Why self-identification matters in neurodiversity 

What’s behind the rise in ADHD diagnoses? Is it social media, increased awareness – or something else entirely? And how does self-identification fit into all of this? 

Our Lead Disability Training and Consultancy Specialist, Kath Wood, shares her expert insights on why more people are recognising themselves as neurodivergent, what that means in the workplace, and how organisations can respond with empathy and understanding. 

Written in response to a thought-provoking article from The Independent (which you can read here.), Kath’s reflections offer plenty of food for thought – especially if you’re looking to better support neurodivergent colleagues in your workplace. 

This article raises some interesting points about both self-identification and diagnosis of neurodivergence. 

Certainly, we have seen a rise in online content about neurodiversity and also an increase in people seeking a diagnosis. Does this mean the two are related? Potentially, but this does not necessarily mean that people are claiming to be neurodivergent just because they see it on social media and that the symptoms or traits they report are fake or overexaggerated. 

We can see an ever-growing number of social media posts discussing symptoms or effects on day-to-day life. A huge benefit of this is that it reduces the stigma of being neurodivergent, especially for younger people, and gives people the confidence to come forward with their own experiences. Discovering that there could be an explanation for the challenges they experience can be a huge relief. Seeing someone experience things in the same way you do can be immensely empowering. 

For me, this self-identification has many positives. People can begin to explore and understand their traits better and develop better management strategies, which will help them in day-to-day life, education and work. It also increases the chances of them seeking support from others and having adjustments made to help them flourish. When we consider the diagnosis, it is highly unlikely that anyone would spend the time and money on seeking a diagnosis if their symptoms or traits did not have a real and serious impact on their day-to-day life.

In the article, the author refers to other people labelling or suggesting that someone is neurodivergent. Certainly, telling someone that they are neurodivergent is inappropriate. However, there are times when a discussion about the challenges someone is experiencing is very much needed. This is a topic that frequently comes up in our neurodiversity workshops, with managers asking how to bring up the topic with a colleague in their team. We often recommend sensitive questioning to help someone reflect on the reason for their challenges – for example: 

“What do you think might be causing these issues?” 
“Tell me about other times when these issues have come up, what was discussed then?” 

This gives the colleague the opportunity to share their thoughts and discuss what support they might need. 

Regardless of whether a colleague has a formal neurodivergent diagnosis or not, it is the responsibility of managers and organisations to fully support their employees. The most important question that managers need to ask is: “What can I do to help you?” The focus should be less on the diagnosis itself and more on identifying the challenges, making necessary adjustments, and providing the support needed to help individuals thrive.