Why Neurodiversity Must Be at the Heart of Project Management
A major new study funded by the Association for Project Management (APM) has shone a light on the barriers and enablers facing neurodivergent professionals in project management. The research, which involved 20 in-depth interviews with neurodivergent project managers across government, infrastructure, construction, engineering and higher education, provides one of the clearest pictures yet of the lived experience of neurodivergence in this profession.
At Welcome Brain, we see this study as a milestone moment. It confirms what we’ve long argued: that neurodivergent professionals bring exceptional strengths to the table, but systemic barriers in culture, training, and workplace design are holding them back.
The strengths neurodivergent project managers bring
The report highlights that neurodivergent professionals excel in areas directly relevant to project delivery:
Systems thinking and pattern recognition: spotting connections others miss, invaluable for risk management and long-term planning.
Hyperfocus and sustained attention: producing high-quality, detailed work at speed — though often at a personal energy cost.
Creativity and adaptability: offering fresh perspectives in crisis situations and complex problem-solving.
Relationship-building and empathy: some participants noted their ability to quickly establish strong stakeholder relationships, a vital skill in project-based work.
These skills are exactly what’s needed in an industry managing projects worth billions — such as the UK Government Major Projects Portfolio, which currently spans 227 projects with a total value of £834 billion.
The barriers holding talent back
Despite these strengths, the study found persistent challenges:
Disclosure dilemmas: Receiving a diagnosis often provided validation (“It was not a light bulb moment; it was like the entire B&Q lighting section going on,” shared one participant). But deciding whether to disclose neurodivergence at work remains fraught. Senior professionals are more likely to disclose, seeing it as a strength. Junior colleagues, however, often fear discrimination — with some believing disclosure cost them job offers.
Recruitment bias: Interview processes were described as “formal, linear and geared towards neurotypical candidates.” This disadvantages those who need more time, different communication formats, or alternative ways of showcasing their skills.
Workplace environments: Sensory challenges such as noise, bright lights, and unstructured away days were repeatedly cited as sources of stress. One participant said, “Going into the office now can be exhausting… the lights are too bright and it’s too noisy.”
Unequal support: While some individuals accessed specialist support (e.g. chartered psychologists or disability networks), others relied on self-made coping strategies like using Grammarly or text-to-speech software — tools that were sometimes restricted by company policy.
Training gaps: Many organisations still lack neurodiversity-specific training. One participant described their workplace as having inclusive policies “on paper” but “a hostile environment” in practice because site-level managers dismissed the concepts.
The numbers tell a bigger story
The barriers aren’t unique to project management. According to the UK Office for National Statistics, only 21.7% of working age autistic adults are in employment, compared with 81.3% of the wider population.These stark gaps highlight why professions like project management — where neurodivergent skills align so well with role demands — must take action.
What needs to change
The report offers clear, practical recommendations:
Inclusive recruitment: Extended interview times, interview questions provided in advance, and alternative communication methods.
Mandatory neurodiversity training: Particularly for HR and line managers, to close the gap between inclusive policy and practice.
Consistent reasonable adjustments: Formalising policies around flexible hours, assistive technologies, and sensory-friendly workspaces.
Strength-based task allocation: Assigning responsibilities by capability, not just by job title, so neurodivergent professionals can thrive where they excel.
Structured meetings: Clear agendas sent in advance, predictable structures, and support like note-taking for those with memory processing challenges.
Peer networks: Disability and employee resource groups to reduce isolation and share coping strategies.
The opportunity for organisations
The message is clear. Neurodiversity in project management is not a challenge to manage, but an opportunity to seize. Neurodivergent individuals already make up 20% of the general population. Their skills in creativity, systems thinking, and resilience represent a competitive advantage — if workplaces remove the barriers that prevent them from contributing fully.
As the APM research concludes, neuroinclusion must move from being “policy on paper” to practice embedded in culture, recruitment, and everyday working life.
At Welcome Brain, we believe this is the next frontier for the profession: not just bringing neurodivergent talent into project management, but building environments where that talent can thrive.
