Neurodivergence, Psychological Safety, and Fitness for Duty

There are many reasons why embracing and supporting neurodivergence in construction is critical. In a 2023 survey of 1,000 UK construction workers commissioned by the National Federation of Builders, 25% identified as neurodivergent. Others may not yet recognize that they are.

Recently, I’ve spoken a lot about how Canada is building and how we need the best possible human architecture to achieve our goals and, quite frankly, maintain our sovereignty. But there is another side to this that is just as important, and a bit less Go, Neurodivergence! Go!

To pretend that neurodivergence doesn’t have a unique effect on safety-sensitive positions in the construction industry is a mistake. I much prefer to see neurodivergence as a positive (in many cases, certainly not all), but I would not be a credible or trustworthy expert without acknowledging the real challenges that can present obstacles for both employers and neurodivergent employees. But I promise I say it with good intention: we must acknowledge before we can adapt.

So, get to it Alex, wtf are you talking about?

Attention. The ability to maintain deep focus on what you're working on.

Now, in many circumstances, a diversion of attention can be a wonderful thing. It can allow people to dream, create world-changing things, and come up with wild ideas. It's what drives innovation.

But maintaining attention in safety-sensitive positions is something we need to pay attention to and create best practices for… which we can totally do. NOTE: Being neurodivergent does not, by itself, tell us whether someone can perform a task safely. What matters is the person, the task, the conditions, and the support available.

We can’t change the realities of construction, but we can absolutely come together as employees and employers to find ways to help individuals maintain their focus. I call it executive support, and it is a major part of my S.T.R.I.P.E.S. framework (more to come on that).

The key is to create strategies that help an individual recognize when they may be losing focus, help them communicate it to their managers, and redirect their attention back to the safety-sensitive task. These strategies are also incredibly important for managers and leadership teams to be aware of and engaged in.

And think about it… this is not just a neurodivergence thing. It’s a fitness for duty thing. It’s not just drugs and liquor that can impair people on the job.

For example: an electrician has just broken up with their long-term partner and is distracted while working on a high-voltage junction box. Instant potential for a fatal incident.

Or a crane operator is grieving a family member, and a momentary lapse puts themselves and their team on the ground in danger.

Heavy-equipment operators.

Powerline technicians.

Industrial millwrights.

So many trades are safety sensitive. In fact, most are in some capacity.

That’s why it’s not just neuro-inclusion, but psychological safety, that can make or break whether someone goes home at the end of the day.

Really, it’s a simple concept: build a culture where managers care enough about their workers to check in with them before they operate heavy machinery or work on dangerous material. One where workers feel safe to say that THEY are not safe.

Checking in is only part of it. Workers need to know that saying “I'm not fit for duty right now” will lead to support and a safe next step. Not a write-up. Because what happens after someone speaks up is what makes the difference between psychologically safe and psychologically unsafe.

Psychological safety is occupational safety.

Alex Knight President & Neurodiversity Strategist Iron & Ember Written without AI