As with many industries, there often appears to be a shortage of good talent. But the question is, is there really a shortage, or are we just not looking in the right places? Are we failing to create a working environment that maximises the pool of talent? Are we making it accessible to all who are interested in a career in engineering?
In an industry that can be reluctant to change, there has been some progress in recent years. For example, the increased popularity of apprenticeships, and the willingness of businesses to consider flexible working.
Industries have, however, been slower to adapt to accommodate neurodiversity.
My interest in neurodiversity started in 2021 when my elder son was diagnosed as autistic. The consultant that diagnosed him shared with me that she was also assessing and diagnosing an increasing number of adults, many of whom were either surgeons or engineers. This got me thinking about myself and others that I had worked with over the years. It seems that many of the traits that are commonly associated with neurodivergence – including pattern recognition, deep focus and creative problem solving – map closely with the traits needed to be a successful engineer.
For example: there’s the autistic engineer who spots a structural anomaly missed by others; the ADHD engineer who thrives in crisis mode and rapid ideation; and then there’s the dyslexic engineer who sees spatial relationships intuitively. I would argue that a successful team would benefit from all of these types of individuals.
We should be celebrating these minds that see the world differently, as difference is where innovation begins, and innovation is how complex problems are solved. It’s worth noting that both Albert Einstein and Sir Isaac Newton are suspected as having been neurodivergent. Without the work of those two individuals, our understanding of maths and science would be very different today.
The difficulty is that society often makes it challenging for neurodivergent individuals to thrive. We use mental shortcuts to make snap judgements about people, and this can often place too much emphasis on one’s ability to talk confidently in social or interview scenarios, answering questions on the spot with little time to prepare. We risk judging people on perceived levels of competency based on limited information. This is sufficient for many neurotypical people that have what’s described as a flat or consistent skill set. But what about those who have exceptionally high ability in some areas and significant difficulty in others, otherwise known as a spiky profile.
There are those that need time to process a question, but with sufficient time, can really think outside the box. Or those that struggle with verbal processing and instead rely on visual prompts to ensure they’ve understood the other person correctly. I personally rely very heavily on sketches to try to understand something someone else is describing. I’m usually the one that takes over the screen during a Teams call whilst I try to sketch what I think the other person is describing. I find this ensures we’re all on the same page, it leaves no room for ambiguity, and also results in a helpful sketch that can be shared via email after the meeting as evidence of the discussion. I, as I’m sure is the case for many other Engineers, would be totally lost without Bluebeam!
Awareness and understanding of the double empathy problem is also important. This theory explains the common cause of communication breakdowns between autistic and non-autistic individuals. Autistic people tend to take things literally, have a direct communication style and miss social cues. As a result, they can be seen as abrupt with a need to ask lots of questions for clarity. Whereas non-autistic people often use vague or indirect language, requiring others to read between the lines. Whilst this can avoid putting others on the spot and can allow shortcuts in communication, it can also result in misalignments in expectations. There are pros and cons to both styles.
However, this mismatch of communication types can sometimes lead to misunderstandings and frustration on both sides. But awareness of this theory can allow us to reap the benefits from both, managing expectations, reducing the number of misunderstandings and resulting in better teamwork, happier and more successful working relationships, and hopefully happier clients too. I believe we need to actively encourage people to ask questions if they are unclear, or speak up when they are uncomfortable, as doing so builds trust and understanding. We need to empower people to be themselves and not feel as though they have to expend energy masking in order to fit in with what they perceive to be social norms.
If someone is comfortable in their environment, and has good working relationships with those around them, this enables them to focus their energy on solving engineering problems, which essentially is what this industry is all about.
As fellow engineers, I’d like to challenge you to avoid making snap judgements about people, strive for clarity in communication, consider if others need time to process verbal communication and be open to requests for changes to the working environment to allow individuals to thrive. Don’t allow the areas of difficulty that you may see on the surface to blind you to the potential of exceptionally high ability. Support individuals where they need it and give them the confidence to really excel in their areas of strength.
I can think of numerous people that I have met over the course of my career that have used, what I believe to be, their neurodivergent strengths to forge successful careers, holding senior roles within the construction industry.
We need to celebrate all the extraordinary minds that make up the engineering profession, and work towards a future where all of us – neurodivergent and neurotypical – can work together to reach our full potential and create a better world for all.
Jo is a structural engineer with experience spanning tensile structures, major industrial projects and CDM Principal Designer roles. She began her career at Buro Happold, contributing to landmark schemes such as the London 2012 Olympic Stadium roof and the O2 Roof Walk, before moving to Derby to join Norder Design Associates and lead projects including Rolls‑Royce’s Test Bed 80. Alongside her technical work, she is a committed advocate for neurodiversity in the construction industry. Jo served as the IStructE East Midlands Regional Chair in 2024 and is honoured to continue in the role this year.