Showing posts with label Autism. Show all posts
Showing posts with label Autism. Show all posts

Four autism subtypes map onto distinct genes, traits

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26/03/2026

Four autism subtypes map onto distinct genes, traits

By: Giorgia Guglielmi
The Transmitter: 17/07/2025
DOI: https://doi.org/10.53053/BZOX1294

Giorgia Guglielmi is a freelance writer covering the life sciences, biomedicine and science policy. Her stories have appeared in Nature, Science, NOVA Next and other publications.

Giorgia has an M.Sc. in science writing from the Massachusetts Institute of Technology and a Ph.D. in biology from the European Molecular Biology Laboratory.

An analysis of more than 5,000 autistic children and their siblings underscores the idea that autism can be understood as multiple conditions with distinct trajectories.

Autism has long been seen as a single—if highly heterogeneous—condition. But rather than one continuous spectrum, there are distinct autism subtypes, each tied to its own genetic signature, a new study suggests.

The research, published 9 July in the journal Nature Genetics, connects genetic differences to specific patterns in how autism traits appear, supporting the notion that there are “many autisms,” says Michael Lombardo, senior researcher of neurodevelopmental disorders at the Istituto Italiano di Tecnologia in Genoa, Italy, who was not involved in the work.

Identifying the genes linked to autism subtypes is just the beginning, Lombardo says. The real challenge now, he adds, “is unraveling the biology that stems from those genes.”

The researchers, led by Olga Troyanskaya, professor of computer science and integrative genomics at Princeton University and deputy director for genomics at the Flatiron Institute in New York City, used a computational model to analyze data on 5,392 autistic children aged 4-18 years and their non-autistic siblings collected through the SPARK study. (The Flatiron Institute and the SPARK datasets used in the study are funded by the Simons Foundation, The Transmitter’s parent organization.) The data include genetic findings and parent-reported information on developmental milestones, cognitive and behavioral traits, co-occurring conditions and family history.

The machine learning analysis grouped the autistic people into four subtypes based on their genetic signatures and clinical patterns.

The “Social/behavioral” group—accounting for 37 percent of the sample and whose participants show repetitive behaviors, communication challenges and co-occurring conditions, but few developmental delays—has common genetic variants linked to ADHD and depression, and rare variants in genes active primarily after birth in certain brain cells. Another 19 percent belong to the “Mixed ASD with Developmental Delay” group, which hit many milestones later in development than children without autism but typically don’t have co-occurring conditions such as anxiety and depression; these participants carry many rare, damaging variants—both inherited and new—in genes active during early brain development in utero.

[The real challenge now] ‘is unraveling the biology that stems from those genes.’ - Michael Lombardo

Another group, called “Moderate challenges” (34 percent), is distinguished by a developmental pattern similar to the Social/behavioral group, though with less severity; its participants have rare genetic changes in less essential genes, which may explain their mild core autism traits. The 10 percent of children in the “Broadly affected” group, on the other hand, have prominent autism traits from an early age and carry a heavy load of rare mutations in key genes, including targets of a protein involved in fragile X syndrome.

These genetic differences track with the ages at which children reached certain developmental milestones and their age at autism diagnosis. For example, the groups with variants in early-expressed genes—the Broadly affected and the Mixed ASD with Developmental Delay groups—showed delays in early developmental skills and earlier diagnoses, whereas the group with variants in genes expressed after birth—the Social/behavioral group—had later diagnoses and developmental timelines similar to those of non-autistic children.

“There are a lot of kids who seem very neurotypical until a bit later in childhood,” says study investigator Natalie Sauerwald, associate research scientist of computational genomics at the Flatiron Institute. “The fact that we were able to find genetics that aligns with that was really surprising.”

Other research efforts have identified autism subgroups, but none currently offer the definitive take on how to group populations within the autism spectrum—likely because results depend on who’s studied and how, Lombardo says. The new study included children aged 4-18, which increased the sample size but introduced variability, because a preschooler and a teenager are at different developmental stages, he says. His own work, focused on narrower age ranges, has found fewer subtypes, suggesting that different datasets may yield different subtypes.

In addition, rather than linking genes to single traits as in past investigations, Troyanskaya and colleagues looked at a person’s overall combination of traits.

The team validated their new findings using data from the Simons Simplex Collection (SSC), which contains information gathered by clinicians. The autism subtypes identified based on parent-reported data were consistent with those found in the SSC, which suggests that the subtypes reflect real differences, Troyanskaya says.

As more data become available, the identified autism subtypes may be further refined, revealing additional genetic and clinical details within each group, she says.

More data can validate the findings across diverse populations and adult cases, which could eventually lead to more tailored diagnoses and support in the future, Sauerwald says.

Thomas Bourgeron, director of the Human Genetics and Cognitive Functions Unit at the Institut Pasteur in Paris, who was not involved in the work, agrees. “Some individuals need medical support, maybe gene therapy, and others need better inclusion in society, better recognition of neurodiversity and so on,” he says.

However, he adds, a common limitation in autism research is that it focuses too much on clinical data and not enough on real-life experiences, so there’s a need for more practical, long-term information to better understand how autism affects daily life. “We need to have a better idea of the trajectory of these individuals.”

Fig. 1: Overview of study design and description of identified subclasses.

Decomposition of phenotypic heterogeneity in autism reveals underlying genetic programs | doi:10.53053/BZOX1294

James Simons: My Guiding Principles

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I'm a fan of Jim Simons. A brilliant mathematician, he made a fortune and then donated billions to support mathematics and open scientific research through the Simons Foundation, which he and his wife Marilyn established. Marilyn was the President, and Jim was the Chair. 

All the research results are made freely available. The foundation publishes Quanta, which is free and better than Nature. I often reproduce Quanta articles on this website.

Jim died last year.

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    James Simons: My Guiding Principles

    By: James H. Simons
    Simons Foundation: January 22, 2020

    The chair of the Simons Foundation describes his five principles for building a successful organization.

    The foundation began in 1994, and in its early years, it had no particular mission and was simply Marilyn’s and my vehicle for distributing charity. In 2003, after the foundation had grown considerably (in part due to principle 5!), Marilyn and I became interested in autism — its cause and possible methods of alleviating its symptoms. We didn’t know how to begin this effort, but in the summer of that year, a friend of ours agreed to convene a roundtable of outstanding neuroscientists as well as some people who were already working in the field. We learned a great deal from this: first, that autism is very largely genetic; and, second, that few great scientists were working in the field.

    Our mission seemed clear: Attract great scientists, and begin with genetics. This decision was consistent with principle 1, since no one to our knowledge was taking this combined approach. A second decision was to bring Mike Wigler of Cold Spring Harbor Lab, a friend of mine and one of the world’s greatest geneticists, into the game. We were off and running.

    Another decision Marilyn and I made that year was to focus the foundation almost exclusively on mathematics and science research. Again, this was consistent with principle 1, as very few U.S. foundations had such a focus, and we felt we could really make a difference.

    After a few years of my overseeing the autism project, Marilyn and I realized that we needed an outstanding scientist to head the project, and we were lucky enough to hire Gerry Fischbach, the first scientist on the foundation staff. Not only was Gerry terrific, but he was indeed fun to work with. Together with Mike Wigler and a small staff, he created the Simons Simplex Collection. This was a cohort of almost 3,000 families that included both parents, one and only one child with autism, and at least one unaffected sibling. A great deal of effort was expended in designing and implementing this collection, and it has led to an enormous amount of great science. I consider this collection a beautiful thing — a fine example of principle 3.

    The Simons Foundation Autism Research Initiative (SFARI) has now gone on for 16 years. When Gerry stepped down in 2013, Louis Reichardt, an outstanding scientist and leader, became its head. Our perseverance has borne fruit. Not only have we discovered numerous genetic causes of the condition, but our first drug trials have been initiated. Our patience to some extent exemplifies principle 4.

    The next area we focused on was math and physical sciences (MPS), and at Marilyn’s suggestion, we brought on David Eisenbud to head that effort. David’s first step was to invite to the foundation a group of mathematicians, a group of theoretical physicists and a group of computer scientists to tell us what the foundation could do to advance each of their respective fields. The math and physics groups proposed various grant programs, which were subsequently put in place, but the computer science group wanted only one thing: an institute for theoretical computer science. There was no such institute in the world.

    A competition was established among leading U.S. research universities, and after several winnowing rounds, Berkeley was selected. Not only was their proposed leader, Richard Karp, an outstanding and renowned computer scientist, but Berkeley also agreed to give us the entirety of a small building that they would renovate for our purposes. This institute is now in its sixth year and has been an outstanding success, attracting multitudes of visitors and being run in a beautiful manner. The creation of this institute exemplifies principles 1, 2 and 3.

    Guiding Principles

    IN LATE 2010, just after I stepped down from Renaissance and started full-time at the foundation, I gave a talk at MIT. Marilyn accompanied me to the talk, and on the way there, she suggested that at the end I discuss my values. I felt ‘values’ was not quite the right word, so I used ‘guiding principles’ instead. They are listed below, and I believe they have been useful in my life and careers. After setting them forth, I will give a number of examples of their effect in building the foundation.

    1. DO SOMETHING NEW; DON’T RUN WITH THE PACK. I am not such a fast runner. If I am one of N people all working on the same problem, there is very little chance I will win. If I can think of a new problem in a new area, that will give me a chance.
    2. SURROUND YOURSELF WITH THE SMARTEST PEOPLE YOU CAN FIND. When you see such a person, do all you can to get them on board. That extends your reach, and terrific people are usually fun to work with.
    3. BE GUIDED BY BEAUTY. This is obviously true in doing mathematics or writing poetry, but it is also true in fashioning an organization that is running extremely well and accomplishing its mission with excellence.
    4. DON’T GIVE UP EASILY. Some things take much longer than one initially expects. If the goal is worth achieving, just stick with it.
    5. HOPE FOR GOOD LUCK!

    After a few years, Yuri Tschinkel succeeded David as head of MPS. Yuri is an excellent mathematician and a pleasure to work with. Under his leadership, a number of excellent grant-making programs have been initiated, as well as several collaborations (discussed below).

    The last grant-making area to be established was life science, headed by Marian Carlson, a member of the National Academy of Sciences and a totally fun person to work with. She too has initiated some innovative programs and collaborations (discussed below).

    As the programs grew, particularly SFARI, there was increasing need for IT personnel. This problem was solved by bringing on board Alex Lash, a very senior IT type at Memorial Sloan Kettering. I learned the hospital was quite unhappy to lose him, but Marilyn and I were delighted to hire him, and he gradually built an excellent team of almost 30 people who serve both the science and administrative sides of the house.

    In 2012, we came up with a new approach to grant-making, what we called collaborations. These would be goal-driven efforts involving a fairly large number of investigators from various institutions around the world, lasting as long as 10 years, or perhaps even more. To determine whether this was a good idea, we convened a weekend meeting of distinguished scientists from a broad set of fields. By the end of the meeting, we had decided this was indeed a good idea, provided the goal was extremely important, there was a reasonable chance of achieving it, and the leadership was outstanding.

    The first of these collaborations was Origins of Life, which was quickly followed by the Global Brain, an effort to understand the dynamics of the brain as a whole. Today we have 18 active collaborations covering life science, math and physical sciences. By and large these are going very well. This program is a clear example of principle 1, as we know of no other foundation or government organization that funds such efforts.

    In the course of the weekend meeting on collaborations, it was suggested that we create an institute devoted to data science. I liked this idea very much, since the wealth I had amassed was based on data science in the financial world, but instead of creating an institute on a university campus, I thought to assemble such an activity in-house. Marilyn was in full agreement. We were fortunate to recruit Leslie Greengard to head this effort, which became known as the Simons Center for Data Analysis (SCDA). Leslie not only is an outstanding applied mathematician, being a member of both the National Academy of Sciences and the National Academy of Engineering, but also holds an M.D. from Yale. He focused SCDA on computational biology and built up an excellent team. I consider this another example of principle 1, as nothing quite like this seemed to exist.

    SCDA worked so well that Marilyn and I decided to generalize the idea and create the Flatiron Institute for computational science. For this, of course, more space was required, and happily it existed right across the street! We recruited David Spergel from Princeton to build Computational Astrophysics, and then Antoine Georges from the Collège de France to build Computational Quantum Physics (working closely with Andy Millis). Finally, we determined that the fourth unit be Computational Mathematics, and that Leslie step down from Computational Biology to head this new unit. After a fairly long search, we decided to promote Mike Shelley, a group leader in the biology unit, to be its director. Underpinning this variegated research effort is the Scientific Computing Core, a team brilliantly headed by Nick Carriero and Ian Fisk.

    The Flatiron Institute has run magnificently in every way, its staff producing outstanding research and convening meetings and workshops that inspire other scientists to do the same. It clearly exemplifies principles 1, 2 and 3: it has originality and great leadership and is truly a thing of beauty.

    According to its bylaws, the Simons Foundation is intended to focus almost entirely on research in mathematics and science and to exist in perpetuity. If future leadership abides by these guiding principles, Marilyn and I believe the foundation will forever be a force for good in our society.

    Ten Things You Need to Know About Your Autistic Employee

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    17/05/2024

    Ten Things You Need to Know About Your Autistic Employee

    By: Dr. Michelle Garnett and Professor Tony Attwood
    Attwood & Garnett: 18/06/2024

    By Dr. Michelle Garnett and Professor Tony Attwood

    In today’s dynamic and diverse workplace, it is crucial to recognize the unique strengths and perspectives that neurodivergent individuals bring to the table. Autistic employees can be a tremendous asset to any organization, provided they are understood, supported, and valued. Here are ten important considerations for employers to keep in mind when interviewing and employing autistic individuals, grounded in research and a strengths-based approach.

    Focus on Strengths, Not Stereotypes

    Autistic individuals often possess exceptional abilities in various areas, such as single-minded focus, attention to detail, pattern recognition, and ethical and creative problem-solving. For example, many autistic people excel in roles that require precision and analytical thinking, others excel in the visual and dramatic arts, and others in the caring professions. They often have a strong moral compass, and are loyal, hard-working, committed, and compassionate. Recognizing and valuing these strengths in your autistic employee raises the bar for all employees.

    Clear and Direct Communication

    Clear, direct, and unambiguous communication is often the most effective way to interact with autistic individuals. Some autistic people find it challenging to interpret non-verbal cues or implied meanings, whilst others have made an art of it. Others find auditory information a struggle to quickly interpret and later remember. To enhance communication further for some, make it visual. Providing clear instructions and feedback will enhance understanding, performance and motivation.

    Structured and Predictable Environment

    Many people dislike change and uncertainty, but it is important to know that for an autistic person these are significant stressors. Thus, a structured work environment with predictable routines can help autistic employees thrive. Sudden changes or chaotic settings can interfere with work performance because they are so stressful. When possible, give advance notice of changes to schedules or tasks, and maintain a consistent work environment.

    Sensory Considerations

    Many autistic individuals are sensitive to sensory stimuli such as bright lights, loud noises, or strong smells. Be mindful of the sensory environment and make accommodations as needed. This might include offering noise-cancelling headphones, adjusting lighting, or providing a quiet, uncluttered workspace. Offering a retreat space where there is a very minimal sensory load can go a long way to assisting an autistic person to re-calibrate as needed throughout their working hours. Conduct a sensory assessment of the workplace with your employee and regularly check in to ensure that any adjustments are working.

    Inclusive Interview Techniques

    Traditional interview processes tend not to showcase the strengths of autistic candidates. Consider alternative interview methods such as practical assessments, work trials, or having an autistic interviewer on the panel. This allows candidates to demonstrate their abilities in a comfortable setting. If a candidate has disclosed their autism prior to interview, reach out to ask about any adjustments that help them feel more at ease, including sensory adjustments for the setting, like wearing a visor, or providing interview questions in advance.

    Support for Social Interactions

    Social interactions in the workplace can be challenging for both the autistic and non-autistic employees. Offer support, such as a mentor, to your autistic employees and organise training in autism for your nonautistic employees. Co-discover team-building activities that are inclusive and respectful of neurodiversity. For example, an autistic employee may not enjoy a weekend away with work colleagues with no space to recharge their battery in solitude, especially if the expectation is nonstop socialising.

    Reasonable Accommodations

    Under different legislation in different countries, employers are required to provide reasonable accommodations to autistic employees. These might include sensory accommodations as above, flexible work hours, remote work options, or specific tools and technologies. However, any accommodations are severely undermined when there is workplace stigma for asking for them or seeing them implemented. Organise training in autism for staff to debunk common myths and misconceptions and to teach about the realities of autism to directly fight negative stigma. Discuss openly with the employee to determine what accommodations are necessary for their success. Check in with other employees about their needs also, many accommodations for autistic people work very well for humans in general.

    Focus on Connection and Well-being

    Autistic individuals may be more prone to anxiety or stress, especially in a work environment that is not accommodating. A non-accommodating work environment tells the person that their concerns are not important, and even worse, not valid. Autistic people are very perceptive of emotional atmosphere. If they feel unsupported, they are likely to feel unsafe, and their well-being will be affected. Promote a culture of connection and well-being by offering resources such as a focus on healthy relationships at work that are driven by caring and respect, access to stigma-free counselling services as needed for all employees, stress management programmes, and creating a supportive, flexible work environment. All employees will benefit.

    Professional Development Opportunities

    Invest in the professional development of autistic employees. Provide opportunities for further training and career advancement. Recognize their potential for growth and offer pathways for them to enhance their skills and advance within the company. Autistic employees, like all employees, suffer stress when there are too many demands or too few. Many autistic people are driven, achievement-oriented, thrive on being challenged and love learning.

    Create an Inclusive Culture

    Fostering an inclusive workplace culture benefits everyone. Educate all employees about neurodiversity and the value it brings to the organization. Encourage empathy, respect, and understanding. Celebrate the contributions of autistic employees and ensure they feel valued and included.

    Conclusion

    Employing autistic individuals is not just about compliance with legal requirements; it is about embracing diversity and reaping the benefits of a diverse workforce. By understanding and accommodating the unique needs of autistic employees, employers can create a more inclusive, productive, and innovative workplace. This approach not only benefits autistic individuals but also enhances the overall organizational culture, leading to greater success and fulfillment for all employees.

    Where to from here?

    We have prepared a half-day training on autism, Autism Working, for employers, autistic and non-autistic employees, autistic people looking for work, and parents and family members. We will be discussing the advantages of autism in the workplace, common challenges, and ways to navigate the challenges successfully.