PERSPECTIVES FROM THE CAMPUS

One of the strengths of Indiana is that we bring together a variety of perspectives from the plethora of areas that touch the field of cyber, especially through the colleges, universities, and other institutions of higher education throughout our state. Hence the name, “Perspectives from the Campus”, we invite experts – immersed in the pursuit of educating their students – to offer their knowledge for finding solutions in cybersecurity that benefit all Hoosiers.

In the latest installment of this series, David Dungan, who serves as the executive director at the Center for Security Services and Cyber Defense at Anderson University, discusses some of the misconceptions about people who are neurodiverse and what we can do differently with regard to the career opportunities that exist for them to find success and contribute their skills in today’s cybersecurity workforce.  

By David Dungan

For all that’s been reported in news articles and other mediums that have put an otherwise positive spotlight on the topic, the opportunity of hiring people who are neurodiverse in the cybersecurity workforce has been impacted by several misconceptions. These misconceptions have made it difficult for these individuals who are neurodiverse to find their place in the field.

Neurodiversity is a term that describes individuals whose brains work differently; this term is usually used to describe people who’ve been diagnosed with certain medical conditions such as, but not limited to:

• ADHD (Attention Deficit Hyperactivity Disorder)
• Autism
• Down Syndrome
• Dyslexia
• Sensory Processing Disorders
• Social Anxiety

The first of these misconceptions is that neurotypical people are “better” to hire than individuals who are neurodiverse. Many articles cite the current shortage of cybersecurity workers as a reason to hire more neurodiverse individuals. While it’s true there is currently a shortage of people in the cybersecurity workforce and that people who are neurodiverse are underrepresented in the field, some articles seem to imply that if there was not a current workforce shortage, there wouldn’t be any need to hire people who are neurodiverse. The reality is that people who are neurodiverse are just as effective workers as those who aren't. The disproportionality is due, instead, to factors involved with the hiring process such as interviews, as well as discrimination faced in the field.

A better solution for overcoming these barriers is for employers to fundamentally change the way people are recruited through hiring practices that are more inclusive and providing tailored training programs, and utilizing adaptive management styles.

The next big misconception is the idea that people who are neurodiverse are so different from people who are neurotypical, that the most productive way to use them as employees is to have teams built up entirely of neurodiverse people. People who are neurodiverse often see the world and systems differently from people who are neurotypical, but this does not mean that they cannot work together with people who are neurotypical.

In fact, it has often been shown that environments that include both neurotypical and neurodiverse people can be more productive and effective. Having a diverse set of people also helps to ensure that all sides of a situation are considered, and essential perspectives are included to create even better outcomes. This can be an even greater benefit in the cybersecurity field, where problems often require an added measure of creativity to come up with solutions. Having only neurotypical people or only neurodiverse people on a team does not allow the kind of interchange of ideas that can happen in more diverse environments.

As for the last big misconception, people may think being neurodiverse is a kind of “superpower”. In reality, this stereotype can be harmful because it ultimately sets up people with neurodiversity for failure. The more people believe this misconception, the higher expectations are for people who are neurodiverse. People who are neurodiverse often find themselves in situations where they are given lots of responsibilities because they are seen as super competent and, as a result, they’re not provided the support they need in order to meet those expectations. When these expectations are not met or misunderstood, they are judged for not being good enough.

All three of these misconceptions can make it hard for people who are neurodiverse to find a place in the cybersecurity industry and contribute in a meaningful way to the lack of representation in the field.

As a recent article, posted on a website page by Indeed.com for employers, there are 10 steps employers can follow to support their neurodiverse employees, with the understanding that they also expect to be treated the same as their colleagues who are neurotypical. A story in the Wall Street Journal also offered five ways that neurodiverse employees can help drive innovation and performance, based on new research from Deloitte.

And isn’t that what we’re talking about? Creating a work environment, in which everyone deserves to have their needs, as well as the knowledge and experience they possess to be met with respect, one in which everyone is valued and supported and enables all employees to do their best work.