplace norms, managing social dynamics, and receiving adequate support. To shed more light on the pitfalls of neurodiverse practice in organizations, this thesis highlights the following boundaries:

Overshadowed in Team Dynamics (Article A): Neurodivergent employees often face interruptions from neurotypical colleagues, which diminishes their ability to fully showcase their potential during team discussions. These power imbalances in interactions overshadow their contributions, leading to feelings of exclusion and frustration. Contrary to previous literature (Adamou et al., 2013; Koegel, 2000; Mavrides, 2016; Salmi et al., 2018) that suggests neurodivergent individuals are the source of communication breakdowns, this research highlights how neurotypical behaviors and power dynamics significantly hinder the participation and effectiveness of neurodiverse team members. As a result, neurodiverse individuals are unable to leverage their unique skills effectively within team settings, hampering their professional growth and preventing organizations from benefiting from their diverse perspectives and innovative thinking.

Whirl of Shame (Article B): Despite neurodivergent individuals’ significant presence in the work-force, they often face stigma, leading many to choose self-employment. Thus, The decision to disclose one's neurodivergent condition often becomes a delicate gamble, with repercussions on career progression and well-being. Episodes of shame can deter individuals from seeking accommodations and advocating for their needs. Consequently, many resort to masking their true selves, attempting to conform to neurotypical norms at the cost of their well-being. This masking, involving the suppression of natural behaviors and adopting neurotypical mannerisms, leads to increased anxiety, depression, and burnout.

Cliff of Authenticity (Article C): Many organizations today encourage their employees to bring their true selves to work, especially in leadership positions to promote follower well-being. How-ever, neurodiverse leaders could be facing a conflict between organizational expectations and the reality of neurodiverse authentic expression, which creates a cliff of authenticity for neuro-diverse leaders. Here some neurodiverse managers experience authenticity as a liability, for some resulting to be dismissed from their roles or exiting their organization due to burnout, and others experiencing their authenticity as an asset in their career. This underscores the impact of authenticity on the career outcomes of neurodiverse managers, with some experiencing involuntary exits into unemployment while others seek refuge in entrepreneurship to align with their authentic selves.

Over time, the boundaries in team dynamics, shame and authenticity force neurodiverse individuals into survival mode within the organization. This often leads neurodiverse individuals to choose different career trajectories. Some may stay in organizations but work under their potential due to lack of support and acceptance. Others may face unemployment as a result of being unable to conform to neurotypical norms. Additionally, many turn to entrepreneurship as a means to create a more accommodating environment for themselves, either to recharge men-tally or to drive social change through their ventures.

Therefore, understanding the boundaries in organizations and their impacts is crucial for developing strategies to enhance the career outcomes of neurodiverse employees. This Ph.D. thesis offers valuable insights into the link between hostile organizational dynamics and the lived experiences of neurodiverse individuals in the workplace. It highlights the need for revising current inclusive practices to better support the career development for all neurotypes.

Keywords: Neurodiversity, Innovation, Team Interaction, Entrepreneurial Intention, Shame, Authenticity, Inclusion

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