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Autism at Work: Closing the Double Empathy Gap


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Most “communication issues” with autistic colleagues aren’t deficits in one direction. They’re mismatches between expectations, pace, salience, and style—the double empathy problem (Milton, 2012). When neurotypical norms are treated as the default, autistic communication gets misread as blunt, disinterested, or slow; when autistic norms dominate, neurotypical cues can feel opaque or indirect. Neuro-inclusive teams fix the system so meaning travels reliably in both directions.


What’s actually happening?

Autistic professionals often prefer precision, stable context, and reduced ambiguity. Indirect requests, shifting goals, and background social noise raise the cost of decoding. Meanwhile, many neurotypical colleagues rely on fast, high context talk and tacit rules. Neither is “wrong”; they are different operating systems. Research shows autistic–autistic exchanges can achieve high rapport and efficient information transfer—proof that the “breakdown” is relational, not inherent (Crompton et al., 2020).


Design communication, don’t police personalities?

Start by making intent unmissable. Name the decision due; share materials early; record outcomes in clear, searchable text. Use subject lines and headers that state purpose (“Decision needed by Friday: Q3 pricing options”). Replace “ASAP” with a date and acceptance criteria. Encourage clarifying questions and normalise “check-backs” (“What did you hear I asked?”). This moves effort from guessing to doing.


In meetings, slow the turn-taking and widen participation. Offer voice, chat, and a shared note where quieter contributors can write points you will read into the room. Send the prompt the day before so working memory isn’t the bottleneck. End five minutes early and circulate a short recap listing decisions, owners, and dates. These artefacts reduce masking and keep projects moving when pace or style differ.


Make feedback clean and repairable

Feedback should target observable work, not character. Say what changed, what missed, and what “good” looks like, with a concrete next step. Allow written reflection time—especially after high-stakes conversations—so people can respond with considered revisions rather than live performance. When misunderstandings occur, model repair: “I read your message as X; you meant Y. Next time I’ll ask sooner; please write ‘Decision’ when you need one.”


Reduce avoidable sensory and context load

If the office or call is noisy, comprehension dips. Use headsets by default, keep calls out of quiet zones, and protect short buffers between meetings so people can reset. Camera-optional policies and clear visual design (left-aligned text, meaningful headings, plain language) reduce cognitive noise and make participation less effortful.


Hiring and performance without the style tax

Replace small-talk screens and rapid-fire interviews with work samples and structured questions shared in advance. Let candidates bring notes. In performance, pre-commit a one-page success profile (outcomes, constraints, evidence) and review artefacts, not “vibes”. You still hold a high bar—you just measure the right thing.


A short vignette

Priya, an autistic product designer, was labelled “abrasive” for concise messages and skipping small talk. The team introduced a “ways-we-work” page, sent meeting prompts the day before, and used decision notes after sessions. Priya’s critiques landed as intended—specific, timely, actionable—and sprint rework fell. Nothing about Priya’s ability changed; the channel did.


UK legal and ethical frame

Under the Equality Act 2010, employers must make reasonable adjustments to remove substantial disadvantage. ACAS and EHRC guidance support needs-led, proportionate changes without requiring a diagnosis to begin. For specialist equipment or coaching, explore Access to Work funding; keep health information private and separate from line management.


The payoff

Close the double empathy gap and you’ll see fewer repair meetings, clearer decisions, and steadier delivery. More importantly, you’ll retain autistic talent because the workplace stops punishing difference and starts valuing precision, honesty, and depth—the very qualities complex work needs.



References (APA-7)

 
 
 

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