Austin & Pisano’s Harvard Business Review looks at neurodiversity as a competitive advantage through the problem of a population with neurological conditions having extraordinary skills, but remaining largely untapped. Several companies have reformed HR practices to capitalize on the talents of neurodiverse people, and in this process became better able to leverage skills of all workers. Because neurodiverse people frequently need workplace accommodations, managers have begun thinking about leveraging talents of all employees through greater sensitivity to individual needs, realizing everyone is to some extent differently abled as a result of our inherent “machinery”. Still, neurodiverse unemployment rates run high and even when they are working, they are often settling for jobs many leave behind in high school. It comes down to finding and recruiting, and common notions of what makes a good employee, which has “redlined” neurodiverse talent with needed skills. The behaviors of many neurodiverse people counter common notions of what makes a good employee; common criteria which screens out neurodiversity and is not the only way to add value. In recent decades competitive edge from innovation has become crucial, which calls on those who see things differently, offsetting tendencies for companies to look in only one direction.
Writing and organizational cultures
Remember that it’s key to offer some definition of a source in your summary, so that we know what kind of text we’re working with (both in terms of its rhetorical situation and its project).