Maxine Wiseman’s Post

“Structure the playing field so that everyone can play to their strengths. Neuro-inclusive practice enables you to make the most of ALL the brains in your organisation.” When you build teams and cultures with inclusion in mind, it benefits everyone.

The outdated model of remedial education assumed that neurodiversity was a problem that needed to be corrected. In same cases, it assumed that the child themselves was the problem and needed to be 'managed'. This thinking can only thrive in a system that is unable to be flexible. Our work is driven by flexibility and the willingness, capability and capacity to provide an education that is specific to the child. In order to do this, we have a main class teacher who directs all academic work, is trained in how to manage a classrooms with multiple needs and can give highly personal mediation, teaching, support and coaching across the full band of skills a child requires, specifically those skills outside of the curriculum. The classroom of children seldom exceeds 12 children, but it more often than not under 10. The mix of children is managed so that every child gets exactly what they need, when they need it. Every classroom had a support teacher who gives the teacher the resources she needs. Decisions around additional support are made almost daily, adding to the responsive and flexible approach we adopt. We live an IEP programme that is responsive to the child on a daily basis and makes room for their growth as we go. We see ourselves as an intervention rather than a school. Our aim is to return children to a more typical academic environment when the time is right. In some cases, this could be a highly typical, large school environment. At other times, children move on to another small school, but one that only offers assisted learning as remedial or special needs instruction is no longer necessary. Some children make their way to vocational schools because that is where their strengths have been shown and they have developed a high enough academic skill level. Neurodiversity isn't a disease to be fixed. Instead, it is a way of thinking we can assist a child to embrace and grow with. In the end, we are driving towards children having a strong sense of who they are, a high level of self-acceptance and self-worth and the ability and skills necessary for them to move into life rather than shrink from it.

Hey Marieanne, thank you for sharing your experience and this fantastic article. Neurodiversity is something I've grown to recognize and appreciate much more over the last few years. Working closely with foundation doctors has highlighted the immense diversity that exists in humans and the importance of valuing each individual's unique contributions within our interdependent and interconnected network. My daughter being diagnosed with a neurodiverse condition was quite an eye-opener for me. It made me realize and understand why I didn't always see and manage things like everyone else. Today, I value the fact that I am neurodiverse, as it has given me insights not just into concepts, but also into the importance of interdependence, human connection, and building meaningful relationships. Recognizing neurodiversity in myself has also helped me connect more deeply with others who are similarly diverse. It's essential to understand that we can't expect every individual to conform to a rigid system. Instead, we must adjust and recreate processes to be more inclusive. This ensures that these incredible minds have the opportunity to explore, cultivate, and expand. Professor Kirby's work has been particularly insightful in this regard, helping me learn more about myself and those around me. Let's continue to value the unique perspectives of each individual and create environments where everyone can thrive. #Neurodiversity #Inclusion #Compassion #HumanConnection #MentalHealth #DiversityAndInclusion #UnderstandingNeurodiversity #Empathy #SupportForAll #BuildingConnections #InclusiveWorkplace #NeurodiverseCommunity #EmbracingDifferences #UniquePerspectives #ChildhoodNeurodiversity #InclusiveEducation #WorkplaceDiversity #MentalWellbeing #SupportiveEnvironments #DiverseMindsets #TheCompassionateMind

This is interesting. What got me was “we are all neurodiverse”. I believe that too because what’s “typical” is becoming less common (by observation not by study) and also seems to have several man-made elements in any case. What I find interesting though is how the spectrum of neurodiversity is sometimes measured in terms of how much “support” an individual needs, and that is one of the things that has a major impact on society as far as neurodiversity goes. How do we design the world or our spaces around every level of support needed/ stimulus needed while considering the safety of all parties involved? And secondly, in designing our spaces, let’s consider that the neurotypical children/ people benefit much more from a space designed for neurodiversity than vice versa… #neurodiversity #ADHD #Autism #earlychildhood #spacedesign

This article by Ed Thompson on “Why Neurodiversity is Misunderstood in the Workplace” (Psychology Today, June 13, 2024—link in the comments) is one of the best I’ve seen to simply and clearly explain what neurodiversity is and why understanding and embracing it is critical to every organization’s and team’s success. Key points, most quoted directly: ·     “No two brains are alike, and we are all wired differently.” ·     By definition, every organization and team is neurodiverse—because no two people’s brains are alike. ·     “How and where we like to work is also shaped by our brain wiring, as this influences our sensory experience of the world and our energy management patterns.” ·     “[A] flexible work schedule is the number-one desired ‘accommodation’ among neurodivergent professionals, though of course this ideally should simply be the norm.” ·     “The myth of the ‘ideal leader’ … suggests leaders must have certain personality traits to be successful—when in reality, any brain profile can make for a successful leader (given supportive circumstances).” ·     “[M]ore than half (52%) of neurodivergent professionals have either quit a job or have considered quitting because they didn't feel supported.” ·     “[A]ction to challenge or evolve these norms to help ensure everybody can thrive is often appreciated by all.” Is your organization inclusive? How have they (or you!) cultivated an inclusive culture? What could be done to make it even more welcoming for all neuroidentities? #highlyperceptive #highsensoryperception #hsp #healthyboundaries #preventingburnout #leadingwithempathy #neurodiversityatwork

Decades of research shows that an organisational culture which is psychologically safe increases innovation, performance, productivity, engagement and retention, whilst reducing sickness and presenteeism costs. More recent research shows how important psychological safety is in ensuring diversity and inclusion. How can people feel like they belong if they don't feel psychologically safe? This article is worth a read - Claire Ebrey, Ngozi Weller, Obehi Alofoje - Psychologist, Steph Durbin - ICF PCC, Jennifer Dootson (Msc, PCC), Leanne Gainford, Elizabeth Cameron. Think Performance. Think Impact. Think Organisation. #psychologicalsafety #thinkorganisation #thinkallaboutpeople

What we tolerate invariably comes to dominate our personal and professional landscapes. This profound statement reflects on the subtle yet impactful power of tolerance. Tolerating a behavior, a situation, or a mindset doesn't just passively allow its existence; it often sets the stage for it to become a defining aspect of our lives. In our personal lives, the habits, attitudes, or relationships we choose to tolerate, whether out of comfort, fear, or apathy, gradually carve out our reality. For instance, tolerating negativity or toxic relationships can lead to a life overshadowed by these elements, affecting our mental health and well-being. On a positive note, tolerating patience, kindness, and resilience fosters an environment where these virtues flourish, enhancing our quality of life. In the professional sphere, what we tolerate can dictate the culture and success of an organization. Tolerating mediocrity may lead to a culture of underperformance, while tolerating innovation and risk-taking can cultivate a dynamic and forward-thinking workplace. Leadership plays a crucial role here, as the standards they tolerate set a precedent for the rest of the team. Understanding the power of tolerance compels us to introspect and reassess what we are allowing in our lives. It's not just about enduring certain aspects, but actively choosing what deserves our tolerance. This realization is empowering – it places us in the driver's seat of our lives, reminding us that our tolerances, in essence, shape our experiences and our world. Therefore, it's crucial to be mindful and intentional about what we choose to tolerate.

I don't actually post here very often (ever!), and had to spend a few mins even looking for the post form/button. However, I was just surprised to read some remarks on coaching issues, and maybe a link to neurodiversity in the workplace, and it made me quite cross. So, I just want to say a few words, because this is such an under-represented part of our society, society at large seems to have fixed beliefs on what neurodiversity means (I include myself!), and we also seem to expect that neurodiverse people should "just get" a given situation and adapt to that because "it's normal, right?". Neurodiversity brings its own strengths and challenges, and they are unique to the individual. It's like how someone may exude confidence floating around a busy room, chatting, while another may shy away or just stand in their own space. Put them both though in a small, quiet group and watch the roles reverse as the chatty person starts to feel awkward in the silence. One person's strength may be another's challenge. For a coach/ manager to be worth his/her salt, they need to have the flexibility to adapt to streamline the team around its strengths and challenges, while accounting for each individual (neurodiverse or not). A common belief regarding neurodiversity is that the person has a fixed, rigid mindset, or cannot socialise or empathise. Some of this may be true to various extents for some individuals, but it's not a one-size-fits-all. The real irony here is that this generally held belief is wrong, and can only be corrected if us predominant neurotypes challenge our beliefs and move out of _our_ fixed, rigid mindset that this is what neurodiversity is. We, us predominant neurotypes, need to start to ask the questions and make the changes to allow our neurodiverse workforces to flourish. Some figures: 20% of the UK population is thought to be neurodiverse - and 50% of them are thought to not know they're neurodiverse. That's a huge cross-section of the workforce not to consider. Especially when, really, the adaptations we have to make are likely fairly small, if we just listen to what people need. If Bob has a back issue, most companies would offer him a specialised chair (thankfully!). Why can't we make the same allowances for our neurodiverse folks, and allow them the space to flourish. No-one expects us/ you to be an expert - it's not something you can likely stretch your mind to unless you have cause to understand it - but I bet there are experts already in your company you can consult with. BTW: For brevity and to help set you on a course of understanding, a very good analogy coming out of the community seems to be computer operating systems. Most people(ish) are Windows-based, but then some are Mac-based. They all do the same thing, just in different ways. Thanks a lot...

‘Intelligent Failure’ I had the joy of hearing Professor Amy Edmondson (of Harvard Business School and doyenne of ‘failure’ research) speak at the RSA last week, elaborating on her typology of failure (basic, complex, and intelligent) and a set of guiding principles for organisational systems in attending well to it. Amy was introduced by Tim Harford who published ‘Adapt’ at the same time as I had my own ‘failure’ awakening through the RSA’s ‘Glory of Failure’ project. Tim was humble in calling out the limitations of the ‘failure-woo!’ entrepreneurial zeitgeist that still has a palpable legacy in the 10 years since; Amy’s first message was for all of us to remember that context is key. Yes experimentation, innovation, learning; but we have a responsibility to limit the ‘damage’ of unnecessary failure by paying attention, learning from prior knowledge and making the scale of deliberately uncertain activities as small as humanly possible. Amy told a beautiful set of stories from her research. All thought-provoking and something to take on in each. Yet it was her final insight that was most profound to my mind. “Everything is a hypothesis and an experiment. Even in the most seemingly predictable, repetitive environments, we need to think in this way so that it doesn’t catch us unawares.” Amy described it as a radical position, yet it absolutely comes with all her depth of understanding. To my mind, it’s a call for all of us to be engaged and pay attention; and yes this has radical implications in both ‘the attention economy’ and in how we design work. All jobs do in fact require our engagement and critical thinking; the time to notice and pay attention; the structures that allow for a generative response. That then raises questions of how we value seemingly rote and repetitive roles with the need to pay people more to be more engaged; and how we structure work in all roles to be able to notice what’s occurring. The case research and the principles that Amy drew out of her talk are significant contributions to how we might lead into healthy workplaces.  Ways of framing how we talk about what is unknown, what is it to be human, how to work together in turbulent times. It is also part of a bigger body of knowledge and practice in the transition to workplace cultures that are more fit for our changing contexts.  That enable us to collectively understand, make sense of, and find purposeful pathways for change. With thanks to early pioneers of (not just 'woo!') failure Roxanne Persaud LFRSA, FHEA David Hillson Susan Greenberg Dr Marilyn Fryer Jonathan Jewell Robert Morrall Steve Charters Kirsty Patterson Mitchell Sava Iain Scott Chris Knell Chris Leach And apologies to Amy Edmondson for any basic failures in the quote. Ian Burbidge Tim Pope Servane Mouazan ICF PCC Lucy Williams Andrew Piper Lizzie Benton Helen Fitzhugh Belinda Bell Karen Leigh Anderson #futureofwork #futureofwellbeing #intelligentfailure

You don't have to keep putting on a brave face every day so people continue to believe you are as confident as they think you are. You don't have to overwork to prove that you are worthy for the job. You don't have to feel guilty every time a loved one sings your professional praises to others because really you feel like a fraud. Research shows that at some point in their careers, more than 80% of the population don't feel good enough. With increased pressure, expectations and social economics, this number is rising. Identity level work requires a different approach. It requires bringing logic and science together with emotion and play. It requires opening up beyond your conscious thoughts to reconnect with yourself and stand in full acceptance. The truth is when you adopt a more empowering story for yourself, you can fully lean in to your potential and live a life and career full of mental clarity and acceptance. But this work is about identity, about how you see yourself. It takes more than giving yourself a good talking to, to change your inner chatter. We are two friends; myself and Mathilde 🐘 Vigier Rathor (Matty). With extensive experience in coaching, leadership, therapy and creative arts, we are collaborating to bring you an innovative and unique workshop. Our new workshop, The C Word, focuses on building Confidence through Connection to self and Clarity. We know from experience with our own clients that we operate largely in our heads, so to help you get out of your own head we have come together to get your right and left brains working together. Over two hours, we invite you to this innovative workshop for energy, fun, play and deep mindset work. We're not women who sit around so don't expect to be sat down and talked at for two hours. This workshop is packed full of activities, openness and no doubt a bit of tough love here and there. If you want 2024 to be the year you can finally set yourself free from your mental baggage so you can excel at life and work then you need to get involved. We have two dates and venues; Tuesday 16 January, 3pm-5pm at AllBright Mayfair, London Wednesday 17 January 9am-11am at The New Dairy, Hurley, Berkshire We will be keeping numbers low as your experience at this 2 hour workshop is super important to us. Our booking page will be coming out this week, but if feels like a bit of you and you're keen to bag one of the limited places then please DM me! #selfdoubt #confidence #impostersyndrome #creativearts #mindset