Book Review - The Canary Code

THE CANARY CODE: A Guide to Neurodiversity, Dignity, and Intersectional Belonging at Work.  Ludmila N. Praslova PhD (2024, Kindle Edition)

Does your organization place strategic value on enhancing diversity, equity, inclusion, and belonging (DEIB)? How (neuro)inclusive is your leadership development system? In what ways might the system of leadership development and advancement need to change to ensure all forms of diversity, including neurodiversity, in the talent pipeline? If these types of questions are of interest to you and/or your organization, this book is a must read.

Dr. Ludmila Praslova, author of “The Canary Code”, is a Professor of Psychology and the Founding Director of Graduate Programs in Industrial/Organizational Psychology at Vanguard University of Southern California. She is a renown international thought leader and consultant with a passion for researching and helping organizations and leaders develop a systemic and comprehensive approach to inclusion informed by an understanding of neurodiversity⎯encompassing those with autism, ADHD, dyslexia, dyspraxia, Tourette’s and other neurominority conditions. This book not only draws from her extensive research, consulting and teaching practices, but also from her lived-experience as a member of the autistic community⎯which adds authenticity and depth to her work.

From Praslova’s perspective, exclusion systems rob people of opportunities, and rob organizations of talent (a lose-lose situation). To unlock neurodivergent abilities, inclusive talent systems are needed that require an approach that is “intersectional” (enabling those facing multiple barriers), “comprehensive” (encompassing all elements of the talent system), “embedded” (spanning policies, systems and practices), and “informed” by the perspective of the marginalized. 

The book’s title, The Canary Code, is based on the thesis that, as canaries in the coal mine, many neurodivergent people are affected by unhealthy work environments (i.e., where conflict is common due to disrespectful, noninclusive, unethical, cutthroat, abusive, and/or highly political working conditions) before others are. The way to counteract such environments is to start at the margins, to create systems that support the people most sensitive to toxic problems in the workplace, who are the most excluded. In her book, The Canary Code, Praslova offers a guide, including a framework that is centered on six core principles (participation, outcomes focus, flexibility, organizational justice, transparency and valid measurement) and tools for embedding inclusion across the entire talent cycle and for creating fair, outcomes-focused cultures in which everyone can participate and belong. 

Part One of the book begins with an introduction to the foundations of neuroinclusion (i.e., its origins, terminology, myths and misunderstandings), followed by the key concepts and principles underlying the Canary Code framework that is the core of this book. Each chapter includes case studies and stories of organizational success and of neurodivergent individuals navigating work. Parts Two to Four (inclusive) constitute the applications portion of the book in which each of the following areas of organizational practice are addressed in detail: 

• removing access barriers to work by improving recruitment, selection, onboarding, accommodations; 

• removing success barriers by making the work environment, performance management, and organizational culture neuroinclusive; and 

• an in-depth exploration of inclusive leadership and neurodivergent leadership. 

Finally, in the Conclusion,  Praslova outlines the ways for everyone to lead and participate in changemaking and creating an inclusive future of work.

Following are a sample of the chapter-based “key takeaways” this reviewer found particularly noteworthy:

• A holistic approach to inclusion is likely to be the key to belonging for everyone—and belonging is the key to retention, productivity, and engagement.

• Organizational statements and PR cannot “create” belonging because it is processed on deep emotional and embodied levels.

• Organizations can start implementing neuroinclusion in many ways, from baby steps to system-wide.

• Selection practices [in the hiring process] are rapidly evolving. On the one hand, there is a promise that AI will help eliminate human bias in selection. On the other hand, automated screening systems may instead multiply this bias.

• Most of the data we currently have predicts success in organizations that are not neuroinclusive, which limits the usefulness of that data.

• To create a strong foundation for belonging, organizational pre-boarding and onboarding practices should consider individual differences and intersectional inclusion needs. One size does not fit all.

• The “open office collaboration advantage” is a myth. Research shows that open offices undermine collaboration and overall productivity for all employees. They are particularly exclusionary to neurodivergent employees.

• Both positional and grassroots leaders can contribute to creating anti-toxic—actively kind and intentionally helpful environments.

• To sustain the work of inclusion, leaders must define their WHY.

A distinct feature and strength of this book is its inclusive design. Specifically, most chapters of the book include multiple types of content (i.e., real-life stories, case studies, scholarly research, points of practice, developmental questions), each denoted by a specific icon—which enhances accessibility to different types of readers who may prefer to dip in and out of a topic, rather than take a deep dive into the totality of the book’s content chapter-by-chapter. Other significant features of this book include:

• Key takeaway points from each chapter are combined into a single “Spoiler Alert” Appendix.

• Checklists for neuroinclusive hiring, all types of meetings (virtual, face-to-face, hybrid), and for understanding adult diagnosis and avoiding stereotyping are provided in separate appendices.

• Guidance and tools for helping workers to thrive and to make workplaces more neuroinclusive are offered for HR and upper management, managers/supervisors, and employees/individuals.

The Canary Code is well-written and presented in an engaging manner. The key concepts and principles underlying the Canary Code framework are well-researched and evidence-based. That said, it should be mentioned that some of the organizational inclusive practices referenced in the book may no longer be current, given the impact of shifts in economic and political contexts that have occurred since the writing of this book. That said, the points of practice that are described offer valuable insights into positive actions that can be employed to improve inclusivity in the workplace.

As stated by the author, “Neurodiversity in leadership is rarely discussed. However, studying examples of neurodivergent leaders can help us develop a deeper understanding of different types of leadership.” The key Canary Code principles can help improve the work experience for everyone. From this reviewers perspective, this book should be a “must-read” in every leadership development program and used as a “go-to” resource guide for organizations interested in creating a more inclusive workplace environment.