Neuroinclusion in Practice: the Paradox of Standardisation

At the heart of the work that we do at Welcome Brain is a fundamental paradox. It often comes up as a question during a workshop, or lies implicit in any consulting project we complete. It’s a viable question that comes after we have explained about the fundamentally individualised nature of neurodivergence - how each neurodivergent person has a unique brain, experience, and needs (as do all neurotypical people). At that point, the question arises: 

How can we create blanket, organisation-wide policies, which apply to everybody, yet also allow each neurodivergent individual the space to develop adjustments that fit their personal needs? 

In other words, how do we create policies that are both fair and equal while also tailored and personalised. 

This is a structural problem, but it has major implications for culture. One of the most common manifestations of this question is: What if I allow adjustments to one neurodivergent member of staff, and the other employees see this as unfair? 

It’s a valid question. 

The first answer to this question is - do you legally have to provide this adjustment? If so, it doesn’t matter if the other employees find it unfair (although you should clearly explain it to them). The second answer is - do you have an output-based approach to work? If so, you should be judging every employee by the work they produce, not by the manner in which they produce it. This should apply to all employees - neurodivergence and neurotypical. The final answer is - if you craft the right adjustments then they should be available to all employees, thereby bypassing arguments about fairness. 

However, the wider point about the paradox between standardisation and personalisation gets to the heart of what neuroinclusion actually means. 

Neuroinclusion isn’t about memorising a bunch of definitions about different traits, or creating a policy file with specific adjustments written in it. Neuroinclusion has two key principles: 

• The first principle is that neuroinclusion is personalisation. 

At the heart of neuroinclusion is the fundamental principle of respect for individuals as individuals. Personalisation is essential to allowing people to experience the world of work on their own terms. In practice this means crafting reasonable adjustments based on conversations with an individual, whether that be flexible working hours, Working from Home, assistive technology, or any other adjustment they need. From an organisational perspective, it means giving people the ability to ‘play to their strengths’. It is important to note that principle works for neurotypical people as well as neurodivergent people. Personalisation is a principle of good management. 

• The second principle is that neuroinclusion is fluid. 

As we said earlier, neuroinclusion isn’t a static list of policies held in a drawer or on the cloud, ready for every neurodivergent person who joins your organisation. Such is the individualised nature of neurodiversity that it is simply not possible to prepare adjustments for every neurodivergent person in advance. Indeed, neurodivergence isn’t consistent in individuals - traits and needs can fluctuate in people over time. 

Instead, neuroinclusion is about your organisation’s capacity to adapt to neurodivergent individuals. 

In this respect, neuroinclusion is about culture and attitude as much as it is about tangible (and static) things like documents or resources. Neuroinclusion is dynamic and ever-changing, and is defined by how you respond to people’s needs. 

At its core, neuroinclusion isn’t a contradiction to standardisation—it’s a redefinition of what fairness means in the workplace. Instead of relying on rigid policies that attempt to treat everyone the same, true inclusion comes from fostering a culture where adaptability and personalisation are embedded in the way an organisation operates.

The real measure of neuroinclusion isn’t the number of policies written or adjustments pre-approved—it’s the organisation’s ability to respond, evolve, and support its people as individuals. When we shift our focus from uniformity to equity, from rigid rules to flexible approaches, we create workplaces where all employees—neurodivergent and neurotypical alike—can thrive.

Ultimately, neuroinclusion is about recognising that the world of work isn’t one-size-fits-all. It’s about moving beyond checklists and compliance to build environments where difference is valued, adjustments are expected, and everyone has the opportunity to succeed on their own terms.

If you’re ready to take the next step in making your workplace truly neuroinclusive, start by reviewing your policies, engaging in open conversations with your team, and ensuring your organisation has the flexibility to support individual needs.

Need guidance? Welcome Brain can help—get in touch to explore how we can support your journey toward a more inclusive workplace.