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Welcome back to Conversation starters for social work leaders. This week, in episode two, we will be exploring the question Why do we need change?
Last week we introduced the series by exploring how Radical Recruitment’s online event Radical Talks: Neurodiversity, My Employer & Me and their lived experience experts inspired the series. The series is aimed at, but not limited to, social work leaders. Although this series is written for leaders, the reflective questions and space will benefit the whole social work profession – from practising social workers to academic/educator social workers. The aim of the series is to inform, educate, and inspire positive change from the top down.
We neurodivergent social workers are spreading awareness through relational activism and through coordinated efforts such as the BASW special interest group. However, it is now social work leaders' turn to support us in leading change. As well as taking responsibility for making systemic and organisational changes. The series will try to achieve this by asking reflective questions.
However, the series is limited to my view as a white female dyslexic and dyspraxic social worker with a chronic/disabling health condition. Therefore, my answers or discussion points from reflective questions cannot provide reflections or lived experience examples on the important intersections which can impact a social worker’s access to work (for example, race and gender identity). Therefore, I encourage readers to take time to reflect on other intersections that could impact a neurosparkly social worker's experience of the workplace.
Why do leaders need to do things differently?
It is estimated that 1 in 7 (15%) people in the United Kingdom are neurodivergent (ADHD Aware), which means you will have neurodivergent social workers in your organisation. Therefore, you need to do things differently to ensure that neurodivergent social workers have equal access to the workplace, equal opportunities in the workplace and better experiences within workplaces. This means breaking down systems and structures which are made for standardised ways of working and which present huge barriers to neurodivergent social workers.
If you are not already thinking about different ways of working in social work, you are already preventing equal access at the recruitment stage, reducing the likelihood of recruiting innovative thinkers, limiting organisational progression and possibly negatively impacting the well-being of neurodivergent social workers.
Secondly, the estimation that 1 in 7 people in the United Kingdom is neurodivergent means that as social workers, we will work with adults and children who are neurodivergent. If we can change practices and processes so they are neurodivergent inclusive, it will more than likely positively impact the people we work with and enable them the opportunity for equal access to services. If we, neurodivergent social workers, struggle to navigate systems and structure, how do you think the neurodivergent people we work with feel?
Thirdly, doing things differently for neurodivergent social workers is also, most obviously, the most moral and ethical thing to do. And it encourages diversity of thought in social work. We all come with different perspectives but being neurodivergent can add a different perspective as well as a neurologically different way of thinking.
Fourthly, it’s important to note that being neurodivergent is a social difference/disability. Meaning that we can be disabled by societal norms, systemic barriers, derogatory attitudes, and social exclusion, not by our neurological differences. Although the social model of disability is largely associated with physical and sensory disabilities, adopting this lens has been invaluable in helping me understand barriers in the workplace.
Fifth, doing things differently will support neurodivergent social workers' psychological wellbeing and safety. If you are interested in learning more about this, I have explored this further in our six-part series psychological safety for neurodivergent social workers.
Finally, doing things differently means that we, neurodivergent social workers, won’t have to do much of the heavy lifting for organisations anymore. For example, managing sensory overwhelm, working longer hours to understand systems or complete work, forcing ourselves into social situations which we find overwhelming or having the responsibility to educate managers and people around us. Thus, doing things differently so we aren’t carrying the weight will reduce the likelihood of burnout, improves employee well-being, and increases retention.
How to encourage applications from a neurologically diverse group?
As you can see from the whistle stop touch, there are a number of reasons why leaders need to do things differently for neurodivergent social workers at recruitment, onboarding and whilst in their social work role. However, just because we know why we need to do things differently, it’s not always easy to know where to start making change.
If you take time to reflect on what you want to change and why, it can help centre your goals and aims, giving you more direction and enthusiasm to drive for change.
This reflective work can be further supported and strengthened by co-production. Invite neurodivergent social workers to join the reflective space once you have worked to understand the needs of the neurodivergent social workers you lead, create a psychologically safe environment, and take responsibility for your knowledge and understanding of neurodiversity.
But before you get to the stage of co-production, you must start your change journey. I hope that exploring why social work leaders need to make changes for neurodivergent social workers together has helped inform your core goals and will inform the start of your change journey.
To give you an extra nudge on your journey and to give you a starting point, I present reflective questions below on how to encourage neurodivergent social workers to apply to your organisation.
What is your knowledge about different neuro-types?
What misconceptions or biases might you be holding about neurodivergent people?
How do you think education and previous work experiences might impact a neurodivergent social worker's confidence and ability to disclose they are neurodivergent?
Do you require neurodivergent people to explicitly disclose and request reasonable adjustments?
How do you think this feels for them?
How could you make someone feels safe disclosing they are neurodivergent?
Have you considered trauma-informed and responsive practice?
Do you know what reasonable adjustments you can accommodate at recruitment, onboarding and employment?
Do you know how managers within your organisation have made reasonable adjustments?
Do you know why it worked well or not so well?
Do you consider sensory needs when organising an interview?
Lighting, heating, seating or sounds etc
What is your organisations' view on using sensory or fidget toys in interviews?
How do you think fidget or sensory toys might impact the interview?
How do you think fidget or sensory toys might impact the neurodivergent social worker?
These questions are not groundbreaking, what they seek to do is guide your reflective mind and light new paths of thinking.
If you have enjoyed episode two of a conversation starter for social work leaders - and it has sparked your reflective mind - join me next week where I discuss what neurodivergent social workers look for in employers.
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