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.

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

Why dyslexia is not a deficit but a compatibility problem between people and systems, and how better design can unlock different strengths at work.

Short answer: you don’t have to. Many people thrive without telling anyone; others unlock vital support by sharing the right information with the right person at the right time. This guide sets out the trade-offs, timing, scripts, and privacy essentials so you can choose deliberately. Do you have to tell your employer? No. There’s no general legal duty to disclose a disability or neurodivergent condition. If you do tell them, they are expected to act supportively and conside

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

Done well, an occupational health (OH) referral is a practical, confidential way to understand someone’s work capacity and agree proportionate adjustments. Done badly, it’s a vague letter and a trust problem. Here’s a plain-English guide—employee and manager views—grounded in current UK guidance. What an OH referral is (and isn’t) Purpose: to give the employer expert advice on function and workplace adjustments, not a diagnosis deep-dive. OH is a medical service used to help

Most workplaces don’t have a neurodiversity “problem”. They have a clarity problem. Neurodiversity simply makes the costs of vague communication, messy meetings, and shifting priorities show up faster—and hit harder. So a practical introduction for teams shouldn’t be a list of diagnoses. It should be a guide to working well together without mind-reading. If you’re looking for an interactive session for your team (online or in-person), the training options are here: https://ww

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

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

A practical employer guide to neurodiversity and AI at work, covering risks, bias, vendor questions, accessibility, and responsible use.

Why Dyslexia Awareness Week matters for adults too, and what workplaces can learn from raising the volume on dyslexia, support, and inclusion.

Onboarding sets the tone for everything that follows. If a new starter spends their first weeks trying to decode vague expectations, chase missing information or hide support needs, the organisation is already losing energy it could have invested in confidence, belonging and performance. That is why neuroinclusive onboarding matters so much. It is not a “nice to have” extra after recruitment. It is one of the clearest places where inclusion either becomes real or falls apart.

Autism in the workplace is still too often framed as a problem to manage rather than a difference to understand properly. That is one reason so many autistic employees end up spending energy not just on their jobs, but on decoding vague expectations, managing sensory overload, navigating unclear communication and masking their natural way of working. Practical support makes a difference because many workplace difficulties linked to autism are not caused by lack of ability. Th

Practical ADHD workplace support that helps employees reduce friction, use strengths, and succeed in systems that are easier to navigate.

A practical guide to Access to Work for neurodivergent people, including what it can fund, who can apply and how to describe workplace barriers clearly.

Dyspraxia—clinically known as Developmental Coordination Disorder (DCD)—is a lifelong neurodevelopmental difference that affects motor coordination and often interacts with planning, working memory and time management. Adults may be bright, capable and creative, yet hit avoidable friction where jobs assume fast handwriting, tidy fine-motor control, or rapid task-switching. Good design removes that friction so talent can show. What dyspraxia is (in plain English) Clinical cons

Dyspraxia (also known as Developmental Coordination Disorder) is often misunderstood as “clumsiness”. In reality, it can affect coordination, sequencing, processing speed, fatigue, handwriting, time estimation, and the effort it takes to organise tasks—especially under pressure. In work settings, the biggest barriers are usually environmental: rushed timelines, unclear processes, admin-heavy workflows, and sensory overload. This post is a practical guide for managers and team

Most workplace documents quietly test working memory. We hide decisions inside dense paragraphs, bury actions in polite sign-offs, and use formatting that fights the eye. Neuro-inclusive documentation treats text as assistive technology: it reduces cognitive load, makes intent obvious, and lets people act without decoding. The problem isn’t literacy — it’s load Cognitive load theory is blunt: when extraneous load is high (formatting noise, unclear structure), germane load (th

Dyslexia isn’t a sign someone is “bad at words”. It’s a difference in processing that can show up in reading, spelling, speed of written work, and working memory—especially under pressure. The workplace mistake is to treat dyslexia support as either: “Just use Grammarly,” or “They can’t do writing tasks.” Neither is true. The real solution is better work design: clearer briefs, better templates, smarter review cycles, and tools that reduce unnecessary friction. This post is a