Rethinking Workspaces for a Neurodiverse Workforce

For many people growing up in previous generations, school reports were filled with phrases like easily distracted, finds the work a challenge, or must try harder. It wasn’t uncommon for individuals to move through school without understanding why certain tasks felt harder, only to discover later in life—sometimes during further education or even in the workplace—that they were dyslexic or had another form of neurodivergence.

Since then, society has undergone significant change. We’ve seen social movements, research advancements, educational reform and the introduction of legislation and guidance—including Article 24, which outlines the rights of all children with varying abilities to access mainstream education.

A new generation of graduates is now entering the workforce having grown up with assistive technology, exam accommodations and the normalisation of working alongside peers with different learning styles. As a result, expectations for support and inclusive environments at work have increased.

The Disability Discrimination Act, the Equality Act, and more recently British PAS 6463 Designing for the Mind, have pushed designers to shift from retrofitting accessibility to embedding inclusion from the very start. Expert input and lived experience now play a key role in shaping spaces. The creative potential unlocked when combining neuroscience, psychology, organisational behaviour and culture in workplace design is strong and increasingly recognised.

However, designing for neurodiversity presents challenges. Human traits are complex, varied and can evolve over time. Well‑intentioned solutions can also backfire if not carefully executed. Psychological safety and openness around disclosure are key factors, but how organisations use that information constructively is still an area of ongoing learning, with mixed success.

While evidence‑based design continues to grow, taking a holistic “inclusive” or “universal” approach remains a clear win‑win. Diversity, equality and inclusion; ageing; multi‑generational needs; disability and accessibility—these considerations benefit everyone. Improved wayfinding, areas for deep focus, places for social connection and spaces designed for recharging support wellness, relationships, culture and productivity. Enhancing physical, mental and social wellbeing boosts engagement and retention across the board. The question remains: which comes first—better culture or better workspaces that encourage it? The answer is probably a bit of both.

Einstein famously suggested that if you tell a goldfish its whole life it must climb a tree, it will feel inadequate. Workplaces must instead create environments where everyone can do their best work, in settings that suit how they function. That requires choice, thoughtful zoning, wellness‑inspired design and, most importantly, education around how to use these spaces—supported by organisational cultures grounded in respect, empathy and inclusion.