What is *Neurodiversity at Work* about?

*Neurodiversity at Work* by Theo Smith and Amanda Kirby explores how embracing neurodiverse talent (e.g., ADHD, autism, dyslexia) drives innovation and problem-solving in businesses. The book provides actionable strategies for inclusive hiring, workplace adjustments, and fostering psychological safety, supported by case studies from companies like Microsoft and IBM. It redefines neurodiversity as a competitive advantage rather than a disability.

Who should read *Neurodiversity at Work*?

HR professionals, diversity leaders, and managers seeking to build inclusive teams will benefit from this book. It’s also valuable for neurodivergent individuals navigating workplace challenges. The authors offer practical tools for redesigning recruitment, training, and workspace policies, making it essential for organizations aiming to leverage diverse cognitive strengths.

Is *Neurodiversity at Work* worth reading?

Yes, the book combines research-backed insights with real-world examples, offering a roadmap for creating neuro-inclusive cultures. Its focus on tangible steps—like flexible hours and sensory-friendly environments—makes it a practical guide for improving retention and innovation. Readers praise its balance of theory and actionable advice.

What are the key concepts in *Neurodiversity at Work*?

- **Strength-based hiring**: Prioritizing skills over traditional interview performance. - **Reasonable adjustments**: Simple changes like quiet workspaces or assistive technologies. - **Neurodiversity as innovation**: How divergent thinking solves complex problems. - **Leadership commitment**: Cultural shifts driven by executive support.

What quotes from *Neurodiversity at Work* are impactful?

- **“What makes someone a great employee isn’t just about how well they fit the mold, but how they bring fresh perspectives.”** This challenges outdated hiring norms, urging employers to value unique problem-solving styles. - **“A workplace designed for uniformity fails to harness cognitive diversity.”** Emphasizes the need for tailored environments to unlock neurodiverse potential.

How does *Neurodiversity at Work* advise improving recruitment?

The authors recommend skills-based assessments over conventional interviews, neurodiversity-focused job descriptions, and collaborative hiring processes. For example, Microsoft’s autism hiring program highlights success by removing biased evaluation methods.

What critiques exist about *Neurodiversity at Work*?

Some note the book focuses heavily on large corporations’ success stories, with fewer examples from small businesses. However, its principles—like flexible policies and training—are adaptable for organizations of any size.

How does *Neurodiversity at Work* address workplace culture?

It advocates for universal design principles (e.g., flexible schedules, sensory-friendly spaces) that benefit all employees. Training programs to reduce stigma and “user manuals” for team collaboration are highlighted as key to fostering inclusion.

《神经多样性职场指南》摘要

通过神经多样性包容型职场，驱动创新、绩效与生产力

西奥·史密斯和阿曼达·柯比

3.94(86 Reviews)

《神经多样性职场指南》摘要概述

《职场神经多样性》（Neurodiversity at Work）通过展示微软等公司如何利用神经系统差异推动创新，彻底改变了职场包容性的理念。作为 2022 年商业图书奖（Business Book Awards）的获奖作品，它揭示了一个令人震惊的事实：在每 5 名员工中就有 1 名具有神经多样性特征的现状下，他们是否正是你组织中尚未被挖掘的竞争优势？

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第 1 章

Unleashing the Power of Differently Wired Minds

Ever wondered why some of the world's most innovative companies are actively seeking neurodivergent talent? From Microsoft to IBM, forward-thinking organizations are recognizing that cognitive diversity drives innovation in ways traditional thinking cannot. "Neurodiversity at Work" by Theo Smith and Amanda Kirby offers a revolutionary perspective on how embracing neurological differences can transform workplaces and unleash untapped potential. The book has become a cornerstone text for HR professionals and business leaders, with industry expert Josh Bersin calling it "one of the most important books on talent management I've read." As neurodiversity advocate Temple Grandin famously said, "The world needs all kinds of minds" - and this groundbreaking work shows exactly why.

第 2 章

Beyond Labels: Understanding the Neurodiversity Spectrum

Neurodiversity isn't just another buzzword - it represents a fundamental shift in how we understand human cognition. The term, coined in the late 1990s by sociologist Judy Singer, refers to the natural variation in human brain function and behavior. Rather than viewing conditions like ADHD, autism, dyslexia, and dyspraxia as deficits to be fixed, the neurodiversity paradigm recognizes them as valuable differences that contribute to human diversity, much like biodiversity enriches ecosystems. This perspective challenges traditional medical models that pathologize neurological differences. As one neurodivergent individual quoted in the book explains, "Neurodiversity is about recognizing that different brains work in different ways, and that these differences are normal and natural variations in the human genome." This shift in thinking has profound implications for education, workplace culture, and social policy, moving away from a one-size-fits-all approach to human cognition. The language we use around neurodiversity matters tremendously. Labels like "disorder" and "disability" carry negative connotations that can mask individual strengths. For instance, someone with ADHD might struggle with traditional organizational systems but excel at creative problem-solving and thinking outside the box. Yet paradoxically, these same labels are often necessary to access support in educational and employment settings. This creates a complex relationship with diagnosis - many neurodivergent adults describe the profound relief of finally understanding why they've always felt different, while simultaneously grappling with what these labels mean for their identity and future opportunities. What's particularly important to understand is that neurodevelopmental conditions rarely exist in isolation. The authors introduce the concept of "co-occurrence," noting that approximately 60-75% of individuals with one neurodevelopmental condition have traits of another. For example, someone with dyslexia may also have traits of ADHD or dyspraxia. Studies show that up to 40% of individuals with autism also have ADHD, and roughly 30% of people with dyslexia show signs of dyscalculia. This challenges the neat categorization often preferred by medical models and highlights why personalized, holistic approaches are essential. The terminology continues to evolve as our understanding deepens. The shift from person-first language ("person with autism") to identity-first language ("autistic person") reflects how many in the neurodivergent community view these traits as integral to their identity rather than separate conditions. As one autistic self-advocate quoted in the book states, "My autism isn't something I carry - it's who I am. It shapes how I experience the world." This perspective has led to the development of more inclusive support systems that focus on working with, rather than against, neurodivergent traits. The neurodiversity movement has also sparked important conversations about workplace accommodation and educational reform. Progressive organizations are now recognizing that neurodivergent individuals often bring unique strengths and perspectives to their teams. Companies like Microsoft, SAP, and JPMorgan Chase have implemented specialized hiring programs that tap into the talents of neurodivergent individuals, particularly in areas like data analysis, software development, and creative design.

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第 3 章

Spiky Profiles: Recognizing Extraordinary Talents

One of the book's most illuminating concepts is that of "spiky profiles" - the uneven distribution of abilities across different cognitive domains that characterizes neurodivergent individuals. While most people have relatively balanced abilities, neurodivergent people often display dramatic peaks and valleys in their cognitive profiles. Imagine someone who can solve complex mathematical problems with remarkable speed but struggles to remember to pay bills on time. Or consider an individual who writes brilliant code but finds small talk painfully difficult. These contrasts aren't contradictions - they're the essence of neurodivergent thinking. The authors introduce the clever acronym "MAD skills" (Moving Attitudes towards Diverse abilities) to describe these exceptional capabilities. Take Lincoln Barrett, better known as drum and bass producer High Contrast. Barrett experiences synesthesia - seeing sounds as colors and patterns - which he channels into his innovative music production. What might be considered unusual in one context becomes his superpower in another. These spiky profiles explain why traditional assessment methods often fail neurodivergent candidates. Standardized tests and interviews typically measure average performance across multiple domains rather than identifying exceptional abilities in specific areas. As a result, organizations miss out on remarkable talent that doesn't fit conventional expectations. The book shares the story of a restaurant employee with autism who struggled with certain social conventions but delighted customers by creating elaborate animal balloons - bringing joy and repeat business. His manager recognized that this unique talent more than compensated for challenges in other areas. These examples highlight why the concept of the "perfect candidate" is fundamentally flawed. Just as there's no perfect life partner who excels at everything, there's no perfect employee. What makes people valuable are their unique qualities and differences - not conformity to an artificial ideal. For neurodivergent individuals to thrive, environments must be adapted to accommodate their specific needs while leveraging their strengths. This isn't about lowering standards - it's about recognizing that there are multiple paths to excellence.

第 4 章

The Business Case for Neurodiversity

The moral argument for inclusion is compelling, but the business case is equally powerful. Research consistently shows that diverse teams outperform homogeneous ones, particularly when solving complex problems. McKinsey's analysis found that companies in the top quartile for diversity were 35% more likely to have financial returns above their industry mean. Neurodivergent individuals often bring valuable perspectives and skills that can drive innovation. Many display exceptional pattern recognition, attention to detail, creative thinking, and problem-solving abilities. For example, autistic employees at JPMorgan Chase were found to be 48% more productive than neurotypical peers in certain roles. The authors highlight how many successful entrepreneurs are proudly neurodivergent, including Richard Branson (dyslexia), Elon Musk (Asperger's), and David Neeleman (ADHD), who founded JetBlue Airways and credits his success to thinking differently: "If someone told me you could be normal or you could have ADHD, I would take ADHD every time." Yet despite these advantages, employment rates for neurodivergent individuals remain dismally low. Only 22% of autistic adults are in any kind of employment, representing a massive waste of talent. The barriers aren't capability but rather workplace environments and hiring practices designed for neurotypical individuals. The cost of excluding neurodivergent talent extends beyond missed innovation opportunities. Employee turnover is expensive - replacing a $60,000 salaried employee costs $30,000-$45,000 in recruiting and training. By contrast, workplace accommodations for neurodivergent employees typically cost under $500 or nothing at all. Organizations leading in neurodiversity inclusion are seeing tangible benefits. Microsoft's autism hiring program has brought in engineers who have written code used by millions of customers. IBM's neurodiversity initiative has demonstrated that neurodivergent employees can accomplish in months what typically takes others years, with 50% higher productivity in certain roles. The business case becomes even more compelling when considering the demographic reality: approximately 15-20% of the population is neurodivergent. Organizations that fail to accommodate these individuals are excluding a significant talent pool and potentially alienating a substantial market segment.

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第 5 章

Breaking Down Barriers in Recruitment and Assessment

Traditional recruitment processes create significant barriers for neurodivergent candidates, often inadvertently excluding exceptional talent through outdated assessment methods. Job descriptions frequently contain unnecessary requirements and corporate jargon, while unstructured interviews heavily reward social performance and small talk over actual job-relevant abilities. Additionally, standardized psychometric tests, designed with neurotypical thinking patterns in mind, can systematically disadvantage candidates who process information differently. The authors detail how Theo's personal experience reflects a widespread problem. Despite holding relevant qualifications and demonstrating exceptional skills in his field, he was repeatedly rejected based on psychometric test results that measured social conformity rather than job capability. This pattern extends across industries, where highly capable neurodivergent candidates often excel at core job requirements but struggle with conventional assessment methods that prioritize neurotypical communication styles and social norms. A transformative yet simple change organizations can implement is consistently asking candidates: "We encourage neurologically diverse applicants from all backgrounds, so is there anything we can do to make this process better for you and to allow you to show your best self?" This question serves multiple purposes - it signals genuine inclusivity, opens dialogue about necessary accommodations, and demonstrates organizational commitment to equitable hiring practices. The authors note that responses to this question have led to valuable improvements in recruitment processes across multiple organizations. The book outlines several concrete changes to create more inclusive hiring practices: 1. Reviewing job descriptions to remove unnecessary requirements and gendered language (e.g., replacing "strong communicator" with specific communication tasks required) 2. Offering alternative application methods beyond traditional CVs, such as video submissions, portfolio presentations, or project demonstrations 3. Providing interview questions in advance to allow candidates to prepare thoughtful responses 4. Allowing candidates to demonstrate skills through practical work samples, coding challenges, or real-world problem-solving scenarios 5. Training interviewers to recognize and mitigate unconscious bias, with specific guidance on interpreting diverse communication styles 6. Structuring interviews around job-specific scenarios rather than abstract behavioral questions 7. Offering multiple assessment formats to accommodate different thinking styles The authors showcase innovative assessment approaches gaining traction in forward-thinking organizations. Game-based assessments, for instance, measure cognitive abilities like pattern recognition, problem-solving speed, and attention to detail without traditional academic prerequisites. European air traffic control agencies implementing these tools have reported a 50% reduction in training dropout rates while successfully recruiting candidates from diverse educational backgrounds, including those without university degrees. The concept of "culture fit" receives particular scrutiny, with the authors arguing it often serves as a proxy for maintaining homogeneous teams. Instead, they advocate for "culture add" - actively seeking candidates who bring different perspectives and problem-solving approaches. They illustrate this with multiple examples, including a revealing case study: when choosing between a candidate scoring 9/10 on technical tests but 5/10 on group exercises versus someone scoring 7/10 on both, organizations typically default to the "all-rounder." However, companies that chose the specialist often reported stronger team performance through complementary skill sets and diverse thinking styles.

第 6 章

Creating Neuro-Inclusive Workplaces

Workplace adjustments for neurodivergent employees aren't special treatment - they're essential accommodations that enable people to perform at their best. The authors emphasize the distinction between equality (treating everyone the same) and equity (giving people what they specifically need to make things fair). This principle extends beyond visible disabilities to include cognitive differences that may not be immediately apparent but significantly impact work performance. Many adjustments are simple and inexpensive: providing written instructions, allowing noise-canceling headphones, offering flexible work arrangements, or creating quiet spaces for focused work. For example, a software developer with ADHD might benefit from using time-blocking techniques and visual project management tools, while an autistic marketing professional might need written briefs rather than verbal instructions. The UK's Access to Work scheme can help with costs that wouldn't be reasonable for employers to cover, including specialized software, equipment, or coaching support. The pandemic-driven shift to remote work has demonstrated that many traditional workplace norms weren't necessary after all. For many neurodivergent individuals, working from home offers significant advantages: control over sensory environments (lighting, temperature, noise levels), freedom to move without disrupting others (stimming, walking while thinking), and the ability to structure work according to personal energy patterns. Some organizations have reported increased productivity and decreased sick leave among neurodivergent employees during remote work periods. However, virtual environments create their own challenges. Video calls can be particularly draining for those with social communication differences, requiring intense focus on non-verbal cues and face processing. The blurring of work-life boundaries may exacerbate executive functioning challenges, making it harder to switch between tasks or maintain routine. A hybrid approach that offers flexibility while providing appropriate structure may be optimal for many, allowing individuals to choose the environment that best suits different types of work. The authors advocate for Universal Design principles - making accessibility standard for everyone rather than requiring individual accommodations. Simple examples include providing glossaries of terms and acronyms, ensuring website readability with clear fonts and color contrast, offering multiple communication channels (email, chat, voice), and creating standardized templates for common processes. These improvements benefit all employees while reducing the need for individual adjustments. Effective onboarding is particularly crucial for neurodivergent employees. The first 90 days are make-or-break, with 28% of new hires quitting during this period. Providing comprehensive information upfront helps manage expectations and prepare for potential barriers. This includes explaining both formal job requirements and unwritten social rules - who makes tea, lunch break norms, dress code interpretations - that can cause significant anxiety when misunderstood. Detailed onboarding documents should include floor plans, organizational charts, and explicit communication protocols. Regular check-ins and timely implementation of support make a crucial difference in employee engagement and productivity. Small, frequent reviews (weekly or biweekly) are more effective than waiting until problems become severe enough to cause employee departure or manager frustration. These meetings should focus on both task-related challenges and workplace integration, with clear documentation of agreed actions and adjustments. Successful organizations often implement structured mentoring programs and create feedback mechanisms that accommodate different communication styles.

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第 7 章

The Power of Disclosure and Supportive Management

For neurodivergent individuals, disclosing their condition involves complex decisions about when and how much to reveal. While disclosure is often necessary to access accommodations, it carries risks of stigma and discrimination based on past negative experiences. The decision to disclose varies greatly depending on workplace culture, individual comfort level, and the specific accommodations needed. Some choose partial disclosure, revealing only specific challenges rather than diagnostic labels, while others opt for full transparency. Many neurodivergent adults have experienced bullying or social exclusion throughout their lives - studies show up to three-quarters of autistic children face bullying, with similar patterns for those with language impairments, ADHD, and dyspraxia. These past traumas can make workplace disclosure particularly challenging. Research indicates that negative school experiences often lead to heightened anxiety about workplace relationships, with many individuals developing masking behaviors to fit in, which can be mentally exhausting and unsustainable long-term. Effective line management requires creating an environment where neurodivergent employees feel safe, valued, and listened to. Research by Anne Cockayne on autism employment reveals that successful management depends less on organization size and more on the quality of manager-employee relationships. Key factors include regular check-ins, clear communication protocols, and flexibility in working arrangements. Successful managers often implement structured feedback systems, provide written instructions when needed, and create quiet spaces for focus work. The authors share the inspiring story of "Cape" (Creating A Positive Environment), a grassroots neurodiversity initiative at the BBC that transformed their organization. Starting with simple conversations between a manager (Sean) and his neurodivergent colleague (Leena), they built understanding about differently wired brains and eventually developed resources including a groundbreaking 360-degree VR experience showing work from neurodivergent perspectives. The initiative expanded to include peer support networks, mentoring programs, and workplace adjustments that benefited all employees, not just those who were neurodivergent. Training is crucial for managers to create accommodating environments that reduce the need for special accommodations. This includes understanding sensory sensitivities, communication preferences, and executive functioning differences. Managers must balance team members' conflicting needs while considering what's reasonable for the organization. Success requires considering the entire ecology - physical workspace, communication styles, and team dynamics - while focusing on individual strengths rather than deficits. Practical solutions might include flexible scheduling, noise-canceling headphones, written documentation of verbal instructions, or modified lighting arrangements. The goal is to reach a workplace where managers recognize neurodivergent individuals as highly skilled professionals who excel because of their neurological differences, not despite them. This requires eliminating stigma by creating environments where people can share their experiences while respecting their right to choose what they reveal. Progressive organizations are implementing neurodiversity training programs, establishing employee resource groups, and creating inclusive policies that acknowledge and celebrate neurological differences. Success stories show that when organizations get this right, they benefit from increased innovation, problem-solving capabilities, and diverse perspectives that drive business success.

第 8 章

Building Sustainable Inclusion Through Networks and Champions

Staff networks serve as vital support systems for neurodivergent employees while catalyzing meaningful organizational change. Jennifer Offord from Homes England demonstrates how their neurodiversity network creates an environment of belonging while carefully avoiding forced conformity. Their approach emphasizes respecting diverse communication preferences - from those who prefer written communication to those who excel in verbal exchanges - and implements practical workplace improvements such as quiet spaces, flexible meeting formats, and adjusted lighting options. When establishing neurodiversity networks, four key considerations prove essential for long-term success: First, clearly establish the purpose and need for the group through data-driven insights and employee feedback. Second, secure genuine senior leadership buy-in through education and engagement to prevent initiatives from becoming superficial compliance exercises. Third, ensure inclusive membership extending beyond those who identify as neurodivergent to include allies, managers, and support staff. Finally, systematically capture learnings and outcomes to feed back into the business, creating wider organizational benefits such as improved communication practices and more flexible work arrangements. Neurodiversity champions energize workplaces by creating psychologically safe spaces for discussion and driving systematic organizational change. Effective champions demonstrate several crucial characteristics: they promote neurodiversity enthusiastically while maintaining sensitivity, connect people across different departments and hierarchies, mobilize both financial and human resources, skillfully navigate office politics and resistance, build support through compelling vision and concrete examples, and persistently overcome organizational inertia through strategic advocacy. However, the authors strongly caution against relying solely on champions without establishing proper support structures and expertise. Nancy Doyle, CEO of Genius Within, critiques widespread workplace practices that burden untrained employees with supporting neurodivergent colleagues without providing adequate training or resources. She advocates for professional, evidence-based approaches that protect both employment rights and prevent discrimination, emphasizing the need for qualified occupational health involvement and proper adjustment processes. The most successful organizations implement comprehensive, well-resourced approaches. Admiral Insurance exemplifies this by partnering with neurodiversity experts to develop a holistic strategy spanning the entire employee lifecycle. Their process includes creating a specialized Workplace Support team within HR trained in neurodiversity-specific needs, implementing organization-wide education initiatives, developing individually tailored adjustment plans that follow employees throughout their career progression, and establishing regular check-in protocols to ensure continued effectiveness. They also maintain detailed metrics on outcomes, measuring both individual success stories and broader organizational improvements in areas like retention rates and employee satisfaction scores. This comprehensive approach ensures that neurodiversity support becomes embedded in organizational culture rather than remaining dependent on individual champions or isolated initiatives. Regular review cycles, feedback mechanisms, and continuous improvement processes help maintain momentum and adapt to evolving needs.

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第 9 章

The Future of Neurodiversity at Work

The future of work is being fundamentally reshaped by multiple converging forces including technological advancement, shifting demographics, and evolving societal expectations about inclusion and equity. The pandemic-driven shift to remote work has created both unprecedented opportunities and unique challenges for neurodivergent individuals, forcing organizations to radically reconsider traditional assumptions about what constitutes an ideal workplace environment. Virtual collaboration tools, flexible schedules, and customizable work settings have emerged as game-changing accommodations that can help neurodivergent employees thrive. Small businesses represent a particularly significant opportunity for neurodivergent talent integration. With 99.9% of UK enterprises being small businesses and 96% being microbusinesses (0-9 employees), the post-COVID flexible work environment creates numerous opportunities for skilled neurodivergent workers who might find standard office settings challenging. These smaller organizations often offer advantages like reduced sensory stimulation, more direct communication channels, and greater ability to customize roles around individual strengths. Many startups are discovering that neurodivergent employees excel in areas requiring intense focus, pattern recognition, and innovative problem-solving. The authors envision a future where neurodiversity is recognized and celebrated as a valuable form of human variation rather than being viewed through a deficit-based medical model of disorders. This paradigm shift requires fundamental changes across multiple dimensions - from education systems that recognize and support different learning styles to workplace cultures that actively accommodate and leverage diverse thinking patterns. Progressive organizations are already implementing changes like sensory-friendly spaces, clear communication protocols, and flexible work arrangements that benefit all employees while particularly supporting neurodivergent team members. The path forward requires sustained collaboration between multiple stakeholders - employers who create inclusive environments, educators who nurture diverse talents, policymakers who protect rights and promote inclusion, and neurodivergent individuals who advocate for their needs and showcase their capabilities. Companies like Microsoft, SAP, and JPMorgan Chase have demonstrated the business value of neurodiversity programs, reporting increased productivity, innovation, and employee engagement. As Atif Choudhury, CEO of Diversity and Ability, eloquently states: "When welcomed, the diversity of thought can change the world; perhaps it's the only thing that ever does." The authors conclude with an inspiring and actionable vision: a world where neurodivergent individuals are actively sought out and valued for their unique perspectives and capabilities, where workplace environments are thoughtfully designed to accommodate diverse cognitive styles and sensory needs, and where the full spectrum of human cognitive variation is recognized as essential for driving innovation and progress in an increasingly complex world. Forward-thinking organizations are discovering that embracing neurodiversity isn't just about fulfilling moral and legal obligations - it's about unlocking extraordinary human potential that drives competitive advantage through enhanced problem-solving, creativity, and technological innovation. The future workplace will be one where different ways of thinking, processing, and communicating are not just accommodated but celebrated as crucial elements of organizational success.

★★★★★

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《神经多样性职场指南》摘要中的核心主题

cognitive diversity
inclusive recruitment
spiky profiles
workplace accommodation
neurodevelopmental co-occurrence

《神经多样性职场指南》摘要精选金句

The world needs all kinds of minds.
My autism isn't something I carry - it's who I am.
There are multiple paths to excellence.
Neurodiversity is about recognizing that different brains work in different ways.
What makes people valuable are their unique qualities and differences.

《神经多样性职场指南》摘要中的人物

Theo SmithCo-author and neurodiversity advocate
Amanda KirbyCo-author and expert in neurodiversity
Judy SingerSociologist who coined the term neurodiversity
Lincoln BarrettMusic producer discussed as a case study

关于作者

Theo Smith 是《职场神经多样性：利用神经多样化员工推动创新、绩效和生产力》（Neurodiversity at Work: Drive Innovation, Performance and Productivity with a Neurodiverse Workforce）一书的合著者，也是神经多样性倡导者、人才招聘领导者，以及人力资源科技初创公司 Zinc.Work 的副总裁。

作为一名患有阅读障碍、多动症（ADHD）和自闭症的专业人士，同时也是神经多样性儿童的家长，他将第一手经验融入到其屡获殊荣的多元、平等与包容（DE&I）策略中。他的播客节目“神经多样性——消除氪石，成就超级英雄”（Neurodiversity – Eliminating Kryptonite and Enabling Superheroes）深入探讨并传播了关于职场包容性的见解。

Amanda Kirby 教授是一位全科医生、研究员，也是 Do-IT Solutions 的首席执行官。她撰写了九本书籍和 100 多篇关于神经多样性的论文。作为一名神经多样性人士及家长，她担任英国政府顾问并主持 ADHD 基金会的工作。

他们合著的这本书荣获了 2022 年商业图书奖（Business Book Awards）的 DE&I 类别奖项，书中将亲身经历与开发神经多样性人才的可操作框架相结合。被评为 LinkedIn 年度影响力的 Kirby 与位列欧洲招聘领导者 100 强的 Smith，将学术严谨性与企业务实精神融为一体，重新定义了包容性职场。

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7,840+ 条 App 评分

BeFreed 社区

说真的，我还没把这个 app 完全摸透，但用了这几天已经被惊艳到了… BeFreed 和我用过的任何学习类 app 都不在一个层级。它让人特别投入，还能实实在在地提升专注力，对刷手机停不下来的人来说太合适了！

@ladyInfinity

我买 BeFreed 正好 23 天，从那以后每天都在用。它已经完全融入了我的日常工作流和学习习惯。

@jayallen

说实话，这个 app 超出了我所有的预期。我可以让它就任何主题生成音频，无论是什么，效果都很惊艳。我的专业领域是心理治疗方向，而且是多学科交叉的，但它给出的内容非常准确。

@Raguipa

我最感激的是它大大减少了我刷手机的时间——花在搜索上的时间少了，吸收信息的时间多了。完整有声书、播客加上学习计划的组合，真的很出色。

@colonyofcreatorsNGO

我做 PhotoReading 快速学习讲师已经 24 年了… 书籍、阅读和学习就是我的本行，而 BeFreed 用一种创新的方式，把知识变得特别容易吸收，做得非常出色。

@BeFreed user

它不只是一个书籍摘要 app。我用过「有趣」这个阅读模式，比传统方式的摘要好得多，理解观点也更容易，光这一点就值回票价。

@austinakon

我爱这个 app。用了几天，完全停不下来。作为开始，再好不过了。

@jcrules328

我真的很喜欢这个产品；已经试用了大概一个月，感觉挖到宝了。它特别好用，因为我可以用 BeFreed 创建自己想学的主题，声音也很棒，旁白选择多到用不完。

@DanielCZ

说真的，我还没把这个 app 完全摸透，但用了这几天已经被惊艳到了… BeFreed 和我用过的任何学习类 app 都不在一个层级。它让人特别投入，还能实实在在地提升专注力，对刷手机停不下来的人来说太合适了！

@ladyInfinity

我买 BeFreed 正好 23 天，从那以后每天都在用。它已经完全融入了我的日常工作流和学习习惯。

@jayallen

说实话，这个 app 超出了我所有的预期。我可以让它就任何主题生成音频，无论是什么，效果都很惊艳。我的专业领域是心理治疗方向，而且是多学科交叉的，但它给出的内容非常准确。

@Raguipa

我最感激的是它大大减少了我刷手机的时间——花在搜索上的时间少了，吸收信息的时间多了。完整有声书、播客加上学习计划的组合，真的很出色。

@colonyofcreatorsNGO

我做 PhotoReading 快速学习讲师已经 24 年了… 书籍、阅读和学习就是我的本行，而 BeFreed 用一种创新的方式，把知识变得特别容易吸收，做得非常出色。

@BeFreed user

它不只是一个书籍摘要 app。我用过「有趣」这个阅读模式，比传统方式的摘要好得多，理解观点也更容易，光这一点就值回票价。

@austinakon

我爱这个 app。用了几天，完全停不下来。作为开始，再好不过了。

@jcrules328

我真的很喜欢这个产品；已经试用了大概一个月，感觉挖到宝了。它特别好用，因为我可以用 BeFreed 创建自己想学的主题，声音也很棒，旁白选择多到用不完。

@DanielCZ

我特别喜欢它能把有用的信息和想法浓缩成 8-15 分钟的播客式音频。我本来不太爱听播客，因为废话太多，但它把这些全都去掉了。

@BeFreed user

我正在读博士的最后阶段，需要读大量不熟悉的材料… 用 BeFreed，只要输入一个提示，app 就会帮你找到源材料并生成一期音频播客。我觉得 BeFreed 的流程比 NotebookLM 更顺畅。

@Brad

我经常在做早餐、散步、通勤的时候上 YouTube 找点东西听，而 BeFreed 提供了更有针对性的选择，没有广告，也没有废话！

@BeFreed user

这个平台最棒的地方是它的多面性。真的没有任何主题是它讲不了的，你丢给它什么它都能处理… 很少能找到一个毫无限制、又真正兑现承诺的学习工具。

@jayallen

BeFreed 太棒了。界面好用，让我花在找功能上的时间更少，花在学习上的时间更多。有声书、播客和学习计划的组合是天才设计，彻底改变了我的日常。

@BeFreed user

一开始我花了点时间才弄明白怎么生成意大利语的播客，然后就——哇！太棒了！我可以让它讲解任何一个话题，它讲得又好又聪明！

@matteo77

BeFreed 已经成了我每天都用的有声书 app… 我最喜欢的是，把自己的文字放进去，它就能生成随时随地都能听的音频。

@kotanzu1

我特别喜欢它能把有用的信息和想法浓缩成 8-15 分钟的播客式音频。我本来不太爱听播客，因为废话太多，但它把这些全都去掉了。

@BeFreed user

我正在读博士的最后阶段，需要读大量不熟悉的材料… 用 BeFreed，只要输入一个提示，app 就会帮你找到源材料并生成一期音频播客。我觉得 BeFreed 的流程比 NotebookLM 更顺畅。

@Brad

我经常在做早餐、散步、通勤的时候上 YouTube 找点东西听，而 BeFreed 提供了更有针对性的选择，没有广告，也没有废话！

@BeFreed user

这个平台最棒的地方是它的多面性。真的没有任何主题是它讲不了的，你丢给它什么它都能处理… 很少能找到一个毫无限制、又真正兑现承诺的学习工具。

@jayallen

BeFreed 太棒了。界面好用，让我花在找功能上的时间更少，花在学习上的时间更多。有声书、播客和学习计划的组合是天才设计，彻底改变了我的日常。

@BeFreed user

一开始我花了点时间才弄明白怎么生成意大利语的播客，然后就——哇！太棒了！我可以让它讲解任何一个话题，它讲得又好又聪明！

@matteo77

BeFreed 已经成了我每天都用的有声书 app… 我最喜欢的是，把自己的文字放进去，它就能生成随时随地都能听的音频。

@kotanzu1

查看更多网络上关于 BeFreed 的讨论

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第 5 章

《神经多样性职场指南》摘要

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用不同学习方式探索《神经多样性职场指南》摘要

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Beyond Labels: Understanding the Neurodiversity Spectrum

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Spiky Profiles: Recognizing Extraordinary Talents

The Business Case for Neurodiversity

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Breaking Down Barriers in Recruitment and Assessment

Creating Neuro-Inclusive Workplaces

边听边看，每个词都清晰呈现

The Power of Disclosure and Supportive Management

Building Sustainable Inclusion Through Networks and Champions

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The Future of Neurodiversity at Work

你已读完《神经多样性职场指南》摘要

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BeFreed 汇聚全球求知若渴的学习者

用不同学习方式探索《神经多样性职场指南》摘要

Unleashing the Power of Differently Wired Minds

Beyond Labels: Understanding the Neurodiversity Spectrum

边听边看，每个词都清晰呈现

Spiky Profiles: Recognizing Extraordinary Talents

The Business Case for Neurodiversity

从《神经多样性职场指南》摘要中收获更多

Breaking Down Barriers in Recruitment and Assessment

Creating Neuro-Inclusive Workplaces

边听边看，每个词都清晰呈现

The Power of Disclosure and Supportive Management

Building Sustainable Inclusion Through Networks and Champions

从《神经多样性职场指南》摘要中收获更多

The Future of Neurodiversity at Work

你已读完《神经多样性职场指南》摘要

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