Neurodiversity isn’t a distant ideal; it’s already part and parcel of every workplace. From team settings to boardroom decisions, individuals bring a rich spectrum of cognitive styles, communication preferences, and problem-solving approaches. Yet many organisations still cling to a narrow definition of what it means to be “productive” or “professional,” often favouring a single, standardised way of thinking. This disconnect means that while neurodiversity surrounds us, its potential frequently remains untapped.

As we enter the fifth industrial revolution, it’s time to shift from passive acknowledgement to active inclusion and unlock the creativity and innovation that can come with it.

The Myth of the ‘Neurotypical’ Workplace

The modern workplace has been shaped around an invisible blueprint: the “neurotypical” employee. This imagined worker thrives in open-plan offices, navigates social interactions with ease, switches tasks seamlessly, and communicates in predictable ways.

The fact is that this ideal has never reflected reality. Every organisation includes people who process information differently, who thrive under structure or in spontaneity, who think in patterns or in stories. Neurodiversity, including conditions such as autism, ADHD, dyslexia, dyspraxia, and others, is part of the natural range of human variation.

When we design systems and environments that cater to only one way of thinking, we inadvertently exclude many others. Meetings that rely on quick verbal responses may disadvantage those who prefer to reflect before contributing. Strict nine-to-five schedules may not suit people whose productivity follows different rhythms. Sensory environments, lighting, noise, and layout can enable or inhibit someone’s ability to focus and contribute.

Recognising that the workplace is already neurodiverse offers us the possibility to reframe inclusion. It’s no longer about accommodating a small minority; it’s about designing workplaces that work for everyone.

The Cost of Untapped Neurodiversity

Neglecting neuro-inclusive practices is not just a missed opportunity, it can carry tangible consequences for organisations.

• Innovation left on the table: Unique cognitive styles fuel fresh ideas and inventive solutions. Without intentional inclusion, these valuable perspectives go unheard.
• Loss of talent: Many neurodivergent professionals feel pressured to hide their authentic selves, leading to chronic stress, burnout, and eventual disengagement.
• Rigid systems reduce impact: When workplace norms assume everyone thinks and works the same way, they fail to tap into the diverse strengths already within the team.

By failing to harness neurodiversity, organisations forfeit a powerful edge. A report from EY, “How can action on neuro inclusion accelerate business transformation?” published in July 2025, reported on research that found:

1. Neurodivergent professionals report high rates of proficiency in 10 of the fastest-growing skills, especially when they feel truly included at work.

2. Neurodivergent and neurotypical professionals bring complementary skills that fuel high-performing teams in the AI era.

3. Neurodivergent professionals are 55% more likely to use AI, improving the quality of their work and accelerating access to information.

4. Only 25% of neurodivergent professionals feel truly included at work today, revealing untapped potential in every organisation.

From Awareness to Action

Building a truly neuro-inclusive workplace requires moving beyond awareness campaigns or one-off hiring initiatives. It means re-examining how work is designed, how performance is measured, and how inclusion is embedded in everyday practices.

Here are five key steps to start harnessing the neurodiversity already present in your organisation:

1. RETHINK WORK DESIGN

Offer flexibility in how, when, and where people work. Some employees perform best in quiet, structured environments; others thrive in dynamic settings. Providing options, such as remote work, flexible hours, or written communication alternatives, allows people to perform at their best.

2. NORMALISE COGNITIVE DIFFERENCES

Encourage open conversations about how people think and work in different ways. This isn’t about medical labels; it’s about understanding one another’s styles. For example, someone might prefer detailed written instructions over spontaneous verbal direction; that’s simply neuro-inclusion in practice.

3. REDEFINE SUCCESS METRICS

Traditional performance measures often reward conformity rather than results. Evaluate outcomes, not processes. Recognise that there are many valid ways to achieve excellence.

4. CULTIVATE INCLUSIVE LEADERSHIP

Inclusive leaders model curiosity, empathy, and flexibility. They listen actively, adapt their communication style, and create psychological safety for people to express their needs. Leadership development needs to explicitly include training on neuro-inclusion.

5. DESIGN FOR SENSORY AND COGNITIVE COMFORT

Workplaces should consider environmental factors like lighting, acoustics, and seating arrangements. Small adjustments, such as providing quiet zones, noise-cancelling options, or visual cues, can make a significant difference in focus and wellbeing.

The Strategic Advantage of Neuro-Inclusion

Embracing neuro-inclusion isn’t a compliance exercise, it’s a strategy for innovation and sustainability. As automation and AI reshape the workforce, the value of uniquely human skills, such as creativity, empathy, intuition, and complex problem-solving, will only grow. Neurodivergent thinkers often excel in these areas, bringing perspectives that conventional systems overlook.

When organisations harness this diversity intentionally and proactively, they unlock not only individual potential but also collective intelligence. Teams become more adaptable, leaders become more empathetic, and cultures become more dynamic.

Permanent TSB, an Irish Bank, have proactively pursued a strategy of neuro-inclusion and is reaping the benefits. Details of their ADAPT Employee Resource Group (ERG) can be found here.

It’s Time to Act Like We’re Neurodiverse

The truth is simple: the workplace has never been “neurotypical.” It has always been filled with different minds, each bringing distinct ways of thinking, feeling, and contributing.

The next step in inclusion is not about inviting neurodivergent people into existing systems, it’s about redesigning those systems to reflect the diversity that’s already there. Now is the time to shift from merely accommodating differences to actively celebrating and embracing them, building a future where everyone can thrive.

About The Author

Dave Cormack is an Assistant Professor in the School of Business at the National College of Ireland. He is the programme director for the part-time BA (Hons) in Business Management, and he has developed and presents a Master's level micro-credential exploring neurodiversity in the workplace. He also works as a visiting lecturer at the Centre for People with intellectual disabilities at Trinity College Dublin. Before joining NCI, Dave spent thirty years in the technology industry, working with EMC Corporation and Telecom Éireann / eircom.

Dave was diagnosed with dyslexia in his thirties while he was studying for an MBA, which he completed in 1996. He focuses on the positives of dyslexia, which he says far outweigh the negatives for him. As an advocate for people with dyslexia, Dave has shared his dyslexia experience widely and regularly contributes on how best to harness the skills of people with dyslexia.

Dave is happy to be contacted through LinkedIn - Connect with Dave today.

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