Neurodiversity Training for Managers: Why It Isn’t Enough on Its Own
Awareness training helps, but even great managers struggle inside badly designed systems. What neuroinclusive leadership really takes.
Reasonable Adjustments Without a Diagnosis: Why Needs-Led Support Works Better
Waiting lists and cost mean diagnosis isn’t equally available. Why employers should start with the barrier, not the label.
Workplace Monitoring and Neurodiversity: An Employer’s Guide to Cognitive Fairness
Monitoring tools count what’s easy to see, not always what matters. Five questions to check your productivity metrics are fair to people who think differently.
What the UK Workplace Health System Means for Employers
The government’s new Workplace Health System focuses on prevention and coordination. Here’s what it means for neuroinclusive employers.
Flexible Working and Neurodiversity: How to Make Requests Fair and Accessible
A meeting isn’t the same as a fair process. How to design flexible working conversations that neurodivergent employees can take part in fully.
When ‘Soft Skills’ Are Really Unwritten Rules
When ‘Soft Skills’ Are Really Unwritten RulesEmployers say young people lack work-readiness. But some of what is being measured may be familiarity with unstated, and often neurotypical, conventions. Reading Time: 3 minutes Author – John Harrington The phrase ‘work-ready’ sounds reassuringly objective. In practice, it can conceal a great deal. The phrase ‘work-ready’ sounds reassuringly…
The Manager Lottery
The Manager LotteryWhen neuroinclusion depends on the confidence and goodwill of one line manager, the organisation does not yet have an inclusive system. Reading Time: 3 minutes Author – John Harrington Two employees can work for the same organisation, under the same policies, and have entirely different experiences of neuroinclusion. One has a manager who…
Before You Redesign Work, Assess the Cognitive Risk
Before You Redesign Work, Assess the Cognitive RiskRestructures, return-to-office decisions and new technologies are assessed for cost and delivery risk. Their effect on how people think and work is often considered only after problems appear. Reading Time: 3 minutes Author – John Harrington Organisations are accustomed to assessing risk before making a significant change. A…
Why Neuroinclusion Keeps Stalling
Why Neuroinclusion Keeps StallingMost organisations no longer need convincing that neurodiversity matters. The harder question is why good intentions still produce such inconsistent results. Reading Time: 4 minutes Author – John Harrington Something slightly uncomfortable is becoming clear in workplace neuroinclusion. Awareness has risen markedly. Neurodiversity appears in corporate policies, recruitment statements, employee networks and…
Reasonable Adjustments for Neurodivergent Employees: Why Disputes Are Rising and How to Prevent Them
Most adjustment disputes start with a slow, unclear process rather than a refusal. Here is where the process breaks down and how to fix it.