How psychological safety empowers neurodivergent inclusion in the workplace
As an accessibility consultant specializing in neuroinclusive workplaces, I help managers, recruiters, coworkers, and employees build skills to treat each other with kindness and curiosity. I aim to create workplaces that value people’s unique needs, skills, and strengths. Clear communication, expectations, and flexibility help everyone succeed—and these efforts bring huge benefits.
I first learned about the importance of psychological safety from a 2012 research project by Google called Project Aristotle. Google explored what makes teams perform best, expecting individual skills or traits to be the answer. Instead, the study revealed that positive team behaviours, like being emotionally aware of teammates and giving everyone an equal chance to speak, play the biggest role. These behaviors create psychological safety, where people feel they can be themselves without fear. While this approach helps all employees, neurodivergent workers need it to thrive in the workplace.
What is psychological safety?
Harvard professor Amy Edmondson defines psychological safety as a shared belief that team members can show up as they are. In a psychologically safe workplace, people express themselves, share ideas, ask questions, take risks, and trust their colleagues and leaders.
Why is psychological safety important for neurodivergent workers?
Neurodivergent people, whose brains may process or communicate differently, often face barriers in traditional workplaces. Improving psychological safety helps remove these barriers and unlock their potential. Some benefits include:
- Increased willingness to ask for help, which supports team productivity.
- Lower anxiety, improving health and job stability.
- Greater honesty about challenges, leading to better problem-solving and creativity.
- Stronger self-advocacy for their needs, such as accommodations and communication preferences.
Common barriers neurodivergent workers face
Workplaces designed for neurotypical people create barriers for neurodivergent individuals. Here are some examples:
In interviews
- Employers often reward social skills and “good vibes” over job-relevant abilities.
- Hiring teams use rigid formats and unclear expectations.
- Panel interviews and hypothetical questions often increase stress.
In meetings
- Teams often skip clear agendas or role definitions.
- Leaders rely on verbal communication, making note-taking harder.
- Video calls with mandatory cameras and fast-paced conversations create anxiety and difficulty participating.
In accommodations
- Companies frequently make the process of requesting accommodations unclear or complicated.
- Many employers require formal diagnoses.
- Lack of awareness about neurodivergence prevents managers from offering proper support.
What employers can do
Employers can adopt flexible and inclusive practices to build supportive workplaces. Here’s how:
For interviews
- Clearly explain the process in writing (e.g., who’s involved, how long, and what questions to expect).
- Replace hypothetical questions with practical, behavior-based ones.
- Allow candidates to bring a support person or examples from non-work settings.
- Offer breaks and encourage open dialogue.
For meetings
- Share an agenda and explain each person’s role.
- Create protocols to ensure everyone has a chance to speak.
- Assign note-takers or encourage tools like speech-to-text for capturing information.
- Let employees turn off cameras during virtual meetings.
For accommodations
- Simplify and clarify the accommodation process.
- Accept self-identification or advocacy from other professionals instead of requiring formal diagnoses.
- Train HR teams to understand neurodivergence and offer common examples of accommodations.
Adaptability is key to psychological safety
Organizations that shift from rigid, traditional practices to adaptable, inclusive ones create environments where neurodivergent employees feel valued and empowered. This approach benefits individuals and builds stronger, more successful teams, and further, more successful companies.
Heather Linka (she/her) is a professional in disability vocational services and Human Resources, specializing in neurodiversity. Based in British Columbia, she brings both professional and personal experience, having recently been diagnosed with ADHD. Heather is committed to promoting psychological safety and inclusivity in workplaces and communities.