During a recent neurodiversity inclusion training session, we asked a group to explore how they might support a neurodivergent colleague in a workplace scenario.
They came up with plenty of thoughtful suggestions about adapting communication, making adjustments and removing barriers. But towards the end, one participant pointed out something interesting: nobody had mentioned the strengths that neurodiverse colleague might bring to the situation.
It made us wonder whether, in trying to make workplaces more inclusive, we sometimes overlook the very contributions we’re hoping to include.
How our focus shapes what we see
There’s a good reason inclusion conversations often focus on barriers. Many workplaces have been designed around particular expectations of how people should think, communicate and work. Recognising and removing unnecessary obstacles is essential.
But the questions we ask influence what we notice. When we’re looking for barriers, our attention naturally turns to what someone might find difficult. And if that’s the only perspective we consider, we risk confusing the difficulties someone faces with the limits of their abilities.
Imagine a neurodivergent colleague who rarely contributes during fast-paced meetings. Their manager might assume they lack confidence or have little to add. But perhaps they develop their best ideas when given time to reflect. Sharing an agenda beforehand or inviting written contributions could reveal perspectives the team has been missing.
The way we design work influences which abilities we get to see. And when people’s abilities go unnoticed, so can their potential for development and progression.
Strengths without stereotypes
But there’s a risk in only focusing on strengths, too. Celebrating neurodivergent “superpowers” can replace negative stereotypes with positive ones, such as assuming all autistic people are detail-oriented or everyone with ADHD is creative.
Some people may have those strengths, but others won’t. Nobody should have to demonstrate exceptional talent to deserve inclusion. The aim is to understand what each person brings, including their interests, ambitions and support needs, without making assumptions based on their neurotype.
Make room for what people can contribute
One useful habit is to pair questions about barriers with questions about strengths and opportunities.
When discussing adjustments, ask what would help someone do their best work. When planning a project, find out what people enjoy, what they’d like to contribute and whether your usual ways of working give them the chance to do so. And when evaluating performance, consider whether you’re recognising someone’s abilities or simply how comfortably they fit existing expectations.
Most importantly, involve people in those conversations. We shouldn’t assume we know what someone needs or what they’re capable of based on a label.
Our training participant’s observation was a useful reminder that even thoughtful inclusion conversations can have blind spots. So the next time we’re thinking about inclusion, let’s ask two questions:
What barriers might this person face, and how can we remove them?
What strengths and perspectives might we be overlooking, and how can we create the conditions for them to thrive?
Sometimes the limits we see in someone’s abilities reflect the limits of the opportunities we’ve given them.
Building a more neuroinclusive workplace
UNLRN’s Neurodiversity Training helps teams better understand different neurotypes, challenge common assumptions and develop practical strategies for creating more inclusive workplaces.
In this interactive three-hour workshop, participants explore the strengths and barriers associated with neurodiversity, identify ways to make everyday working practices more accessible and develop an action plan for their team. The aim is to create workplaces where neurodivergent people feel understood, valued and able to contribute at their best.
Frequently Asked Questions
Who is UNLRN’s Neurodiversity Training for?
Our Neurodiversity Training is designed for managers, HR professionals, team leaders and employees who want to better understand neurodiversity and create more inclusive workplaces. No prior knowledge is needed.
What will participants learn?
Participants explore different neurotypes, challenge common myths and assumptions, and consider both the strengths neurodivergent people may bring and the barriers they can face at work. The training focuses on practical ways to improve communication, accessibility and everyday working practices.
Is the training practical or mainly awareness-based?
Our approach combines awareness with practical application. Through interactive discussions and workplace scenarios, participants explore real challenges, consider different perspectives and identify changes they can make in their own teams.
How long is the Neurodiversity Training?
Our Neurodiversity Training is a three-hour interactive workshop, designed to give participants time to build their understanding, explore workplace scenarios and develop practical actions.
Can the training be tailored to our organisation?
We can discuss your organisation’s needs, challenges and learning objectives to explore how the training can be made relevant to your teams. Contact us to discuss what you’re looking to achieve.
