Monthly Archives: May 2011

Hunters, Farmers, ADD/ADHD, and Inclusion

Whenever my son’s ADD/ADHD comes up, I think of the classic hunter image: light of foot, highly alert, twitchy with energy, ready to jump at a moment’s notice.

So I can understand how Thom Hartmann, the radio commentator and lay scholar, developed his “hunters and farmers” hypothesis to explain the presence of ADD/ADHD in the human gene pool. He suggests that the genetic code for ADD/ADHD was a matter of survival in prehistoric times: our hunter ancestors absolutely required the alertness and “hyperfocus” characteristic of ADD/ADHD. People with ADD/ADHD are more like hunters. In contrast, farmers—well, the type of people they represent—are what our postmodern society often labels as “normal.” They deliberate, plan, decide, move carefully and intentionally and often linearly through life.

We need farmers. We also need hunters. Both do great work. But our society doesn’t value hunters nearly as much as it does farmers. Why not?

I see this up close in our educational system. It was built by farmers for farmers: people who learn methodically, by traditional methods. My son, on the other hand, learns best when in motion or expending physical energy to clear his mind. Yet he is required to spend all day sitting at a desk.  No wonder his teachers tell me things like “he would be a lot more productive if we could get him to stop moving all the time.”

But they’re wrong. In truth, they are most productive when my son is sitting in his seat. He is not.

In short, my son’s way of processing information has no outlet in today’s educational system. In the last few decades, his difference has been labeled a disorder, and pharmaceuticals promoted to treat it, so children can be “made normal” and “behave in school.” He is not misbehaving; he is simply learning in the way his brain learns best.

Many commentators have noticed that our school systems are failing in nearly every way. This is one more way. We need a new approach—and it has everything to do with the way we approach differences in general.

As it turns out, those of us with ADD/ADHD move through the world in a way that society would find useful. We can generate bright ideas fast and in great quantities. We can get more out of each minute than many other people. We contribute tremendous amounts of energy to every project we touch. We are often quick-witted, curious, comfortable with complexity, and ready to jump in where others may falter. The world desperately needs these traits.

This, in a nutshell, is why our organizations must actively encourage people to bring their differences to work. If all of us were hunters, we would miss out on the productivity and results that the careful planning and preparation of farmers can bring. As it is, our society, which favors farmers, often does miss out on all the ideas and the energy of us hunters. Only by leveraging both perspectives can organizations become even more than the sum of their parts.

Or, to put it more accurately, all perspectives. The distinction between hunters and farmers is not an either-or but rather a continuous spectrum, with people exhibiting many different combinations of hunter and farmer traits within themselves. This argues for bringing as many of these combinations to work as possible. So it is with any set of differences: the more of them we bring to the table, the more perspectives we have, and the better we can co-create the future that is within our reach.

Let’s learn to listen to all perspectives—whether you see them coming from a distance across the well-plowed field, or they jump out at you from behind the next tree.

Selected Traits of Hunters and Farmers

Hunters* Farmers
Are alert to every change in their surroundings Screen out “distractions”
Exhibit “hyperfocus” (intense attention spans) Exhibit sustained attention spans
Make quick decisions Deliberate before making decisions
Act at a moment’s notice Act methodically
Take risk without fear Measure risk, then act
Tend to leap to new conclusions or innovations Tend to think linearly
Are excellent innovators Are excellent planners

*Hunter traits are adapted from the works of Thom Hartmann, particularly Attention Deficit Disorder: A Different Perception (Grass Valley, Calif.: Underwood Press, 1993) and The Edison Gene: ADHD and the Gift of the Hunter Child (Rochester, Vt.: Park Street Press, 2003).

Get to Know Us

Do you sense a generation gap in your workplace? It may have less to do with the difference in generations than with tenure in the organization—and, more specifically, attitudes toward change.

In one corner are associates who have served the company for years, even decades. They have long since assimilated into the organization’s ways of working and interacting. Many of them see no reason for change and actively resist it. When approached with a new idea by someone with less experience, they might react with “wait until you’ve been here as long as I have, and then you’ll understand why we do things the way we do.”

In the other corner are change agents new to the organization. Often in the early stages of their career, they walk in the door, see the need for change everywhere, and press to make it happen. They are accustomed to the idea (from their schooling, their upbringing, or other influences) that they are entitled to start reshaping things in their environment from day one.  

Both groups are invaluable to the organization. Each brings a perspective that the other needs but does not have. Together they can move the organization forward far more effectively than each group could on its own.

What if they meet in the middle?

Those of longer tenure can, and should, honor the desire for change. Without change in this fast-changing marketplace, no organization can survive—and the perspectives of all associates, including new people, are needed to identify the changes necessary. At the same time, new people can advance the organization more effectively by supplementing their zeal for change with an ever-growing knowledge of the organization as it is. The more they know about the organization, the more aligned—and thus more relevant—their ideas for change are likely to be.

Many organizations fail to realize the importance of communicating this knowledge of the organization.  Often people learn their specific job tasks first and then, on their own, start picking up the ways of interacting that characterize the organization. If the environment were seen as part of the learning curve, new people might integrate faster into the organization and thus contribute more relevant ideas more quickly.

To longtime associates, the message is: welcome the perspectives of others. To new people, the message is: get to know us. Only when both happen can greater collaboration, meaningful change, and higher performance start to take place.