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In the last episode, we explored why psychological safety is important in social work in general, in this episode we will explore why psychological safety in the workplace is important for neurodivergent social workers.
A review of what we learned-
It is important to foster a psychologically safe environment at work because it enables us to bring our whole selves to work, to feel listened to, seen and supported.
If we do not feel psychologically safe at work, it can have a negative impact on our well-being and on our practice.
Feeling psychologically unsafe can inhibit our ability to challenge injustice, poor practice, decision making or oppressive/discriminatory language. Therefore, psychological safety enables us to keep our client’s voice and wishes are at the centre of support planning and decision making.
Psychological safety enables us to feel connected and included, which has a positive impact on our emotional wellbeing, provides peer support and can offset some of the factors which lead to burn-out.
Psychological safety enables us to use the part of our brain which enables us to work creatively and collaboratively – key social work skills.
Psychological safety enables us to support the learning of others and ourselves. Therefore, it helps us continually strive for excellence.
Why is psychological safety important for neurodivergent social workers?
It is important, as social workers, that we bring our whole selves to work. It's important that we feel listened to, seen, and supported in both a professional and personal capacity - especially neurodivergent social workers.
We will feel comfortable being our neurosparkly selves:
For a long time, probable since school, neurodivergent people have been told to do things differnetly, we might have been told that our special interests which we spent all weekend researching is weird, our idea of fun is not 'normal', or that we are not 'normal'. These are painful and harmful messages, which tell us we don't belong, and that don't stop at school.
These messages can make us change our behaviour in the workplace today. Especaily if theses messages have been repeated at work. For example, instead of sharing knowledge and learning we aquired from a deep internet dive over the weekend, we might try to suppress our interests around neurotypical social workers or stop sharing knowledge. Through self-protection, we might not share our special interests with the chilren, families or adults we work with who also hold similar interestes - acting as a barrier to relationship development.
Fibally, as a neurodivergnt social worker, I often get lost in books and guidance, which i will often share with my newly qualified and experienced social work colleages. One to help with their portfolio and practice development, and the other to encourage constantly striving for excellent. However, if i don't feel psychologically safe at work, i am less likely to share knowledge or promote best practice as i do not know what the response will be.
Therefore, as you can see, a psychologically safe work environment can have enormous benefits to Neurodivergent social worker's self-esteem, self-worth and identity.
Systems and structures were not designed for us:
We (neurodivergent social workers) are navigating systems, structures and social norms that were designed on neurotypical ideas and ways of being.
Therefore these systems and structures are not designed to accommodate or support our neurosparkly way of being/thinking. This could mean that process want us to think and explain something linarly, when my brain (as a dyslexic social worker) can struggle with this.
As a neurodivergent social worker who struggles with some of the neurotypical ways of working, it is my responsibility to then approach my line manager and voice what I am struggling with, this is my professional responsibility as a social worker. However, as a dyslexic and dyspraxic social worker, I need to overcome a number of barriers to achieve this, whilst also hoping my worries will be meting with compassion and understanding. As opposed to previous instances where I have been told to 'work smarter, not harder' ot to 'get on with it, you'll figure it out'.
And on the other hand, we might be thriving in our neurodivergent thinking, bit it doesn't look like the 'norm' the neurotypical structures created. Fpr example, I have worked with a young person who created their own visual and artsy support plan, which they took ownership of and led. However, when I took this to a core group meeting, i was met with unhappy faces and interrogated on my way of working.
Subsequently, when we, neurodivergent social workers, do think and behave outside of the expected norm, we can be met with confusion, made to feel shame, or feel out of place. This can lead us to change the way we think and behave so it is more 'neurotypical'.
We often feel the need to mask in neurotypical contexts:
For some neurodivergent people/employees, masking is a survival tool for engaging in neurotypical societies and organisations. Masking (also called camouflaging) is the artificial performance of social behaviours deemed more “socially acceptable” in a neurotypical culture.
Subsequently, we - neurodivergent social workers - may be on edge in the workplace, worrying about saying or doing the wrong thing and being fearful of feeling embarrassed or shame. It means we will hide our different ways of thinking and being so that we conform to neurotypical expectations and standardised ways of working.
For me, the feelings of worry and shame were triggered by an experience I had in secondary education when a teacher I disclosed my dyspraxia and dyslexia diagnosis to asked me in front of my whole class:
‘If you can’t think or do, what’s the point in you?’
From this moment, I began to mask and hide.
However, as a result of masking, we can find it difficult to unleash our authentic selves or our optimal productive capacity.
Moreover, factors that neurotypical people take for granted can be difficult or problematic for their neurodivergent social work colleagues. Which can create physical challenges and/or emotional stress that interferes with our performance. Sometimes to the point of not being able to work at all.
Therefore, a psychologically safe work environment can prevent us from needing to mask, and enable us to arrive at work and on visits as our full authentic neurosparkly selves. And lean into our neurodivergent ways.
It will help you retain a neurodiverse team:
Psychological safety additionally enables us to access work and stay in roles for longer. As employers, you will keep neurodivergent social workers in your workplace – failing to be an active ally could push us out.
This not only has benefits for us as neurodivergent employees, but benefits for the adults, children and families we work with – they are less likely to have their social worker leave, and another introduced into their life.
Psychological safety means the absence of bullying:
Other factors to consider are that a psychologically safe work environment – where inclusion, acceptance and belonging are paramount - will mean the eradication of workplace bullying.
In my own practice experience, I have observed managers moan about reasonable adjustments due to the impact on their neurotypical selves. Often rolled their eyes when the neurodivergent colleague raised the need for reasonable adjustments. They would actively disengage and walk away when we discussed our neurodivergence – the micro aggressions were enough to make us feel psychologically unsafe.
Susan Fizell invites us to ‘consider this: if the general population experiences bullying in the workplace, what do neurodivergent workers experience?’
Psychological safety means curiosity and inclusion:
Finally, a psychologically safe workplace, which fosters inclusion and curiosity, is important as it can eradicate stigmatising myths and misconceptions. As we, neurodivergent adults, start new chapters in our lives (moving from social work studies into practice, or moving from one role into a new one) we are often met with colleges internalised stigmatising myths or encounter barriers which fuel stigmatising ideas about neurodivergent colleagues. If our colleagues or managers are not curious, they won't ask questions which will dispel the myths and misconceptions they hold and they risk carrying them into the future.
This is why employers must take full accountability and responsibility for creating a harmonious, safe, and ultimately more productive workplace environment by fostering a culture that supports neurodiversity.
Thank you for stopping by for episode four. Come again next time, where we will explore the question how you know if you have a psychologically safe work environment?
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