Exploring Neurodiverse Collaboration Between Autistic and Non-autistic Adults in an Online Setting: A Pilot Study

Abstract

Employment is an important aspect of independent adulthood, yet autistic adults typically face substantial barriers in the labor market, including high rates of un- and under-employment. To promote an inclusive workplace, the present study explored collaboration dynamics between autistic and non-autistic adults as they worked toward shared team goals in an online setting. We recruited nine dyads, including three dyads of non-autistic adults with an autistic adult (NA-AA), and six dyads of non-autistic adults (NA-NA). Our findings demonstrated that neurodiverse collaboration (autistic and non-autistic adults together) could lead to improved task efficiency at the group level and higher perceived team performance in individuals. However, in these collaborative settings, autistic adults reported higher levels of depression, anxiety, and stress compared to their non-autistic partners. Our findings demonstrate the unique contributions that autistic adults may bring into the workplace and highlight the need to develop workplace technologies supporting their collaborative experiences.

Prevalence estimates for autism have increased in recent years, averaging 1 in 36 children (Maenner et al., 2023) and 1 in 45 adults (Dietz et al., 2020) in the United States. Although considerable research and support exist for children on the autism spectrum, resources to facilitate their successful transition into independent adulthood remain limited (Wang & Jeon, 2024).

Employment is an important aspect of independent adulthood, yet autistic adults typically face substantial barriers in the labor market, including high rates of un- or under-employment (Anderson et al., 2021). A contributing factor may be the impact of neurodivergence on collaborative interactions in the workplace. Our long-term goal is to promote inclusive workplaces by enabling effective collaboration between autistic and non-autistic colleagues using current and emerging work technologies readily available in the workplace. To achieve this goal, the first step is to understand collaboration dynamics among neurodiverse team members and identify strategies to enhance the collaboration.

The present study explored collaboration dynamics between autistic and non-autistic adults as they worked toward shared team goals in an online setting. Specifically, we simulated remote collaboration, a work mode that has become increasingly common with the advancement of telecommunication technologies. Eligible participants were paired into two Dyad Types, non-autistic adults with an autistic adult (NA-AA) or with another non-autistic adult (NA-NA), to perform collaborative online programming tasks. Same-gendered individuals were matched within a 5-year age difference. For autistic adults, a diagnosis of Autism Spectrum Disorder (ASD) or related autistic disorder from a professional was required. Nine dyads were formed, including three NA-AA dyads and six NA-NA dyads.

Dyads completed two trials of a collaborative task over Zoom using an online programming platform. The task involved one participant controlling the platform and sharing their screen, while the other participant, with no control access, verbally guided the team toward task goals. Participants, in separate rooms, collaborated to achieve programming goals for up to 15 min for each trial, and alternated roles between the two trials. The order of the roles was counterbalanced across participants.

At the dyad level, we collected task time and collaboration quality as task performance. Task time was the duration taken to complete all task goals successfully or the full 15 min if not completed. Collaboration quality was quantitatively assessed through behavioral coding of video recordings, incorporating six dimensions based on the collaboration rating scheme by Rummel et al. (2011). Mixed-factorial ANOVAs were used to examine the effects of Dyad Type as a between-subjects variable and Trial as a within-subjects variable on the dyad-level measures. At the individual level, we collected participants’ perceived workload through NASA-TLX (Hart & Staveland, 1988), emotional states using the Depression Anxiety Stress Scale-21 (DASS-21; Lovibond & Lovibond, 2011), perceived task difficulty (Efklides et al., 1998), and perceived team effectiveness (Hua, 2010; Sallnäs, 2005). Two-level mixed-model ANOVAs were used to examine the effects of Dyad Type, individual Neurodevelopmental Condition, and Trial on the individual-level measures.

Our findings demonstrated that neurodiverse collaboration (i.e., autistic and non-autistic adults together) could lead to improved task efficiency, evidenced by shorter task time at the dyad level and higher perceived team effectiveness at the individual level. However, in these collaborative settings, autistic adults tended to experience higher levels of depression, anxiety, and stress compared to their non-autistic partners. One explanation for such a difference in emotional states is that autistic adults’ perceived workload did not decrease as they progressed in completing tasks. In the meantime, the demands of ongoing social communication in these collaborative settings might further contribute to their increased negative emotional experiences.

Findings from this study also generate future research directions regarding the development of services and support mechanisms for autistic adults in the workplace. First, to effectively empower autistic adults in the workplace, further research is warranted to explore the root causes of the elevated negative emotional experiences in autistic adults. Determining whether such experience results from inadequate emotion regulation (i.e., less self-soothing), repeated exposure to social communication, or other factors would help clarify the emphasis on future technologies for neurodiverse workplaces. Second, the findings revealed the advantages of including autistic adults in collaborative tasks to improve team performance. This key finding can be used to raise employer awareness, encouraging the strategic placement of autistic adults in roles where their unique strengths can be fully utilized.