Category Archives: Blog

Bridging minds

Empowering neurodivergent and neurotypical officers and staff to create a more innovative and inclusive police service

by James Bird
Detective Inspector & NPAA Coordinator | West Midlands Police
Deputy Secretary | Disabled Police Association

In today’s ever-changing environment, policing has to evolve as rapidly as the communities it serves. It’s not just about responding to new challenges that we face, but also about consistently rethinking how we work, innovate, and collaborate.

That process begins with understanding the strengths of each individual person within our ranks and departments. We’re a service that has always been built from a spectrum of perspectives, each contributing in ways that brings out the best in each other. Or at least it should, if we just know how to apply that diverse thought in the right ways.

When we learn to use these differences in a positive way, our police service won’t just adapt; it will absolutely thrive.

Of course, collaboration between neurodivergent and neurotypical minds has its challenges too at times – and from my experience, collaboration between neurodivergent people and other neurodivergent people has just as many – but it’s really important to address these honestly if we’re going to grow stronger as teams.

In this article, I want to take the time to highlight the importance of recognising this difference, and the strength of understanding for both. Being dyslexic, my own brain is wired only to see similarities, not differences, which has its advantages. It’s sometimes these differences that compliment each other, if appreciated and understood, in collaboration.

Cognitive diversity
Diversity of thought isn’t a new concept: Matthew Syed talked extensively about it in his book Rebel Ideas: The Power of Diverse Thinking, a definite must-read. In the book it examines the power of ‘cognitive diversity’, explaining about how it’s essential to harness unique perspectives to tackle problems.

In simple terms, cognitive diversity is about including people who have different styles of problem-solving and can offer unique perspectives because they think differently, have divergent perspectives, and come from varied backgrounds.

Whilst this can relate to everyone, as you would expect from myself, my main focus in this article, is in relation to neurodiversity.

Neurodiversity – words are important
I’m not really a fan of labelling – we’re all unique and none of us are the same but unfortunately, it’s a human tendency to ‘label’ others. It reflects the need to understand the world efficiently. When used thoughtfully, labels can create support, connection, belonging and clarity; but when overused or misapplied, it can create barriers and limit an individuals’ potential.

I think that at this point in the article, it would be a useful opportunity to provide a very quick explanation of what I’m talking about.

Neurodiversity, simply put, is the concept that people will inherently think, talk, move and act differently. So, for instance, the teams and departments you work in would be ‘neurodiverse’. It can also encompass other reasons why people would think differently, such as race, age, culture, social upbringing, experience and so on.

‘Neurodivergent’ however, refers to people who are less typical in their cognitive variations and includes more well-known examples such as ADHD, autism, dyspraxia, dyslexia, dyscalculia, Tourette’s etc.

Finally, we have the word ‘neurotypical’, which describes those people who have a more typical cognitive function.

All are unique, and all have value. So why is this important in terms of working together?

An example: neurodivergent individuals – those whose brains function in ways that can differ from social norms – will often bring a spark of creativity and innovation. Yet this unique viewpoint can sometimes come across as single-mindedness or a preference for doing things differently, which can be unfortunately misinterpreted as self-centeredness.

On the other hand, neurotypical colleagues may prefer structure and teamwork, sometimes finding it challenging to work with those who may disrupt traditional methods of problem-solving.

This dynamic can create friction, but friction is something that can polish and refine when handled well. The key to all of this, is supporting a culture where each team member, neurotypical or neurodivergent, understands and appreciates what the other brings.

Recognising the power of diverse perspectives
The police service’s greatest asset is its people, and those people bring an incredible array of strengths that go well beyond just rank or role. Neurodivergent people will often approach challenges in ways that are distinct, bold, and insightful. They may notice patterns or connections that others overlook, allowing them to find fresh solutions to longstanding issues. When we need policing to adapt quickly, this creative edge can make a critical difference.

Imagine a neurodivergent officer or staff member tasked with solving a complex crime trend, where others may see just routine: they might notice subtle shifts in behaviour, or spotting a pattern that leads to a breakthrough.

But just as critical is the role of neurotypical colleagues. Their strengths in organisation, team structure, and process-driven thinking provides the steady framework that makes it possible to turn those innovative ideas into practical solutions.

Neurotypical officers and staff are often good at the disciplined follow-through that ensures no detail is overlooked, no idea left in the theoretical. They know how to translate big ideas into action plans, to harness the energy of creative thought and make it into something lasting and effective.

For instance, they might take that breakthrough insight from a neurodivergent colleague and work out the logistics to bring it to fruition, coordinating with other departments or outlining a step-by-step approach for the team to follow.

In this way, we can easily see that these two perspectives aren’t just compatible – they’re complementary, if we are willing to accept it.

Neurodivergent colleagues can provide the vision, while neurotypical colleagues can provide the structure. Together, they bring a full range of skills that allows us to address challenges from every angle, from brainstorming to implementation.

Facing the challenges honestly
This journey toward collaboration isn’t going to be without its obstacles and barriers though. For neurodivergent officers and staff, the intense focus that fuels their creativity can also make it challenging to engage in group dynamics or consider other viewpoints.

At times, this can look like they only think of themselves or won’t accept other views, as neurodivergent colleagues become so immersed in their ideas that they find it hard to step back. This intensity, while a source of innovation, may occasionally lead to conflict within teams where collaboration and compromise are valued.

Likewise, neurotypical colleagues, accustomed to a straightforward approach to problem-solving, may sometimes see unconventional ideas as just unnecessary disruptions. Used to working within clear structures and set processes, they may have trouble understanding the more effortless, and spontaneous approaches that neurodivergent minds bring to the table.

But this friction isn’t just a flaw in our system; it has to be part of the learning process. The discomfort that comes from blending different perspectives is where the growth will happen.

To really harness our potential, we have to all start with self-awareness.

Neurodivergent officers and staff can build on their strengths by practicing flexibility, by intentionally stepping back from their own ideas to make room for others and by seeking to understand how their contributions fit within a larger framework.

Equally, neurotypical officers and staff, can bring a greater appreciation for diversity in thinking by approaching unconventional ideas with curiosity and help develop them.

For neurodivergent colleagues, this close working can help us understand that in all reality, not everything we experience at work is due to our neurodivergence; some challenges are simply part of being human. Collaborating closely with neurotypical colleagues can be a valuable reminder of this.

Neurotypical perspectives help neurodivergent individuals see that stress, miscommunication, or even self-doubt are common experiences shared by everyone, not just those who think differently.

Working together provides us with an insight into where neurodivergence plays a role and where universal human emotions come into play, creating a clearer understanding of which challenges stem from neurodivergence and which are shared experiences across the team.

Similarly, one thing that rarely gets discussed is that the coping mechanisms such as assistive technology, accessibility tools and other processes neurodivergent colleagues need to utilise as part of their own day-to-day activities, will often help neurotypical people as well.

Both sides can benefit from this mindset of empathy, openness, and emotional intelligence, recognising that both perspectives are vital to our shared success, policing mission, and Peelian principles.

“Our differences are our greatest strength.”

Neurodivergent collaboration: strength in shared understanding
I’m not going to write this article just talking about the need for neurodivergent people to work collaboratively with neurotypical people, whilst ignoring the fact that it’s probably a greater and more unique challenge in itself to get neurodivergent people, who all experience the world differently, to actually work with other neurodivergent people. I’ve had plenty of first-hand experience of this.

When neurodivergent colleagues work together they can often find the common ground in their approaches to work, allowing them to connect over unique thinking styles, experiences, and challenges. They may bring out the best in each other through mutual understanding and a willingness to engage in less conventional approaches.

However, neurodivergence is often about contradiction. Those neurodivergent strengths will also inherently have an equally contradictory linked challenge, as they will often have diverse preferences for communication, organisation, and focus even amongst themselves.

For example, some may hyper-focus intensely on one task, while others may jump between multiple ideas. This can lead to misunderstandings, particularly if each person has a different approach to managing their workload, speeding through a project, or bringing about joined up change.

Additionally, neurodivergent colleagues may hold strong views or specific ways of doing things, making it essential for each person to approach teamwork with patience and adaptability. And this working together is a perpetual challenge, even with a clear and simple common purpose.

To collaborate effectively, neurodivergent colleagues can support each other’s growth by recognising when to step back from their own viewpoints and consider another colleague’s approach. This willingness to exchange perspectives will create a resilience and a team that is not only adaptable, but also cohesive.

Neurodivergent collaboration can become a process where they can inspire each other to reach beyond their perceived limitations, proving that neurodivergent minds can not only work together but thrive together, where diverse talents and approaches are valued.

Building an inclusive Service, together
I want you to think about the potential for teamwork where neurodivergent colleagues bring their out-of-the-box thinking to tackle emerging challenges, while neurotypical colleagues provide the steady support that keeps those ideas grounded.

The interaction can be powerful, transforming what might seem like competing approaches into a dynamic team.

Unfortunately, this learning from each other doesn’t happen overnight – if at all – but it’s one of the most rewarding aspects of the work that I, and many great people who I have had the absolute pleasure to work with in policing, have experienced.

Neurodivergent colleagues can gain greater adaptability by working alongside neurotypical colleagues who excel at process and follow-through. Likewise, neurotypical colleagues can develop a more open-minded approach by witnessing the creative problem-solving and persistence of their neurodivergent peers.

This exchange doesn’t just benefit the individuals involved, it strengthens the entire service, creating teams that are more resilient, innovative, and responsive.

By opening up to this concept – whether neurodivergent or neurotypical – we can gain so much.

Each person has something to learn from the other, and that learning supports a shared purpose that’s essential in policing. When neurodivergent and neurotypical colleagues are encouraged to collaborate, they create feedback and best practice evidence and loops where ideas are shaped, refined, and ultimately implemented with the input of both perspectives.

This process allows for a constant flow of insight and improvement, building teams that are adaptable, resourceful, and capable of facing any challenge.

Leadership’s role: setting the stage for collaborative success
The role of leadership in creating an inclusive and collaborative environment cannot be overstated. Leaders set the tone, create the expectations, and provide the support that allows neurodivergent and neurotypical officers and staff to work together effectively. It’s so important for neurodivergent senior leaders – and there are a large proportion of them – to feel empowered to be open and share their experience, providing that support.

To bridge the gap, leaders must support and nurture a work culture that values diverse perspectives and promotes respectful, open communication.

One powerful way to do this is through inclusive leadership coaching programs that build empathy and understanding. It shouldn’t just be about teaching staff to ‘tolerate’ differences; it should be about bringing the best out of them and helping them see value in those differences.

It also should be mentioned it’s not just about training; just being a good leader in general is important. Leaders can encourage collaborative problem-solving by assigning team projects that bring neurodivergent and neurotypical officers together in roles that complement their strengths.

Imagine a task force where neurodivergent officers are given the creative space to brainstorm solutions for new public safety initiatives, with neurotypical colleagues providing organisational support and managing logistics. This approach not only brings out the best in each individual but also builds a sense of unity and shared purpose that’s essential to effective policing.

Finally, leaders must inspire respectful communication. When a leader demonstrates that all perspectives are worth hearing, that every officer’s insights matter, they send a powerful message to the team. As the saying goes, ‘Leaders who don’t listen will eventually be surrounded by people who have nothing to say’.

This kind of inclusive leadership empowers officers to take risks, voice their ideas, and work through differences constructively. It shows that our service values innovation and inclusivity, not just as ideals but as core aspects of our mission.

Embracing diversity for a stronger police service
At the heart of all of this – and the reason I’ve written this article – is a simple truth: our differences are our greatest strength. Neurodivergent and neurotypical officers and staff each bring perspectives that are not only valuable but essential. Together, we can build a Service that is as diverse as the communities we serve, a service that is better equipped to meet the challenges of modern policing.

Bringing diversity of thought to the front of everything we do isn’t always easy, but it’s one of the most important paths we can take. By embracing each other’s strengths, learning from each other’s differences, and celebrating our similarities, we set a standard for what a truly collaborative and resilient police service can look like.

Our differences aren’t barriers but connections. Building a culture where every officer or staff member, feels valued, heard, and empowered to contribute, won’t just be building a better service; we’ll be setting an example for what it means to serve with integrity, empathy, and strength. ∎

Unequal opportunities: what we can learn from employment tribunals

Why do neurodivergent police officers and staff resort to legal action against their employers?

by John Nelson
Chair | National Police Autism Association

In December 2023, the People Management website published an article on an Employment Tribunal case involving Lauren Crawford, an autistic and dyslexic police officer from Cumbria Constabulary who won a direct discrimination claim against her employer when she was excluded from Authorised Firearms Officer (AFO) training due to her conditions. This was notable as being one of the first – if not the first – widely-reported neurodiversity-related cases involving a police force. It probably won’t be the last.

Employment tribunals – civil legal cases arising from disputes over unlawful treatment under the Equality Act, and other breaches of employment law – are something of a taboo subject in policing. Accurate figures on the number and nature of disputes involving protected characteristics are difficult to assess due to the common practice of cases being settled out-of-court, typically with a non-disclosure agreement as part of the settlement – it is estimated that cases that go to court typically cost a Force in excess of £100,000, regardless of outcome. The corporate stigma around ETs is perhaps understandable, given that each case represents an alleged failure of an organisation dedicated to enforcing the law to treat its own staff lawfully and fairly; and yet each ET case represents a unique opportunity to learn from what has gone wrong and to make the police service a better employer. The reluctance to talk openly about ETs, the use of NDAs and an implicit tendency to blame the complainant means that these opportunities are often lost.

In this blog I aim to shine a light on the subject of neurodiversity-related employment disputes, and to share some of the experiences of our members gleaned over the years since the launch of our network. This article also serves as a resource for the presentation on employment tribunals which featured as part of the third Neurodiversity in Poicing conference in March 2024.

Before we go any further, a common-sense disclaimer: any police colleague involved in a dispute with their employer is advised to seek advice from the Federation, police staff union or qualified legal counsel before making any decisions concerning their employment. The information in this article is provided for interest only.

Firstly, what does the Equality Act say about neurodiversity? Although there is an ongoing debate about how neurodiversity fits into the wider sphere of disability, ND conditions must fit under the disability umbrella in order to be afforded protection under the Act for the purposes of unlawful discrimination. The Equality Act states that a physical or mental condition (an ‘impairment’ in the wording of the Act, which some may disagree with) has to represent a ‘substantial’ and ‘long-term’ negative effect on a person’s ability to do normal daily activities. This obviously depends on the individual, since ND conditions affect everyone differently. More on this later.

A few ET facts and figures:

  • Disability (and nerodiversity as a facet of disability) feature disporportionately. An oft-quoted figure provided by the Police Federation of England & Wales is that over 40% of police ET cases are related to disability.
  • The PFEW will only fund legal representation if there is a 51% chance or greater of winning a case. Although ET fees were abolished in 2017, legal representation is recommended for claimants – respondents (employers) can be expected to vigorously defend ET cases. The PFEW will only fund cases for Federation members if the likelihood is of a win.
  • An ET finding will become part of the permanent public record. In the age of the Internet and Google, this means your name and details of the case will be available on the Web in perpetuity for anyone to view.

A few common themes we have identified:

  • The level of disability assessed by an ET would need to represent a ‘significant impairment’ for the individual. This links back to the definition of a disability in the Equality Act. The ‘significant’ element is particularly relevant for officers who have already experienced some success with their careers: in a recent case, a ND condition was found not to meet this test as the officer had already achieved promotion in their career without the benefit of adjustments.
  • People ask for help too late in the process. We have been approached for support at the point of an ET application being made – it is much better for staff networks to be involved when the problem first appears, in order that we can assist with requesting adjustments and liaising with line management to broker a resolution, as part of a grievance procedure if necessary.
  • Struggling without adjustments can weaken your case. People will naturally try to adapt and work through adversity before approaching staff networks, the Police Federation or staff unions for help; however coping without adjustments for an extended period of time can weaken a future ET case. Where an employee’s performance or sickness record is affected, it also risks performance or misconduct action being taken.

On the subject of misconduct – which can arise from poorly-supported ND and feature in ET cases – it is important to note the effect of disclosing ND. We have found that ND being used as mitigation in misconduct cases can be used against the claimant – for example, being used to cast doubt on an officer’s competence. On the other hand, in cases where misconduct is proven, ND has led to the severity of a sanction being reduced – for example, a written warning remaining ‘live’ for a shorter period of time – rather than a lesser level of sanction being implemented.

It is useful to look at lessons learned from individual ET cases from within and outside policing, the key details of which are often left buried in case findings unless picked up by the media. Two notable cases are Buchanan v The Commissioner of Police of the Metropolis (2016), and Ramphal v Department for Transport (2015). The case of Buchanan involved a police motorcycle officer who suffered serious injuries whilst responding to an emergency call, resulting in an extended period of sick leave. The case finding, won on appeal, was that the implementation of the Force’s unsatisfactory performance procedure (UPP) in relation to Buchanan’s sick leave had to be justified on an individual basis – in Buchanan’s case, the Force was found to have applied the policy unfairly in relation to a physical condition which met the criteria of a disability. In other words, when it comes to applying rules around performance and attendance, ‘one size doesn’t fit all’.

In the case of Ramphal – again won on appeal – a finding of unfair dismissal was found in relation to a misconduct investigation concerning the complainant’s expense claims. The Tribunal found that the manager appointed to undertake the investigation had initially found in Ramphal’s favour, but had allowed themselves to be unduly influenced by the Human Resources (HR) department, which ultimately led to Ramphal’s dismissal. The key takeaway from this case was that the role of HR in a fair and transparent disciplinary investigation should be limited to providing advice on law and procedure, and that the outcome decision by the investigation manager should be theirs alone and not swayed by the opinion of third parties.

The case of Crawford v The Chief Constable of Cumbria Constabulary is sadly typical of the experiences of some of our members, who have found their neurodivergent conditions to be viewed in a negative light in the workplace. In summary: PC Crawford applied to be an AFO, having been supported by her managers and passing the pre-course assessments. The officer’s application was subsequently blocked by the Deputy Chief Constable, on the basis of an outdated ‘personal profile’ document drawn up when Crawford was first diagnosed as autistic and prior to her joining the Force as a regular officer. The DCC’s decision was found to be direct discrimination on the basis of the officer’s neurodivergency.

The Crawford case bears the hallmarks of confirmation bias: a decision-maker holding a belief – in this case that a neurodivergent colleague could not, or should not, perform a particular role – cherry-picking evidence to support their view and ignoring evidence to the contrary. Any disabled person who has interviewed for a position and found the interviewer more concerned with their disability rather than the qualities they can bring to the role will be familiar with this, as will disabled candidates who find themselves refused an interview despite meeting the role criteria.

Looking back over the cases we’ve been involved in and those reported in the media, the good news is that there doesn’t seem to be a common thread of police forces, locations or roles. If anything, the commonality in ET cases is randomness: individual managers making bad decisions, and officers and staff happening to fall foul of policies designed for neurotypical minds – in some cases after enjoying successful careers. The latter reveals a fact of life for neurodivergent professionals: no matter how successful and settled you may be, an unlucky change of circumstances – role, working environment, team or manager – can quickly lead to problems. The number of colleagues needing recourse to grievance procedures and legal action will hopefully drop as neurodiversity becomes better understood and accommodated in policing; however it may also rise due to an increased awareness of ND and willingness to challenge the status quo.

The Baroness Casey review of the workplace culture of the Metropolitan Police Service highlighted the negative attitudes towards disability – and, by extension, neurodiversity – that still exist in policing. Although understanding and acceptance of neurodiversity has progressed enormously since the NPAA launched in 2015, individual officers can still experience discrimination due to ignorance and stigma around neurodivergent conditions such as autism. Most would agree that employment tribunals are something to be avoided for all concerned; our advice to ND colleagues is to challenge poor treatment and negative attitudes at the earliest opportunity, and to use the resources of the NPAA, our sister groups the ADHD Alliance and Police National Dyslexia Association, and the Disabled Police Association, to educate and inform colleagues and decision-makers of the value of our neurodivergent talent. ∎

Guest Blog: My once lone voice is now echoing off the walls

by Ross Campbell
Superintendent | Warwickshire Police

As I reflect on my 10 year anniversary as a diagnosed person with dyslexia – a topsy-turvy journey over which I’ve battled with my inner self and outside influences – I remember that I used to be a lone voice.

I have always been an open advocate for dyslexia and disability, but I never quite felt that my voice was fully heard. It wasn’t fully understood as a disability and my challenges were never properly understood, despite my openness to talk about them. I have blogged snippets for many years, slowly increasing my following, and I know I have influenced and inspired people slowly, but its incredibly humbling when a stranger comes up to me, or reaches out to me and says that I have had a positive impact on their lives, or their neurodiversity, or I am asked to give a talk. This is why I do it.

Supt Ross Campbell

I’ve told probably over 1,000 people my story now – in person, through conferences and online sessions, and to countless others who have engaged with my dyslexia-focused social media page.

I have educated those who have asked me when it was I ‘caught’ dyslexia… “Is it contagious?” Or “How can ‘someone like you do a job like this’?”… and many others. This just shows, in 2023, how far we still have to go. I have people stumble over language around me when I talk about disability; quite frankly, so long as its not discriminatory or offensive, then I really don’t mind how people broach it. It’s the fact that we are talking about it that matters, and long may that continue.

At the time when I began my journey, I was by far one of the most senior people in policing talking about my dyslexia and showing that our amazing difference is not something that will hold you back. Now it is incredible to see so many others sharing their stories, of all ranks and grades right up to Chief Officer. This is absolutely amazing to see and I take my hat off to them, because I know how difficult it is to take that first step. When people see rank, they see success. We as dyslexics don’t see that a lot of the time: we see frustration, challenge, disadvantage, an un-level playing field, failure and buckets of self-criticism. For example, I have sat 10 promotion boards to get to Superintendent.

What portrays this visually is the brilliant image by Sylvia Duckworth, a Canadian teacher who depicts the ‘Iceberg effect’. For me, nothing could be closer to the truth.

When I left school, I did so with no qualifications. Since my diagnosis 10 years ago, I have been to university and achieved a first class honours degree, a master’s degree whereby I got a distinction in my final research project, and I have just started a PhD, for which I obtained a funded scholarship having presented my vision for future research in my specialist field. I have also managed to get promoted from Sergeant to Superintendent. The dyslexic kid done good! How have I done this? Well nothing has changed – my brain is no different, I just now understand how it works. I have an intimate understanding neurodiversity and psychology (through my academia) and I understand what my brain needs in order to work more effectively. It’s a bit like rewiring a fused short circuit.

Let’s go back to the iceberg for one moment. Above the water: wow, look at what I have achieved! – which of course I am absolutely proud of. But I have also spent a considerable amount of time beneath the surface, which is very difficult to come up from because it has a tendency to keep dragging you back down, like a strong current as you try and swim against the tide. On bad days you are trying to do that blindfolded, in a storm. Mental wellbeing is incredibly important for neurodivergent people: mental health can very quickly become a viscous cycle of self-destruction, because neurodiversity at its core can impact on emotion and behaviour.

There are lots of methods that can assist you with keeping your brain regulated with the positivity it needs, such as mindfulness apps, coaching and mentoring, and reading (or listening to audiobooks) on the subject. Also important is the right support in your workplace, the right awareness of neurodiversity, workplace adjustments, and of course, a fundamental shift in culture.

I have, during my time, thankfully been able to influence change in process and policy both locally and nationally; and in my Force, I have a great Chief Officer team who really do ‘get it’. We revolutionised reasonable adjustments for promotion processes in particular, and were very early adopters of policy and practice I now see embedded nationally. That said, there is still a long way to go, and I know we don’t get it right every time. Every time we don’t, that impacts on a person, just like you and me. So we need to listen, learn and continue to share experiences.

I am seeing the increasing number of support groups appearing for neurodiversity both locally and nationally, and there are some really exciting things on the horizon. There are also working groups actively leading and influencing change nationally, across all of the key policing stakeholders and partnerships.

My next adventure is navigating the pathway to an ADHD diagnosis. Again, I have read so many stories around people’s experiences and reflections as they have embarked and progressed on this journey, that I now set out myself with less fear that I may have felt without them. I will write about this as it progresses.

My once lone voice is now echoing off the walls – it’s amazing to see, and long may it continue. We all need to keep encouraging people to speak up because their voice isn’t a lone one; and together, as a community we can continue to do great things. ∎