How will "100 Types of Brains" transform Japan's workplace?

Volunteer employees from Dentsu Inc. and DENTSU SOKEN INC., among other Dentsu Group companies, launched the Neurodiversity Project [noiro] in 2021. In this series, members will explore the concept of neurodiversity, its current state, and how it can be applied to future workplaces through dialogue with researchers, experts, and individuals with lived experience.

 

※What is Neurodiversity?
A term combining "neuro" (brain/nerves) and "diversity." It is a concept that views differences in brains, nerves, and the resulting individual characteristics as diversity, promotes mutual respect, and seeks to utilize these differences within society. It regards non-typical development (neurodivergent), such as Autism Spectrum Disorder (ASD) and Attention Deficit/Hyperactivity Disorder (ADHD), not as disabilities, deficiencies, or superiority/inferiority, but as natural differences between individuals. This concept applies not only to neurodivergent individuals but to everyone. Proposed by Australian sociologist Judy Singer in the 1990s, initiatives to leverage the unique strengths of neurodivergent individuals—such as high concentration and creative thinking—began spreading internationally in the 2010s, primarily among IT companies.
 

Following our previous discussion on differing perspectives in education and business, as well as the current state and challenges of neurodiversity, this second installment continues with the latter half, moderated by Hidemitsu Kitamoto of Dentsu Inc. Future Business Research Institute / noiro.

We hear from Dr. Hidemitsu Kitamoto, President of Chiba Institute of Technology and co-founder of the "Neurodiversity School in Tokyo" (Pola Aoyama Building 5F, 2-5-17 Minami-Aoyama, Minato-ku, Tokyo; hereafter NSIT), and Mr. Katsumi Sekijima, former President and CEO of DENTSU SOKEN BRIGHT INC., a special subsidiary of the DENTSU SOKEN INC. Group. We asked them about perspectives bridging education and business, key points for permeating neurodiversity throughout society, and promoting the active participation of neurodivergent individuals (those with developmental characteristics).

The key points are discovering capable individuals and transforming motivation.

Kitamoto: Mr. Ito passionately founded NSIT, aiming to practice education that nurtures the abilities of neurodivergent children (those with developmental disabilities like ASD) through a combination of Floortime*1 and the Reggio Emilia Approach*2. Meanwhile, the current state of corporate responses to employees with developmental disabilities often divides them into "supporters/supported" rather than fostering mutual understanding and support. Even if individuals receive education that helps them develop their abilities, there's a risk that the benefits of that education won't be utilized once they join a company.

Considering these points, we would greatly appreciate hearing your thoughts on what you expect from corporate responses and how you envision continuity between the education Mr. Ito has practiced and the experience after joining a company.

※1: Floor Time
A support model that respects individual differences while supporting children's development and their families. It helps build relationships with others and enhance communication skills based on the individual's natural interests and play.
 

※2: Reggio Emilia Approach
An educational approach for children developed in Reggio Emilia, Italy. The environment is considered the "third teacher." Through activities like art and their documentation, it aims to draw out children's sensibilities and potential.

 

Ito: I also see this as a crucial challenge. That said, perhaps the key lies in startups. Changing rules and corporate culture in large companies is notoriously difficult, but startups can shape their culture from the outset to a significant degree. Furthermore, even individuals perceived as unable to work due to developmental disabilities can sometimes suddenly demonstrate exceptional abilities once their "unlocking" occurs—meaning when barriers perceived as disabilities or shackles are removed. The challenge—and the key point—in considering them in work and corporate settings is how to facilitate this "discovery."

In my personal experience, glimpses of this potential often emerge in hobbies. For instance, when I taught scuba diving in Dubai, a student who was considered unable to succeed in school became the most enthusiastic and dedicated. Conversely, the top student in school would ask, "Does this even affect my grades?" meaning their motivation was lacking. This suggests that even within a company, someone labeled "different" and unable to demonstrate their abilities might unlock their potential if their motivation is shifted.

On the other hand, I think boosting "corporate motivation" is also difficult. When hiring people with disabilities based on legal quotas, the conversation inevitably leans toward cost reduction. If companies instead viewed this as an opportunity to discover "talent" capable of exceptional performance under the right conditions, wouldn't that shift their motivation somewhat?

Kitamoto: While the statutory employment rate has many positive aspects, like ensuring employment equality, perhaps it's time to reconsider it now.

Ito: Key points in societal employment like this involve positive economic motivation—the potential to unlock and discover untapped talent—as well as the fairness perspective of creating barrier-free environments for everyone. A company's KPIs differ entirely based on why they hire. That's where the challenge of neurodiversity projects lies.

Everyone is "within" neurodiversity

Sekijima: After speaking with several IT companies leading in neurodiversity, I noticed a common thread. These companies don't view neurodiversity as just one measure of "hiring people with disabilities." They fundamentally see it as a strategy for "recruiting top-tier technical talent." Furthermore, they implement various ingenious systems and create supportive environments so employees can fully utilize their abilities even after joining.

At one company, about half the employees had developmental disabilities or related traits. Yet both these individuals and the other half of employees without such conditions were thriving in their work. Seeing this made me realize: "A company that's easy for people with disabilities to work in is easy for everyone to work in." In other words, I truly understood that advancing neurodiversity means all employees—regardless of disability—can utilize their abilities and work with vitality.

Kitamoto: Even as discussions about neurodiversity spread in Japan, we must maintain the awareness that this isn't just about hiring people with disabilities. Everyone is a stakeholder.

Sekijima: When involved in hiring people with disabilities, I'm constantly told things like, "You're so admirable," or "That must be such hard work." While it's true that people with disabilities have diverse characteristics and may need support in certain situations, everyone has diverse characteristics. Hiring people with disabilities isn't inherently more difficult. In fact, when people say, "That must be tough," it makes me feel misunderstood and disappointed.

Ito: It varies by person, but I think many people with disabilities themselves don't actually want to be seen as "pitiful." People who constantly have others helping them "because they're pitiful" inevitably find it hard to maintain their pride.

This might be slightly different, but in Japan, assistive devices like canes often carry a somewhat pitiful connotation. In places like the UK, however, they create canes and prosthetic limbs with incredibly stylish designs, known as "Disability Design." Creating situations where they can hold their heads high is important, isn't it?

Kitamoto: In Japan, even in DEI training, we often see approaches that divide people into "those who provide consideration" and "those who receive it," emphasizing empathy for the latter. Understanding is certainly important, but we inevitably get stuck in this "giver/receiver" structure. To reiterate, neurodiversity concerns everyone. The point that everyone is a stakeholder is a crucial perspective missing from previous DEI approaches.

Ito: Uncertain and unstable environments are difficult for anyone to navigate. People with developmental disabilities are particularly susceptible to such impacts. Creating a good environment for these sensitive individuals ultimately benefits everyone's happiness.

Kitamoto: Indeed, a similar concept is universal design. The idea is to shift that focus more toward the heart.

Currently, typical people's literacy about neurodivergent individuals seems overwhelmingly low. While they might vaguely understand physical or intellectual disabilities, the diversity of the brain and mind is much harder to grasp. If we're talking about the brain, it's crucial that everyone recognizes it's perfectly normal for 100 people to have 100 different brains. It's not about "those affected" versus "myself." It would be great if everyone could truly internalize this as their own issue and be included within neurodiversity.

Ito: Because there's no such thing as a "completely normal person." I read in a paper once that physically, there isn't a single person who fits the average weight, average features, and every other average characteristic. Yet, I think we're under this illusion that such "ordinary people" exist.

Leveraging the flexible sensibilities of youth, shaped by education and "atmosphere"

Kitamoto: How can we effectively connect children who have learned with initiative at NSIT until age 12 to companies or jobs? I realized anew how crucial that connection point will be going forward. As a hint for that, could you share the story from your new employee training experience you mentioned earlier, Sekijima-san?

Sekijima: For the past few years, I've given a 30-minute presentation on hiring people with disabilities at DENTSU SOKEN INC.'s new employee training. After the presentation, I ask the new employees to submit a short report, and the content is quite impressive. For example, opinions like "Aren't special-purpose subsidiaries counterproductive to inclusion?" or "Agriculture is great, but shouldn't they be assigned work that directly contributes to the core business?" are becoming more common. This is truly wonderful. When I share the same information with employees in their 50s and older, the reaction is completely different. Unfortunately, they often view disability employment solely through a welfare lens or try to solve it based on economic rationality.

This shift likely stems from the growing impact of DEI education in schools today, alongside SDGs and environmental studies. As young people with this mindset grow within companies, society itself will transform. That's precisely why I feel inclusion—educating diverse individuals, regardless of disability, in the same environment—is essential. Learning from a young age is truly crucial.

Ito: Young people's worldviews are shifting. Education plays a role, of course, but I also think music, manga, and the overall atmosphere of daily life are changing. It's fascinating to consider how much of this stems from education versus the current "vibe." As in any era, there might be discomfort or resistance toward older generations. They feel that today's environmental issues and unstable society stem from the actions of previous generations, and they want to break free from that. One aspect of this might be a visceral sense of diversity.

Rather than the UN or similar bodies pushing awareness campaigns "from above," nurturing these instincts among young people might actually foster a more natural movement. In that sense, I have tremendous expectations for the younger generation. There's an approach called "Positive Deviance," which seeks solutions by observing unusual behaviors from small minorities within society. I believe amplifying such actions is more effective than trying to change things from above.

Enhancing the Social Status of Technologists and Expanding Opportunities for Neurodivergent Individuals Through AI Advancements

Kitamoto: Efforts to promote neurodiversity within the Dentsu Group, and indeed many companies, are just beginning. This includes exploring recruitment methods, acceptance practices, and management approaches. Beyond that, what contributions can neurodivergent individuals make in this technology-driven society? Considering not only ASD but also other developmental disabilities like ADHD, what types of roles or fields do you think they can excel in, Mr. Ito?

Ito: While the pandemic brought difficulties for many companies, it paradoxically made it easier for people with disabilities to participate in work. Remote work, for instance, made it easier for those who dislike eye contact or have mobility issues to work. For example, in a meeting where only one person joins online, their voice might be less heard, but if everyone is online, it becomes fair. In terms of enabling people to utilize their strengths, such environments are one possibility.

Also, people with ASD often demonstrate unique abilities in science and engineering fields. Raising the social status of such engineers is very important when considering ASD and neurodiversity. In the United States, science and engineering graduates lead top science and engineering universities like the Massachusetts Institute of Technology (MIT), and the heads of IT companies, including Elon Musk, are full of people with ASD, providing visible role models of success.

Sekijima: I think the ideal is a society where people with disabilities can achieve self-actualization and where both the individual and the company can grow together. I believe neurodiversity is fundamental to this way of thinking. Another ideal is the realization of a society where people can work autonomously, not just be employed by companies. Cutting-edge technologies, including AI, will undoubtedly become useful tools for breaking down the ambiguous barriers between neurodivergent and neurotypical people.

Kitamoto: With Japan's current working-age population of 73 million steadily declining, raising concerns about the nation's economic strength, I believe work styles will continue to evolve. Within this context, companies could shift their hiring perspectives, broadening understanding and increasing support for neurodivergent individuals from the moment they join the company. In any case, unless we significantly expand our activities, neurodivergent individuals risk falling through the cracks in the workplace. I felt strongly that we must address this issue.

The key to neurodiversity lies in Japan's unique communities

Kitamoto: To reiterate, neurodiversity isn't about "policies for people with disabilities." It's about creating an environment where everyone can work by leveraging their unique traits. I feel this ultimately leads to a workplace that's easier for everyone. Simultaneously, education—for example, how children with ASD currently at NSIT can thrive in the future—is crucial for Japan's future brilliance. From this perspective, Ito-san, could you share your outlook for the future?

Ito: Of course, there are various children with ASD, and some find independence challenging. However, just because someone cannot live independently doesn't mean they aren't contributing to society. Communities have diverse roles. Within them, situations where someone isn't in a position of needing help "because they're pitiful," but rather takes on a role where "having this person makes everyone happy" – I believe such situations existed quite a bit in Japan too. For example, someone who might not have the skills to be independent but is loved by everyone for tending to the local flowers and plants.

In Izumo, there are people called community nurses who participate in local gatherings, facilitating play between the elderly and children while also conducting health checks. It's a system that uses such communities to invigorate the happiness and health of local residents. Even elderly people not working can find roles by looking after children or passing on their knowledge. Having such roles within the community creates a comfortable place for everyone.

Kitamoto: I see. I personally believe in the power of neurodivergent individuals and in the power of children. They possess qualities we lack. I strongly feel what's needed isn't a mindset of giving or receiving support, but rather an attitude of living together within the community.

Ito: Well-established communities possess significant resilience. Within them, becoming family members who look out for each other is one viable form. Japanese concepts like mutual aid and community coexistence might seem weak from a startup or competitive perspective, but they foster peace. I believe the key lies in this kind of "village community" culture and community.

In companies, the "employers" inevitably shape the environment and products. Change must start within the workplace itself. Therefore, the overarching conclusion is that transforming the workplace within large corporations like Dentsu Inc., through the very activities you are all engaged in now, is crucial. I believe it would be valuable to focus primarily on developing case studies of "positive deviance" in this context.

Kitamoto: Thank you. Hearing both of your perspectives, I felt the expectation that as the concept of neurodiversity spreads in society, all children can live joyfully and everyone can work more easily. NSIT champions "creating a 'New Standard' for children's future environments." Looking toward a future where neurodiversity permeates, I truly hope we can aim together to "create a 'New Standard' for future work environments."

"Brilliant work. There's more than one way to shine."