10 Myths About Neurodivergent People in the Workplace
Hi, I’m Chris—an Autistic, ADHD and Dyscalculic educator turned workplace inclusion strategist. After years of navigating offices that felt like they were built for “homo neurotypicus” (i.e., fluorescent lighting, open floor plans, and collaboration overload), I realized how many brilliant neurodivergent minds are sidelined by harmful myths. Spoiler: We’re not “too difficult” or anti-social—we’re innovators, pattern-spotters, and hyperfocus pros when given the right support.
Unfortunately, outdated assumptions—like “Neurodivergent workers don’t socialize well” or “Accommodations are too costly”—still plague workplaces, costing businesses innovation and creativity. Creating neuro-inclusive workplaces isn’t just about awareness; it’s about action. To remove barriers, we’ve got to be strategic. That’s why I’ve organized this list of the top 10 myths holding neurodivergent employees back. Ready to bust some myths? Let’s dive in.
(P.S. Check out my training, how-to guides, and coaching services for other accessibility-centered design services.
MYTH #1) Neurodivergence is a single condition.
FACT: Neurodivergence encompasses a wide range of conditions, including autism, ADHD, dyslexia, and others. Each has unique characteristics, and individuals within these groups exhibit diverse strengths and challenges.
MYTH #2) Neurodivergent people are too emotional or unstable.
FACT: Emotional responses often stem from unmet needs (e.g., sensory overload, unclear communication) rather than instability. Supportive environments and accommodations (e.g., quiet spaces, clear instructions) enable them to thrive.
MYTH #3) Neurodivergent employees are unmotivated or unproductive.
FACT: Many neurodivergent individuals excel when given tasks aligned with their strengths, such as pattern recognition, attention to detail, or creative problem-solving. Flexibility in work styles boosts productivity.
MYTH #4) Neurodivergent people are uncooperative or antisocial.
FACT: Differences in social communication (e.g., directness, preference for written instructions) are often misinterpreted. Many value collaboration but may engage in ways that differ from neurotypical norms.
MYTH #5) Neurodivergent individuals are disruptive or aggressive.
FACT: Studies show neurodivergent people are no more prone to aggression than neurotypical peers. “Disruptions” (e.g., stimming, needing breaks) are often stress responses, not intentional behaviors.
MYTH #6) Neurodivergent leaders can’t adapt or learn new skills.
FACT: They often learn effectively when given tailored training (e.g., visual aids, hands-on practice). Many bring innovative perspectives due to unique cognitive approaches.
MYTH #7) Neurodivergent workers are unpredictable.
FACT: Predictability and structure (e.g., clear routines, advance notice of changes) reduce anxiety and enhance performance. Their consistency in specialized roles can be an asset.
MYTH #8) Neurodivergent people struggle in team environments.
FACT: Inclusive teams that value diverse communication styles and contributions benefit from their insights. Peer support and mentorship foster collaboration and mutual respect.
MYTH #9) Neurodivergent employees want total independence, not support.
FACT: Most seek a balance: autonomy in their work paired with accommodations (e.g., noise-canceling headphones, flexible deadlines) that acknowledge their needs.
MYTH #10) Accommodations for neurodivergent staff are too costly
FACT: Many adjustments (e.g., flexible schedules, digital tools) are low-cost and improve productivity for all employees. Investing in inclusion reduces turnover and enhances workplace culture.
Adapted from research by the Neurodiversity Initiative, Harvard Business Review, and Autistic Advocacy Network.
