People & Culture

The rate at which threats are evolving with unimaginable complexity is remarkable. Trusting a method or mindset that was effective once before could now pose as a risk in combatting a rise of asymmetrical threats.

This is one of those conversations that we don’t mind having one more time again. Simply because, harnessing the value of a divergent mind to help respond to emerging threats and safeguard critical infrastructure is not an issue to that will solve itself overtime. Instead of treating neurodivergence in the recruitment process as a nice-to-have or an afterthought, we’re shifting the conversation to be more deliberate about the impacts such individuals can having on building more resilient workforces.

For a workforce to be effective in unique environments, ones prone to the rise of deepfakes and malware evolution, employers must be willing to push past conventional limits and rethink what a cybersecurity team can look like.

We’re not the same….and that’s a good thing.

This starts with establishing shared understanding of what neurodivergence is. Neurodiversity is a non-medical term that includes conditions such as autism, dyslexia, ADHD (Attention Deficit Hyperactivity Disorder), dyspraxia along with others. (World Economic Forum)

People who experience autism are often identified with traits such as, exceptional logical thinking, concentration, imagination and meticulous ways of operating. ADHD individuals score higher on creativity tests and contrary to the misconception that those with ADHD aren’t able to focus, their brains are capable of being hyper-focused on areas that are of interest to them. While in other cases, over 84% of those with dyslexia score above average in being able to understand patterns and quickly evaluate a range possibilities.

Recognizing patterns, breakthrough approaches in problem solving, and the unquestionable determination to see a task through, is distinctly associated with neurodivergent people. This is the population of candidates that employers can view as, well-suited for cybersecurity roles, especially in the case of monitoring and detecting threats. (Dr. Jodi Asbell-Clarke)

We need a workforce with the ability to produce effective new ideas and outpace attackers. Ultimately, we need to approach problems differently.

How do you think?

During an episode of The Cyber Guild’s Virtual Employer Roundtable, Founder of Link Consulting, Elizabeth Green, took time to understand the benefits of a neurodiverse workforce with Nathan Chung, a Cybersecurity Engineer and the Global top 50 Neurodiversity Evangelists. Early into their discussion, Chung, called out an “over-reliance on AI” as a problem within security.

But before his warning sends professionals into a heated debate, it’s important to remember that AI is a tool and the true mastery still remains within human ability to innovate. Just as Nathan encouraged listeners to keep an open mind when discussing neurodiversity, his role as a Global Ambassador for Responsible AI aims to help society understand the future of security will inevitably involve a deep understanding of both fields. We can’t “make the mistake of cutting back on humans.”

Threat actors benefit from teams that fall into a state of complacency. To avoid this, Elizabeth and Nathan’s discussion on building an innovative and resilient workforce, anchored on the need to recruit people who can outperform rigid, traditional thought processes. Conventional ways of thinking, primarily in the field of cybersecurity, is quickly proving to be a risk employers cannot afford to take.

Mind the Gap: Where some fall through, others build a bridge.

Imagine this scenario: You are a civil engineer redesigning a city public transportation system, including the metro and buses. — due to overcrowding and inefficient routing. The goal is to (1) Identify inefficiencies in the current transit routes (2) Design a new transit layout that minimizes commute time and maximizes coverage — using algorithms or logical reasoning (3) To create a visual map of the new system that’s easy to understand for all riders, including those with cognitive or visual impairments.

Where would you start first? Who would you consult with? How would you track your discoveries and progress? How much of your time and energy would you devout to a project before getting frustrated or bored?

This scenario may be better suited for someone with autism; higher aptitudes in visual or spatial reasoning, system optimization mindsets and intense focus can enhance the likelihood of a successful outcome in cases like this one. Remember, not all autistic individuals may exhibit “superior” abilities. However, scientific research has identified certain cognitive traits more common among autistic individuals that can confer advantages when solving complex, highly structured problems. Researchers, Uta Frith and Francesca Happe, shed light on heterogeneity, reminding us that autism is not uniform and that individual differences are essential to understanding the condition.

Find a Way

There’s a chance that if you sent a random person into an escape room & instructed them to find their way out…alone, chances are they could do it. By no means should that be the impromptu approach you take during the hiring process…however….an event like that may be terrifying to some, and like an exciting challenge to others.

For an employer in cybersecurity seeking out the right talent, individuals not deterred by complexity, people who are likely to find a crafty means of finding the key and a way out, this does not have to feel like a game.

There are ways to attract the right talent and foster an environment in which they can thrive in their role. Elizabeth and Nathan’s earlier discussion emphasized the need to remove barriers in the workplace. Ones that may pose as psychologically harmful, weakening or altogether “stale” in allowing neurodivergent individuals to utilize their capabilities to the fullest. Listening with the intent to understand is another ideal place to start.

Where some teams may fall short is failing to: (1) Identify unique strengths and aligning those to critical tasks, (2) or making the disclosure stage highly intimidating, (3) unknowingly creating an environment of mistrust between supervisors and employees.

The roundtable hosts offered guidance through a universal design proposal and encourage focusing on skills, while being able to accommodate differences. “Don’t confuse this intentional recruitment with charity,” says Chung. Ultimately, embracing neurodiversity serves as an advantage to counter an evolving threat landscape, not as a weakness.

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Interested in watching this Virtual Employer Roundtable with Elizabeth Green and Nathan Chung? Check out the live recording!