Why Is It So Hard To Embed Neurodivergent Accommodations In The Workplace?

Workplaces today aim to celebrate innovation, adaptability, and diverse perspectives. Yet, when it comes to embedding neurodivergent accommodations, resistance remains high. Despite the growing awareness of neurodiversity, implementing meaningful support and challenging structural changes within organisations is often slow, inconsistent, or dismissed. Why? Because true change challenges deeply ingrained societal beliefs about productivity, conformity, and success.

The Fear of Change: “This Is How We’ve Always Done It”

One of the biggest barriers to neurodivergent-friendly workplaces is fear. Fear of disrupting existing structures, fear of extra costs, fear of letting go of control, and fear of the unknown. Many organisations recognise the value of neurodivergent talent but struggle to let go of outdated systems. Flexible deadlines, communication adjustments, and non-traditional work styles require rethinking workplace structures, and that level of change can feel overwhelming.

Instead of seeing these accommodations as an opportunity to improve the workplace for everyone, many organisations view them as exceptions to the norm, concessions made for the few rather than enhancements that benefit the whole. And for those who request or would benefit from accommodations, they are often held to much higher performance standards and are expected to be eternally grateful to leaders for understanding their needs.

The Productivity Myth: “If You Work Differently, You’re Not Working Hard”

Society has long equated productivity with visibility and uniformity, showing up at a certain time, working in a certain way, and maintaining a steady output. Neurodivergent employees often function best outside these rigid structures, yet the expectation remains: if you’re not performing the way others do, your work must be inferior.

For individuals with neurodivergent traits, traditional time management strategies, open-plan offices, and standardised performance reviews can be actively counterproductive. Accommodations like flexible schedules, asynchronous communication, or alternative workspaces challenge the deeply ingrained notion that work should look the same for everyone. And for some, that’s an uncomfortable shift.

Conformity as a Workplace Default: “Fit In or Fail”

Workplaces often operate under an unspoken rule: those who conform will succeed. This expectation can be especially difficult for neurodivergent employees, who may experience:

• Sensory sensitivities that make traditional office environments exhausting

• A different approach to problem-solving that isn’t always recognised or valued

• Communication styles that don’t align with conventional corporate expectations

Rather than adapting the workplace to support diverse ways of thinking and working, many organisations still expect neurodivergent employees to mask their differences, leading to burnout, disengagement, and a mass exodus of talent, which is difficult and costly to replace. Supporting neurodivergent individuals to thrive and contribute isn’t about assimilation; it’s about expanding the definition of effective work and successful outcomes, ultimately benefiting the bottom line.

Black-and-White Thinking: “Success Looks Like This, and Only This”

Success in corporate environments is often measured in a narrow, one-dimensional way. Who speaks the most in meetings, who works the longest hours, who climbs the ladder fastest. But neurodivergent individuals may excel in ways that aren’t traditionally recognised. They may:

• Innovate behind the scenes rather than in meetings or boardroom discussions

• Solve problems in unconventional ways that don’t fit neatly into performance metrics

• Thrive in deep-focus bursts rather than through steady, linear progress

If companies define success through outdated models, they’ll continue to overlook and underutilise some of their most valuable employees. Redefining success means acknowledging that different strengths require different paths to achievement. All of which should be recognised and celebrated. 

Moving Forward: Rethinking Workplace Structures, Not Just Policies

We now have a much better understanding of neurodivergence, and we recognise that many neurodivergent people in the workplace (especially those adept at masking their neurodivergent traits) may not have met the diagnostic criteria 20 years ago.  There is now so much literature and discussion on this topic, and we are slowly shifting the perspective from disability to difference, from inclusion to contribution. This is cause for celebration, allowing us to establish the foundation for real, systemic change and challenge the status quo. Because when we know better, we can do better. 

But it’s not enough to acknowledge neurodiversity or offer surface-level accommodations. We must challenge our mental models and encourage organisations to shift from rigid, outdated definitions of success to more flexible, strength-based approaches. 

Companies that embrace neurodivergent accommodations don’t just support a specific group, they create workplaces that are more adaptable, innovative, and human-centered for everyone. The challenge is moving beyond the fear of change and toward a new, more inclusive and innovative way of thinking about work, success and achievement. Diverse cognitive styles drive fresh perspectives, leading to more dynamic teams and stronger business outcomes. Moreover, fostering an environment where employees can work in ways that align with their strengths increases engagement, retention, and overall well-being, benefiting not just neurodivergent individuals but the entire workforce.

So, How Do We Create Change?

At JRTS, we help organisations create environments where teams function optimally and all employees thrive, regardless of their diagnosis. Our approach encourages leaders to foster workplaces where diverse cognitive styles are valued and supported.

We walk alongside leaders and teams at a pace that suits them, helping them understand and embrace neurodiversity while driving systemic change. This means implementing leadership coaching and training, rethinking performance metrics, and actively seeking input from neurodivergent employees on workplace design and processes. True change requires us to get uncomfortable and challenge how we have historically valued work and defined success. 

With deep clinical knowledge and organisational change expertise, we challenge the status quo and find the ultimate connection between strategy and people. We understand how workplaces function and help businesses embed sustainable, strengths-based accommodations that enhance productivity, engagement and well-being. Prioritising neurodivergent support unlocks untapped potential, boosting creativity, innovation and performance.

Let’s create a future where diverse minds drive exceptional results.