“Understanding Neurodivergence in Tech: Beyond the Stereotypes” – TechTuesday Recap

Another insightful TechTuesday has come and gone! If you couldn’t be there in person to hear Rachael Hurren speak on “Understanding Neurodivergence in Tech: Beyond the Stereotypes”, Canterbury Tech has your back. We’ve put together this blog post based on their awesome presentation, so you can get up to speed.

“Understanding Neurodivergence in Tech: Beyond the Stereotypes”

Twenty-five years ago, Silicon Valley experienced what appeared to be an autism epidemic. Diagnosis rates among children were twice the national average, causing widespread concern. The explanation, however, wasn’t in the water or vaccines—it was simply that brilliant IT engineers had moved to the area, bringing their neurodivergent children with them. As Rachael Hurren, Director of Learning and Development at Inde Technology, explained during a recent Canterbury Tech event, “Autism is simply twice as prevalent, not in Silicon Valley, but in the IT industry.”

This observation opens a fascinating window into the relationship between neurodivergence and technology careers—a relationship that affects workplace dynamics, team performance, and individual wellbeing throughout the tech sector.

What Is Neurodivergence?

Neurodiversity refers to the natural variation in human brains—we all process information differently. Think of the famous “what colour is the dress?” debate that divided the internet. Some saw blue and black, others white and gold. This wasn’t about right or wrong answers but demonstrated how differently our brains can interpret identical information.

Neurodivergence, on the other hand, describes individuals whose brains are wired fundamentally differently from the majority. As Hurren aptly put it: “Being neurotypical is not inherently better than being neurodivergent unless you live in a world that is created by and for neurotypical people.”

She used a brilliant analogy: “Is it better to be left-handed or right-handed?” The answer isn’t about inherent superiority but context. In a world designed for right-handed people, being right-handed is easier—just as being neurotypical is easier in a world designed for neurotypical minds.

With approximately one in five people being neurodivergent—likely an underestimation in the tech industry—understanding these differences isn’t just nice to have; it’s essential.

Executive Functioning: The Brain’s CEO

One of the most important concepts for understanding neurodivergence is executive functioning—what Hurren describes as “the CEO or secretary of your brain.” These are the cognitive skills that bridge the gap between wanting to do something and actually doing it.

Executive functioning includes:

• Working memory: Holding information while doing something else
• Response inhibition: Thinking before acting
• Emotional control: Managing feelings to complete tasks
• Sustained attention: Staying focused despite distractions
• Task initiation: Starting projects without procrastination
• Planning and prioritisation: Creating roadmaps to reach goals
• Organisation: Maintaining systems for important things
• Time management: Estimating and allocating time effectively
• Flexibility: Revising plans when faced with obstacles
• Goal-directed persistence: Working toward goals without being sidetracked
• Metacognition: Thinking about your thinking and applying feedback

ADHD, which is particularly common in tech, essentially involves difficulties with executive functioning. However, these challenges come with significant strengths. “People with ADHD are great in a crisis,” Hurren noted. These team members often excel at creative problem-solving and adapting to changing circumstances—valuable assets in the fast-paced tech environment.

Sensory Processing: When Everything Is Turned Up to 11

Another key aspect of neurodivergence involves sensory processing differences. While most people automatically filter out irrelevant sensory information—like the hum of air conditioning or the feel of clothing—many neurodivergent individuals process all sensory input consciously.

“For a lot of neurodivergent individuals, their brain doesn’t tune out any of that information,” Hurren explained. Imagine trying to focus while constantly aware of every sound, light, texture, and movement around you. This sensory overload can be exhausting.

Hurren offered a relatable example: Think about coming home after a stressful day to cooking smells, fan noise, arguing children, and a blaring television. When your partner asks a simple question, you might snap—not because they’ve done anything wrong, but because you’re overwhelmed. For many neurodivergent people, this is their constant experience in typical work environments.

Understanding these differences explains why seemingly small accommodations—like quiet spaces, flexible working arrangements, or permission to use fidget tools—can dramatically improve a neurodivergent colleague’s ability to contribute their best work.

The Hidden Costs of Masking

Many neurodivergent individuals engage in “masking”—suppressing their natural behaviours to appear more neurotypical. This might mean forcing eye contact, hiding stimming behaviours (self-regulatory movements), or pushing through sensory discomfort.

While masking helps people “fit in,” it comes at a tremendous cost. Imagine spending your entire workday pretending to be someone else—the mental and emotional toll is enormous. This explains why many neurodivergent people experience burnout despite their considerable talents.

Interestingly, Hurren noted that women tend to mask more than men, which partly explains why conditions like autism and ADHD are diagnosed less frequently in females despite occurring at similar rates.

Giftedness: A Misunderstood Form of Neurodivergence

Giftedness is perhaps the most misunderstood form of neurodivergence, especially prevalent in the tech industry. It’s not simply about being “smart” or excelling in school. In fact, many gifted individuals struggle in traditional educational settings.

Hurren defines giftedness as “asynchronous development in which advanced cognitive abilities and heightened intensity combine to create inner experiences and awareness that are qualitatively different from the norm.” This definition encompasses both the strengths and challenges of giftedness.

Gifted individuals often have:

1. Advanced cognitive abilities: They excel at systems thinking, seeing connections, and predicting outcomes. Their brains process information differently, allowing them to grasp complex concepts quickly.
2. Heightened intensities: Also known as “overexcitabilities,” these manifest in various ways:
   • Sensory: Stronger reactions to sensory input (sounds, textures, etc.)
   • Psychomotor: High energy levels, need for physical activity
   • Imaginational: Vivid imagination, tendency for daydreaming
   • Intellectual: Strong drive to understand, analyze, and question
   • Emotional: Deep, complex emotions and empathy
3. Asynchronous development: Their cognitive, emotional, and social development may be out of sync. For example, a gifted child might have the math skills of a teenager but the emotional regulation of a much younger child.

This combination creates unique challenges. Gifted individuals may feel out of place, struggle with perfectionism, or become easily overwhelmed by their intense experiences of the world. In the workplace, they might be seen as “too much”—too intense, too questioning, or too easily bored with routine tasks.

However, these same traits make gifted individuals invaluable in tech roles. Their ability to see connections, think creatively, and dive deep into complex problems can drive innovation and problem-solving. Understanding giftedness as a form of neurodivergence can help both gifted individuals and their colleagues leverage these strengths while supporting the associated challenges.

Creating Supportive Tech Environments

The tech industry has a unique opportunity. With higher rates of neurodivergence among tech professionals, we can lead the way in creating environments where different thinking styles are not just accommodated but valued.

Hurren offered two powerful conclusions:

First, “Be kind to yourself… things that are brilliant about you are the other side of the coin to the challenges that you have.” The same brain wiring that creates challenges in some areas often enables exceptional abilities in others.

Second, “Be kind to other people… Don’t judge other people and never assume that you know why somebody is acting the way they’re doing.” You can see behaviours, but you cannot see motives or intentions.

The most effective approach? “Have empathetic, transparent conversations and a psychologically safe environment,” Hurren advised. “Learn their strengths, learn their challenges, and then just set them free to do their job in the way that works best for them.”

By understanding neurodivergence and creating supportive environments, tech companies can unlock the full potential of their diverse teams. After all, different thinking is precisely what drives innovation—and that’s what technology is all about.

What steps is your organisation taking to support neurodivergent team members? Have you recognised these patterns in yourself or your colleagues? I’d love to hear your experiences in the comments.

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