Reasonable Adjustments: A Manager Script That Actually Works
Most reasonable adjustments processes fail for one of three reasons:
They’re too medicalised (people feel they need a diagnosis to be taken seriously).
They’re too inconsistent (depends on the manager).
They’re too vague (“Tell us what you need”) without giving a structure to figure it out.
A good adjustments conversation is practical, consent-first, and focused on work design—not personal disclosure.
This post gives you a simple manager script you can use in 15–30 minutes, plus a way to document and review adjustments so they actually stick.
If you want manager training that builds confidence and consistency around adjustments, start here:
What reasonable adjustments are (in plain English)
Reasonable adjustments are practical changes to remove barriers at work.
They are not:
special treatment
a favour
a one-time conversation
They are:
a way to make performance possible and sustainable
often low-cost or no-cost
most effective when reviewed and refined over time
(And crucially: good adjustments reduce friction for teams, not just individuals.)
The 6-question adjustments conversation (script)
Use this structure. Keep it calm and practical.
1) “What part of your work is hardest right now—and when does it show up most?”
You’re identifying the friction point, not diagnosing the person.
Prompts:
meetings? reading/writing? switching tasks? noise? unclear priorities? deadlines?
2) “What does ‘a good day’ look like—what’s different?”
This helps define conditions for success.
Prompts:
more clarity? fewer interruptions? more time to process? written instructions?
3) “What have you tried already, and what helped even a little?”
You’re building on what works, not starting from scratch.
4) “What adjustment(s) could we trial for 2–4 weeks?”
Keep it experimental. Trials reduce pressure and perfectionism.
Examples:
written briefs and decision notes
agenda + meeting purpose (inform/discuss/decide)
protected focus time
priority check-ins
fewer last-minute changes
quieter workspace / noise reduction
flexible scheduling for focus windows
assistive tech / templates
5) “What would ‘working’ look like—and how will we know?”
Define success criteria. Make it observable.
Examples:
fewer missed handovers
reduced rework
deadlines met more consistently
reduced stress signals
clearer communication loops
6) “What do you want shared, and with whom?”
Consent-first. People should control disclosure.
Prompts:
“Do you want me to share anything with the wider team?”
“Is there anything you’d prefer to keep private?”
End with: “Let’s document what we’ve agreed and review it on [date].”
A simple adjustments menu (examples by barrier)
Attention / focus
protected deep-work blocks
fewer interruptions (batch questions)
short check-ins to set priorities
intermediate deadlines
Processing / comprehension
written instructions + recap notes
pre-reads ahead of meetings
extra time for complex tasks
allow questions asynchronously
Sensory load
quieter workspace options
noise cancelling / seating choices
camera optional
fewer back-to-back meetings
Executive function / “invisible load”
templates and checklists
clear “definition of done”
shared task boards
reduce context switching
Communication differences
clear channel norms
allow chat contributions
explicit expectations
confirm decisions in writing
Many of these are just good work design. They benefit the whole team.
Documenting adjustments (without bureaucracy)
Use a one-page agreement. Keep it simple.
Adjustment agreement (example fields):
Barrier / friction point:
Adjustments to trial:
Start date:
Review date:
What success looks like:
Who knows what (consent):
Owner(s) of actions:
Store it somewhere accessible to both manager and employee.
Review and iterate (the part most teams miss)
Adjustments often fail because they’re treated as permanent decisions made from limited data.
Instead:
trial for 2–4 weeks
review what helped
keep what works
remove what doesn’t
refine the rest
A review question that works:
“What should we keep, stop, and start?”
Common manager fears (and the practical answer)
“What if this isn’t reasonable?”
Start with low-cost trials. If it’s complex, involve HR/OH early—but don’t delay basic changes that help.
“Is this unfair to others?”
Fairness is not sameness. Fairness is removing barriers to enable consistent performance.
“What if they don’t know what they need?”
That’s normal. Use trials and menus. The manager’s job is to create structure, not demand perfect answers.
Want your managers to do this confidently and consistently?
This is a core part of our neurodiversity training for managers and teams—so adjustments don’t depend on luck or individual manager confidence. Explore training options here:
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