Neurodiversity & Neuroinclusion Blog

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

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 (o

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

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

Hiring should measure what matters for the job—not how fast someone can decode tiny text in a noisy room or navigate an inaccessible testing platform. This guide sets out lawful, evidence-based adjustments for psychometric and online assessments in the UK, so you can keep validity high and remove avoidable barriers. Your legal footing (in plain English) Under the Equality Act 2010, employers must make reasonable adjustments in recruitment where a disabled candidate would othe

If you’re HR or L&D, you already know the pattern: You commission neurodiversity training, people enjoy it, and then nothing changes. Managers still avoid adjustments conversations. Meetings still have no outcomes. People still “pick things up” through unwritten rules. This guide is a procurement-ready checklist designed to help you buy training that changes behaviour—not just awareness. If you want to see Divergent Thinking’s training options for managers and teams, start he

A lot of workplace burnout isn’t caused by “too much work”. It’s caused by too much invisible work : constantly decoding vague expectations compensating for unclear priorities tracking decisions that aren’t written down managing interruptions and context switching masking differences to avoid judgement doing emotional labour to seem “fine” Neurodivergent people often carry a disproportionate share of this invisible load—but the underlying problem is usually the same: work is

On Tuesday 3 February 2026 , the legal community gathered at Deka Chambers for an event hosted by ABC Partnership called “Neuro-Inclusive Chambers: Building Understanding & Confidence.” I (Nat) led the session as the founder of Divergent Thinking , and what struck me most was this: the room was full of people who know the Bar demands exceptional thinking, but who are only just beginning to ask whether Chambers are truly designed for the full range of minds already work

For Neurodiversity Celebration Week Divergent Thinking and the Blind Institute of Technology share practical, low-cost fixes that make hiring and training clearer, more accessible, and more effective. Poster of an event BiT and DT did together last year For Neurodiversity Celebration Week, we teamed up with the Blind Institute of Technology (BIT) to publish a guest piece on a topic that sits right at the overlap of accessibility and neuroinclusion: If your systems aren’t des

Great hiring is wasted if onboarding is guesswork. The first 90 days decide whether a new starter feels clear, capable and safe to contribute—or spends their energy masking and firefighting. Neuro-inclusive onboarding isn’t about special treatment; it’s about designing clarity, control and connection into the job from day one so people can do their best work without disclosure hurdles. Why onboarding is the highest-leverage inclusion moment Role clarity, early wins and social

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

The way people talk about fairness at work is starting to change. For a long time, many workplaces focused on equality. In simple terms, that means giving everyone the same thing: the same rules, the same process, the same tools, and the same expectations. That sounds fair at first. But in real life, people are different. They do not all process information in the same way, communicate in the same way, or work best in the same kind of environment. That is where equity comes i

Meetings either create clarity or cognitive drag. Neuro-inclusion is about designing for how brains really work: we need stronger signals before the meeting, tighter structure during it, and deliberate silence (recovery) after it. Do that consistently and you’ll see better decisions, fewer follow-ups, and calmer teams. Signal: tell people what kind of thinking is required Most meeting pain starts before anyone joins the call. Ambiguous invitations force people to guess th

A practical manager guide to neurodiversity and workplace conflict, with ways to reduce communication clashes and fix systems, not people.

Practical examples of reasonable adjustments at work for employers and managers, showing how small changes can remove major barriers.