Changes in workplace structures or practices intended to support neurodivergent individuals will likely have unintended consequences when they are not thoroughly planned and implemented. For example, changes in communication modes could impact accessibility and impair cognitive abilities.

Failing to consider the intersectionality of neurodiversity with other aspects of identity, such as race, gender and wealth often leads to inadequate supports for individuals with compounded challenges. It also creates unrealistic expectations and judgement of them.

The collection and use of data related to neurodiversity in the context of workplace accommodations may raise privacy concerns. Safeguarding the confidentiality of personal information is crucial.

As excitement and curiosity about neurodiversity increases, employees may feel pressured or compelled to disclose their neurodivergent status. This potentially jeopardizes their privacy and could place them in uncomfortable positions because of social expectations surrounding neuro-inclusion initiatives. Addressing this psychological safety hazard is a priority.

When organizations implement inclusion initiatives without first analyzing their policies and operational frameworks to see if these meet the standards of neuro-inclusion, the effectiveness of initiatives and the organization’s return on investment will be hindered.

There is a high risk of tokenism, where neurodivergent individuals are included merely for appearance or compliance rather than genuine participation and contribution. This will undermine the true principles of neuro-inclusion.

Lack of representation of neurodivergent individuals in decision-making roles within neuro-inclusion initiatives would undoubtedly result in solutions that do not fully address the diverse needs of the community.

Despite good intentions, neuro-inclusion initiatives could unintentionally contribute to stigmatization if they are not implemented with sensitivity and bias-busting education. This reinforces unintentional stereotypes and leads to ineffective inclusion efforts.

While celebrating neurodivergent strengths, there is a risk of stereotyping individuals into specific roles or talents. These biased beliefs limit the recognition and appreciation of their individual diverse skills and potential.

The emerging trend of promoting neurodiversity within organizations could lead to pressures for neurodivergent individuals to shoulder a disproportionate amount of responsibility. The expectation for neurodivergent individuals to serve as de facto ambassadors or representatives is common, and it places an undue burden on them to advocate for inclusion without ensuring equitable distribution of responsibilities across the entire workforce.

Neurodivergent individuals are often expected to advocate and share their expertise for free due to a misguided assumption that their unique perspectives solely serve the purpose of educating others about neurodiversity. Misconceptions about neurodivergent capabilities could also contribute to undervaluing their contributions and the expectation of unpaid labour.

Technological or physical accommodations implemented in the workplace may not fully address the diverse needs of neurodivergent individuals. This potentially creates barriers to full participation and engagement. It can also lead to a false sense of accomplishment with inclusion progress.

Smaller organizations or those with limited resources may struggle to implement robust neuro-inclusion strategies. This could compound disparities in access to opportunities or to quality resources for the neurodivergent community. This difference can also be seen across an organization’s operational units.

Insufficient or ineffective training solutions for employees and leaders on how to interact, collaborate and support neurodivergent colleagues could result in misunderstandings, miscommunications or unintentional exclusion. In many cases, it could also lead to unintentional harm of neurodivergent individuals.

Neuro-inclusion initiatives could face resistance to change and experience the backfire effect if the necessity and benefits of neurodiversity in the workplace aren’t clearly understood or appreciated. A thoughtful change management plan that addresses the concerns and learning gaps of all employees and leaders, will provide a smoother transition to neuro-inclusion.