Simply put, the term ‘neurodiversity’ – originally coined by sociologist Judy Stringer in the 1990s – recognises that people’s brains function in diverse ways. Neurodivergent people tend to exhibit different strengths, and undergo different challenges, to neurotypical (or, to use a blanket term, ‘normal’) people, and understanding this is key to helping them to integrate into working environments.
This year, David Foote, planning systems lead for marine engineering and systems at Babcock International Group, and champion of the Babcock Neurodiversity Network, received RINA’s Eily Keary award in recognition of his contribution to promoting equality, diversity and inclusion in the maritime sector. David has also been diagnosed with dyslexia, autism and ADHD. The Naval Architect caught up with him to find out more:
The Naval Architect (TNA): Why are industries, including the maritime and offshore sectors, speaking out about neurodiversity now?
David: It’s only now that people feel more empowered to talk about it – especially after the COVID lockdowns. I think the lockdowns gave people a lot of time to reflect, and any major change like that especially affects people who are neurodiverse. Spending a lot of time sitting in the house has made people think: “I need to start seeking help or getting a full diagnosis.” Neurodiversity comes with mental health issues, and obviously there were a lot of those during the lockdowns. So, a lot of us are now coming out and speaking about it, asking for help and wanting to help others.
Since 2013, there has been much more testing, driven by the American Psychiatric Association [APA], and more kids are now getting tested for autism within the school system – both boys and girls. This is important as females tend to be able to mask it a lot better. Because autism is hereditary, a lot of parents see themselves in their children and can recognise the pattern.
It’s not just about autism or dyslexia: neurodiversity also covers ADHD, OCD, dyspraxia [a condition that impairs bodily coordination and motor skills] and dyscalculia [impaired ability to deal with numbers and maths] – there’s a range of different things. The thinking on it has come on leaps and bounds in America; in New York, for instance, teachers, public servants and officials now undergo a certain level of dyslexia training. The information’s become more easily available, so more people are getting diagnosed properly.
TNA: When you began your maritime career, was your own neurodiversity something you felt you had to cover up?
David: We all have the scars from the school system. I was diagnosed dyslexic at school and felt a lot of shame about it. I was fighting every single day in primary school – just fighting everybody, because I was in the bottom of every class. They thought I was stupid, but I then took an IQ test and they realised: “He’s got a really high IQ but he also has dyslexia”. And, from the very next day, I never had a single incident of trouble at school again. It’s just that I was so unchallenged and felt frustrated: if you don’t understand who you are, you’ll have a lot of frustration, especially as a child. My parents took me to rugby, so I found an output for my energy instead of just being really frustrated sitting in a classroom all day. I’ve been lucky to have a boss who is pro-neurodiverse, though.
I found out I had autism two years ago and that I had ADHD eight months ago. All of a sudden, I thought “Ah!” and it made sense. I’d sometimes have weird interactions with people, when I’d get really upset – I’m quite an emotional person and quite location-sensitive. For example, even something like horrible lightbulb light – if I’m in an office with certain lightbulbs, I really struggle.
Masking my condition was making me go off long-term sick – I’d be working at a high level for three years, then going off sick for six months…then working at a high level for another two or three years, then going off sick again, on repeat. I was basically having what they call ‘neurodiverse burnout’.
But then, when I fully embraced my neurodiversity, I became a lot happier and a lot more effective in the workplace.
TNA: So, does the maritime industry have a problem where neurodiverse people feel they need to cover up their conditions to get hired?
David: Yes, and that’s why it’s important to set up ‘neurodiversity networks’ within companies and institutions, to allow people to reach their full potential.
I’ve seen a lot of people who’ve been signed off sick for six months who then returned, saying “I’ve been diagnosed as dyslexic”, or “I’m autistic”, or “I’ve got ADHD and I’m really struggling with this office”. For companies and institutions, you have undiagnosed personnel going off sick or suffering from lifelong mental health issues. The minute they find out that they’ve got a neurodivergent condition, they can then get the measures put in place to mitigate that. They become happier individuals instead of being stressed out – and stress kills.
David Foote: “50% of managers were willing to admit their discomfort with hiring neurodiverse individuals…that’s why I’m doing what I’m doing”
TNA: How common are neurodiverse people in maritime and offshore?
David: There’s a big aspect for people who are drawn into this industry: it’s a very niche thing. Some people with autism love trains; for me, it was boats. My granddad took me on a boat when I was 10, and that was it for me. I love boats, ships and cranes – everything to do with the shipping industry. There are a lot of very niche skills in shipbuilding and in the defence sector – and neurodiverse people are naturally drawn to niche things.
There’s a much, much higher percentage of people who are neurodiverse within this industry. Most subject matter experts tend to be neurodiverse; autistic people tend to have that passion, and that’s why so many entrepreneurs also tend to be neurodiverse people. I take a lot of care in my work and a lot of pride in what I do. If you’re a naval architect, that’s a very niche skill that attracts the neurodiverse.
If the national [UK] average of people with neurodiverse conditions is 15%, it might be 25-30% at Babcock. Babcock is actively trying to hire neurodiverse individuals now: we realise that these individuals come with different ideas and ways of looking at things, and that benefits innovation.
That’s why it was good being recognised for the Eily Keary award. At the RINA annual dinner and awards ceremony, I spoke to about 150 people about neurodiversity. A lot of them had never talked about it, as they thought it might be a detriment to them in some way.
TNA: Do they have a point?
David: The Institute of Leadership & Management has released some disturbing stats: it found that 50% of managers were willing to admit their discomfort with hiring neurodiverse individuals.
There is a strong bias against people with ADHD and Tourette’s syndrome, with one in three employers reporting that they’d feel uncomfortable employing or managing an individual with either condition. The same can be said with one in four managers for autism and dyscalculia; one in five for dyspraxia; and one in 10 for dyslexia. So, there is a bias – and that’s what I’m doing what I’m doing.
(Catch part 2 next week, where David discusses the benefits of hiring neurodivergent individuals and offers advice for applicants and employers)
