When organisations approach neurodiversity, their efforts in practice often stall at resolving individual bottlenecks. Think of offering noise-cancelling headphones or a flexible working-from-home policy.
While these adjustments are valuable, recent scientific research shows that an ad-hoc approach is no longer sufficient. In fact, it can be counterproductive.
In a large-scale systematic review, published in the International Journal of Management Reviews, Dr Nancy Doyle and her co-authors draw a clear conclusion:
neuro-inclusion is not an individual issue, but a design challenge. It requires a systemic intervention.
The key insights from the study
The article, titled “Neurodiversity in Organisations: Taking Stock and Shaping Future Research”, analyses the current state of affairs in the academic world and translates this into urgent lessons for modern leadership and HR policies.
1. Move away from ‘deficit thinking’
The science advocates for a definitive shift away from the traditional medical model (where neurodivergence such as autism, ADHD, or dyslexia is viewed as an individual deficit or ‘defect’) towards a relational and context-sensitive approach. Neurodiversity is a natural cognitive variation. How someone functions is directly linked to the social, organisational, and cultural context of the workplace.
2. The risk of the ‘checklist approach’
Well-intended interventions can cause unintended harm when organisations treat neuro-inclusion as an isolated project or an administrative checklist. Stacking loose exceptions without changing the underlying corporate culture or systems does not resolve structural inequality in the workplace.
3. The pitfall of stereotyping
The research warns that, in practice, neurodivergent employees are too often viewed as a single, homogenous group. However, the variation within and between different brain types is vast. There is no universal blueprint for “what works”. A specific structure or communication style that supports one professional might place an additional burden on a colleague with a different brain type.
4. Intersectionality: Differences amplify one another
The authors emphasise that neurodiversity does not exist in a vacuum. It must always be viewed in conjunction with factors such as gender, culture, age, and ethnicity. These elements strongly influence one another in how neurodiversity is experienced, camouflaged (masking), or stigmatised in the workplace.
For those who don't know Nancy yet...
Dr Nancy Doyle is a globally recognised occupational psychologist, social entrepreneur, and an international expert in neurodiversity and inclusion in the workplace. As a proud member of a 'neurominority', her mission is to fundamentally change the way companies look at talent.
What you should know about Nancy:
- A pioneer in practice: She is the founder and CEO of Genius Within, an international organisation that develops evidence-based solutions and tools (such as the Genius Finder™) to empower neurodivergent talent.
- An academic figurehead: As a visiting professor at Birkbeck, University of London, she is the co-founder of the Centre for Neurodiversity at Work, where she conducts groundbreaking research into inclusive working.
- Recognised in the media: She created and presented the powerful BBC series “Employable Me” and regularly writes for Forbes on inclusion and equitable opportunities in the labour market.
- A global advisor: Nancy speaks all over the world — from the United Nations to universities such as Oxford and Stanford — and advises tech giants including Google, Microsoft, and Amazon.
In short: Nancy combines her personal experience with (her own) scientific research to help organisations worldwide shift from 'deficit thinking' to unlocking unique potential.
Want to know more about her work? Connect with her via Nancy Doyle on LinkedIn.
Neuro-inclusion is not a checklist you tick off between meetings; it is the deliberate design of systems that work better for everyone.
Systemic Design vs Ad-hoc Adjustments
The shift from isolated initiatives to structural integration requires a fundamentally different approach to your work environment. The underlying intention differs fundamentally:
Ad-hoc adjustments
- Drains energy through constant 'putting out fires'
- Limits itself to individual exceptions
- Treats neurodiversity as an isolated project
- Does not resolve structural inequality on the shop floor
- Is about reacting to problems
Systemic design
- Aligns core processes with cognitive variation
- Energises and creates psychological safety
- Views policy, communication, and culture holistically
- Embeds neuro-inclusion into the organisation's DNA
- Is about proactively designing for difference
Tip: The “System Check”
The next time an employee struggles within the current structure, do not ask yourself: “What exception do we need to make for this person?” Instead, flip it around: “Which element in our current system (such as meeting culture, onboarding, or communication rituals) is preventing this specific brain from functioning optimally right now?” By shifting the focus from ‘fixing’ the individual to optimising the environment, you transform the workplace into an ecosystem where collective intelligence can thrive.
From Ad-hoc to Structural Impact
Do you recognise the conclusions of this research, and does your organisation want to make the shift from isolated, reactive adjustments to a comprehensive, strategic approach?
To help organisations translate this scientific principle into practice, we have developed the Neurodiversity Roadmap. Together with your HR team, board of directors, and key stakeholders, we map out the vision and translate it into a concrete action plan and systemic design. This creates a solid, future-proof foundation for inclusive collaboration and decision-making.
→ Discover how the Neurodiversity Roadmap structurally transforms your organisation
→ Schedule a strategic consultation session with one of our experts right away
→ Explore our neurodiversity training courses or request a bespoke programme
This article is an editorial summary and interpretation by AllMindsThrive of the independent, peer-reviewed scientific review:
Publication: Doyle, N., McDowall, A., Hennekam, S., Lewis, C., Moeller, M., & Santuzzi, A.M. (2026). Neurodiversity in Organisations: Taking Stock and Shaping Future Research. International Journal of Management Reviews.
