Understanding Dyslexia: Insights for People Working in the Oilfield

May 12, 2026

In any operation, clear communication can be the difference between a smooth shift and a serious incident. Yet one thing we rarely talk about is how differently people process information—and what that means for training, hiring, and safety.

In a recent episode of The Crude Cast, I spoke with Russell Van Brocklen, a dyslexia researcher and educator, to better understand what dyslexia actually is and how insight from his field can help people working in high-stakes industries like oil and gas.

Dyslexia isn’t about intelligence or effort. From a scientific standpoint, it’s a difference in brain activity. Dyslexic brains rely less on the back areas typically used for early reading and more on the front regions associated with higher-order thinking. What that often produces in adults is not weakness—but specialization. Many people with dyslexia become deeply focused experts in narrow domains.

That idea should resonate in the oilfield. We already depend on specialists—people who really understand P&IDs, pressure behavior, rotating equipment, controls, or process flow. Russell’s point is simple but powerful: when people are placed in roles aligned with how their brains work, performance improves dramatically. When they’re not, even highly motivated people disengage or struggle.

One of the most practical insights from the conversation was about training. Most of us are taught to explain jobs from the “big picture” down to the details. For many neurodiverse individuals, including those with dyslexia, that approach creates confusion. Russell recommends the opposite: start ultra-specific, then move outward. Define one task clearly, have it written out step-by-step, and confirm understanding before moving on.

This matters because in oil and gas, misunderstanding a single step can have downstream consequences—pressure releases, equipment damage, or injuries. Using short written steps and having a supervisor review them may feel slower upfront, but it dramatically reduces long-term risk. Interestingly, once trained this way, many dyslexic workers become some of the strongest advocates for procedure compliance and safety consistency.

Another key takeaway is hiring. Russell suggests a deceptively simple interview question: “What’s your specialty?” People with dyslexia often know exactly what they’re good at and what they’re passionate about. If that specialty aligns with the role, they can become exceptional contributors. If it doesn’t, placing them there is a disservice to both the employee and the company.

Finally, the conversation touched on AI—not as a replacement for thinking, but as a guardrail. Used correctly, AI tools can help organize thoughts, clarify steps, and support written communication, as long as human judgment and approval remain in the loop.

The goal of this conversation wasn’t to turn oilfield workers into neurologists. It was to build awareness. When we understand how people think—not just what they know—we create safer operations, stronger teams, and better outcomes. Dyslexia isn’t something to work around; it’s something to understand. And in the oilfield, understanding people is just as important as understanding equipment.

Frequently Asked Questions

What is dyslexia in the workplace?

Dyslexia is a neurological difference that affects how people process written language and information, often influencing learning and communication styles.

Can people with dyslexia succeed in oil and gas operations?

Yes. Many people with dyslexia excel in specialized operational roles involving systems, equipment, troubleshooting, and pattern recognition.

How can oilfield training improve for neurodiverse workers?

Using step-by-step written procedures, confirming understanding, and focusing on specific tasks before broader concepts can improve training outcomes significantly.