Valuing diversity

This chapter covers two important topics: neurodiversity and multicultural teams. Through a lack of understanding those people described as neurodivergent have been regarded as ‘different’. As a result, their contributions to workplace objectives in terms of their knowledge, skills and aptitudes have been undervalued and underused to the detriment of the individuals concerned and the police service. However, there is a growing realisation that neurodivergent people have much to offer alongside their neurotypical colleagues and that all ‘labels’ in the workplace should be dropped and the talents of individuals harnessed for the greater good. Sergeants and inspectors need to recognise that no two people are the same and all our brains work differently. They should encourage the full participation of all team members and recognise that everyone has a value and should not be stigmatised. Conforming to changes in society, workplaces often have within them people from different countries, ethnic backgrounds, cultures and religions, working alongside indigenous colleagues. Having different backgrounds and perspectives can, as in the case of neurodiverse people, enrich the team effort. However, cultural issues, language difficulties and inclinations to form groups arising out of people being from the same background can cause problems with team cohesion and efficiency. As team builders sergeants and inspectors have to combine team members into one motivated and effective force.