Asperger's On the Job

Temple Grandin earned her Ph.D. in animal science from the University of Illinois, went on to become an associate professor at Colorado State University, and wrote two books on autism, including the seminal "Thinking in Pictures". One of the most celebrated -- and effective -- animal advocates on the planet, Grandin revolutionized animal movement systems and spearheaded reform of the quality of life for the world's agricultural animals.

Introduction
Chapter 1. Believe It
AS can be invisible; this can confuse employers and co-workers
People with AS may be told they don’t seem autistic; this is often invalidating
Problems with adult diagnosis
What the Employee Can Do
What the Employer Can Do
Chapter 2. The Big Consequences of Small Talk
Small talk is difficult and the source of great discomfort
Needing to know the ‘unspoken job requirements’
The AS view of small talk and its apparent importance over quality of work
Social rituals, humor, hyperlexia
People with AS like to work—they aren’t there to be popular
What the Employee Can Do
What the Employer Can Do
Chapter 3. Bluntness, Blunders, Boundaries and Emotional… Detachment
People with Asperger's have an irrepressible urge to inform
Blunders, politics and appropriate topics of conversation at work
Being misunderstood is a constant source of pain
Being logical rather than emotional can make an AS person seem cold
Being genuine is extremely important to the person with Asperger's
What the Employee Can Do
What the Employer Can Do
Chapter 4. Please Do NOT Fill In The Blank
Blank facial expression
Trouble with facial recognition
Eye contact
Body language (incl. stimming)
What the Employee Can Do
What the Employer Can Do
Chapter 5. Quiet Please
Overstimulation and the need for quiet
People with AS have a ‘fight or flight’ reaction to social contact
Getting confused by noise
The comorbid condition of post traumatic stress disorder
The Asperger ability to focus
Private workspace
What the Employee Can Do
What the Employer Can Do
Chapter 6. Good Common Sense
Environmental sensitivity – the canaries in the coal mine
Visual overstimulation
Fluorescent lights v. natural light
Fresh air and temperatures
What the Employee Can Do
What the Employer Can Do
Chapter 7. Trust me, I have Asperger’s
Internal motivation and a diligent, perfectionist attention to detail
The need for clear instructions
Deadlines and flexibility within time frames; flexible hours
Scrutiny v. trust impacts performance
Telecommuting as a possible solution
People with AS often work long hours and don’t need to be watched
What the Employee Can Do
What the Employer Can Do
Chapter 8. Perfectionism and that Famous Asperger Arrogance
People with AS are perfectionists
Intentions often misunderstood (wanting to make it better v. complaining)
Ability to perceive problems and what is wrong but not expressing it tactfully
Fluid Intelligence v. Crystallized Intelligence (people with AS have higher FI)
Feeling underutilized and underappreciated
What the Employee Can Do
What the Employer Can Do
Chapter 9. Polyester Prisons, Neck-tie Nooses and High-heeled Hell
Comfort is very important due to sensory issues
Certain work requirements seem impractical
Choosing what to wear
AS skin sensitivity and food allergies
What the Employee Can Do
What the Employer Can Do
Chapter 10. A Little R&R Goes a Long Way: Ritual and Routine
Maintaining control over a situation is a stress management technique
Little changes can cause big stress
Withdrawal is one form of control
Finding comfort in routine
Rigid adherence to ritual or control can be mistaken for stubbornness
What the Employee Can Do
What the Employer Can Do
Chapter 11. Don’t Tell Them Where You Heard This, But…
People with Asperger's often become the subject of gossip
Disclosure and/or keeping separate from the crowd doesn’t always help
Often familiarity breeds contempt (as ‘quirks’ come out)
The constant struggle to be accepted saps confidence over time
Gossip often destroys a person’s enjoyment of their job
Young or old, educated or not, we all gossip
Females often possess a naivetÉ that is mistaken for flirting or promiscuity
Getting along with coworkers is a major hurdle
Some get more comfortable over time—acceptance is key
What the Employee Can Do
What the Employer Can Do
Chapter 12. The High Cost of Low Behavior
Bullies cost employers money: in sick pay, turnover rates, and lost productivity
Definition of workplace bullying
People with Asperger's are very likely to be bullied at some point and make easy targets
The bully is sometimes the boss
Inadequacies in legal protection
What the Employee Can Do
What the Employer Can Do
Chapter 13. The Power of Praise
Obvious positive reinforcement is necessary due to AS inability to read subtle cues
Motivate people for the right reasons instead of punishing them for the wrong
Positive reinforcement must be done in real time, not after the fact
What people with AS want from their boss
What the Employee Can Do
What the Employer Can Do
Chapter 14. Working with Natural Strengths and Interests
Don’t push someone into a role they are unsuited for
Social weaknesses can be career strengths
An AS person might excel at just about any solitary activity in which they can control all the elements
Job-sharing or job-pairing
Medication controversy: AS is not psychological but neurological, although depression can and does occur as a comorbid symptom of Asperger's
There is no pill to cure autism and many would not want to be cured of AS
The Personal Job Map
What the Employee Can Do
What the Employer Can Do
Chapter 15. Psychometric Testing and the New Segregation
People with AS are non-conformist
The rise of the Personality Test (PT)
The controversy over PTs / unfair to autistics
Examples from a PT
The AS perspective of a PT
The role of the maverick or eccentric in the workplace
You can prepare for the PT
What the Employee Can Do
What the Employer Can Do
Chapter 16. Asperger's and Education: Star-crossed Lovers?
Despite high intelligence, love of learning, many have difficulty finishing school or getting a degree
Universities lack awareness and resources
AS employee may have abilities and intelligence greater than their education would indicate
Lower level jobs often require people skills
Switching jobs and careers several times is not unusual
A degree is no guarantee if workplace concerns are not addressed and needs met
What the Employee Can Do
What the Employer Can Do
Chapter 17. To Tell or Not to Tell, That IS the Question
Disclosure Pros and Cons
AS perspective
Discrimination and protection
What the Employee Can Do
What the Employer Can Do
Chapter 18. Bye Bye Black Sheep – Avoiding the Asperger Pre-emptive Strike
Avoiding the preemptive strike of ‘quit before you fail’
Warning signs
Reasons for early self-termination of employment (recap of issues)
Lack of meaning in life and feeling suicidal
Re-cap of all key advice and strategies for AS person
Chapter 19. REACH to Succeed
Explanation of acronym
The AS person can’t expect the whole world to change around them
Use the gifts of Asperger's to succeed
Summary of the main points of the book
Appendix A: Interview Tips for those with AS
Appendix B: DSM-IV-TR Criteria for Asperger's Syndrome
References
Resources