Neurodiversity & Neuroinclusion Blog

Most organisations want to hire neurodivergent talent. But their recruitment process often filters out the very people they hope to attract—by measuring coping skills (speed, social performance, tolerance of ambiguity) rather than job-relevant skill. Neuroinclusive recruitment isn’t about lowering standards. It’s about making selection methods valid, accessible, and fair. This post is a practical guide for HR, hiring managers, and leaders: where bias shows up, what to change,

On 17 March 2026, we’re hosting an online roundtable called “Autistic-Inclusive Digital Communication Roundtable: Toolkit to Training” with Queen Mary University of London. The session is designed to do something we care about deeply at Divergent Thinking: turn strong research into practical training employers can actually use. You can view the event here: Autistic-Inclusive Digital Communication Roundtable: Toolkit to Training What makes this event feel important to us is th

Most organisations don’t have a “meeting problem”. They have a decision problem. Meetings become long, ambiguous, and exhausting when people aren’t clear on why they’re there, what’s being decided, and what happens next. Neurodivergent colleagues often feel the cost first—but the benefit of fixing meetings is universal: less rework, fewer misunderstandings, faster execution. If you want your managers trained to run neuroinclusive meetings (online or in-person), start here:...

If adjustments in your organisation depend on who someone’s manager is, you don’t have a system—you have luck. A clear reasonable adjustments policy turns legal duties into predictable practice, reduces disputes, and builds trust. Below you’ll find a concise, copy-paste policy you can adapt, followed by implementation notes and common traps to avoid. This guidance tracks the Equality Act 2010 (employer duty to make reasonable adjustments), the EHRC Employment Statutory Code o

If you’re buying neurodiversity training in the UK, you’re probably juggling a familiar set of pressures: managers need practical skills now teams are overloaded you want consistency around reasonable adjustments you don’t want “tick-box awareness” that changes nothing you need something that fits your organisation’s reality This guide is written for employers commissioning training. It’s not about buzzwords. It’s about what good training looks like, how to structure it, and

Most training fails for a boring reason: the organisation returns to its defaults. People attend a session, feel motivated, then go back to unclear priorities, chaotic meetings, and inconsistent adjustments. Nothing is reinforced, nothing is measured, and the habits that create friction stay in place. If you want neurodiversity training to create real behaviour change, treat it like implementation—not an event. This post gives you a practical six-week plan you can run after a

Most corporate training is polished, popular — and forgettable. Slides are tidy, feedback is warm, and yet behaviour at work barely shifts. Neuro-inclusive training solves the problem by designing for how people actually learn, not how we hope they learn. The best scaffold for this is Universal Design for Learning (UDL): multiple ways to engage, multiple ways to take in information, and multiple ways to show understanding (CAST, 2018). Done well, UDL reduces cognitive load, r

If you manage people, you’re already doing neuroinclusion work—whether you call it that or not. Because most “neurodiversity challenges” at work aren’t about capability. They’re about design: unclear expectations, inconsistent feedback, chaotic meetings, shifting priorities, and adjustments that depend on how confident someone feels asking. Good manager training fixes the design. Bad manager training adds jargon. Here’s how to tell the difference—and what to do next. During a

Managers need a way to act this week, not after a six-month policy rewrite. A simple traffic-light model turns neuro-inclusion from intent into practice: Green changes you can approve instantly, Amber changes you coordinate with colleagues, and Red changes that need bespoke support (for example, Occupational Health or procurement). It’s lawful, practical, and it scales. Why this works UK guidance emphasises needs-led, proportionate adjustments; diagnosis is not a prerequisite

Most organisations don’t fail at neurodiversity training because they chose the “wrong topic”. They fail because they buy a session that can’t translate into day-to-day manager behaviour—so the organisation returns to its defaults: vague priorities, inconsistent adjustments, and meetings that create ambiguity instead of decisions. If you’re commissioning neurodiversity training (especially for managers), these seven questions will tell you whether it will stick. If you want t

A practical 10-point self-audit for managers who want clearer expectations, fairer support and day-to-day habits that make neuroinclusion stick.

Most managers don’t need more theory. They need a repeatable way to reduce confusion, rework, and overload—fast. The good news: a huge amount of neuroinclusion is just clarity, applied consistently. This post gives you a simple 30-minute “clarity upgrade” you can run with your team this week. It reduces friction for everyone, and it’s especially helpful for neurodivergent colleagues (without requiring anyone to disclose anything). If you want a session that teaches managers a

Most managers don’t mean to create exclusion or risk. The problem is that everyday management defaults—vague priorities, informal feedback, chaotic meetings—create predictable failure modes. Neurodiversity training for managers should make those failure modes visible, then replace them with practical behaviours that improve performance for everyone. This post lists 12 common mistakes I see across organisations, and a simple fix for each. If you want manager-ready training (on

If you’re commissioning neurodiversity training for managers in the UK, here’s the uncomfortable truth: Most sessions are informative, well-intentioned, and still don’t change how managers manage. To change behaviour, training must teach managers what to do differently in the moments that matter: setting expectations, prioritising work, running meetings, giving feedback, and handling reasonable adjustments confidently. This post gives you a practical manager-training agenda y

One of the hardest parts of neuroinclusion is that support is not always simple. Sometimes one employee needs a quieter, lower-stimulation environment, while another works best with regular verbal collaboration. One person wants cameras off in meetings to reduce overload, while another relies on visual cues to communicate well. One colleague needs more predictable routines, while another needs flexibility because rigid structure makes their work harder. This is where many man

If you’re commissioning neurodiversity training, you probably want the same things every employer wants: practical change, not a tick-box session confident managers fewer misunderstandings and less rework a reasonable adjustments process people trust delivery that’s accessible and professional This FAQ answers the questions HR, L&D, DEI leads and managers ask most often—so you can buy training with clarity. If you want to explore Divergent Thinking’s training options, start h

If you’re searching “reasonable adjustments examples” for neurodiversity, you want specifics—not slogans. Below is a plain-English guide with high-impact changes you can put in place this quarter, grounded in UK guidance and credible standards. Use it whether you’re an employee crafting a request or a manager building a baseline support menu. Under the Equality Act 2010, employers must make reasonable adjustments to remove substantial disadvantage for disabled workers—which i

If you’re looking for neurodiversity training, you’ll notice the market is all over the place. Some providers charge very little for a generic webinar. Others charge significantly more for tailored work. The difference isn’t just “brand”. It’s what you’re actually buying: a talk, a skills session, a behaviour change programme, or a systems intervention. This post explains what drives cost, what’s worth paying for, and how to buy neurodiversity training in a way that delivers

Creating a truly neuroinclusive work environment is no longer a nice-to-have. It is essential for organisations aiming to improve performance, wellbeing, and retention. Neurodiversity encompasses a range of cognitive differences including autism, ADHD, dyslexia, and more. These differences bring unique strengths and challenges that, when understood and supported, can transform workplaces. In this post, I will share clear, practical, and evidence-informed strategies to help yo

Practical UK examples of reasonable adjustments for autistic, ADHD, dyslexic and dyspraxic employees—plus guidance on making support work.