In recent years, some workplaces have focused on helping ADHD employees “manage” or “overcome” their differences to fit into a neurotypical mold. However, neuroaffirming practices, supported by frameworks like Critical Disability Theory (CDT), offer a more inclusive approach. This perspective shifts the focus from trying to “fix” ADHD traits to valuing neurodivergent experiences and transforming workplaces to be more accommodating for all. Neuroaffirming practices and CDT can reshape the workplace, creating environments where individuals with ADHD are not only included but empowered.
Understanding Neuroaffirming Practices
Neuroaffirming practices recognise and validate the unique traits of neurodivergent individuals, including those with ADHD, without positioning them as deficits to be corrected. Instead of focusing on “normalising” or “correcting” neurodivergent behaviors, neuroaffirming practices prioritise understanding and accommodating these differences. In a workplace context, this approach recognises that traits commonly associated with ADHD, such as high energy, creativity, and hyperfocus are valuable and can be leveraged positively.
For ADHD individuals, a neuroaffirming approach might include adjusting work processes, offering flexible schedules, and emphasising strengths-based assessments rather than attempting to minimise or mask ADHD-related traits. The goal is not to “fix” ADHD but to create an environment where neurodivergent employees feel respected, supported, and valued for who they are.
Critical Disability Theory: Challenging Norms and Embracing Diversity
Critical Disability Theory (CDT) is a theoretical framework that views disability not as an individual limitation but as a product of societal and environmental barriers. CDT challenges traditional views that see disabilities as deficits or dysfunctions and instead focuses on how social structures, attitudes, and power dynamics create barriers that disadvantage disabled individuals. In the context of ADHD, CDT emphasises that many of the challenges ADHD individuals face are not inherent to their neurodivergence but are the result of workplaces that are designed for neurotypical norms.
By applying CDT to ADHD in the workplace, we can start to question why rigid structures, standardised procedures, and other expectations that may disadvantage neurodivergent individuals are held in such high regard. It invites us to rethink what “success” and “productivity” mean and to recognise that traditional work environments may inadvertently exclude those with different cognitive processes. CDT encourages workplaces to adapt to neurodivergent needs, creating spaces that are not just accessible but affirming and empowering for all.
How Neuroaffirming Practices and Critical Disability Theory Work Together for ADHD-Inclusive Workplaces
When combined, neuroaffirming practices and CDT provide a framework for transforming the workplace into a more inclusive and equitable environment for ADHD employees. Here’s how this can be achieved:
1. Rethinking “Productivity” and Valuing Diverse Work Styles
Traditional measures of productivity, which emphasise routine, and rigid adherence to processes, often overlook the strengths of ADHD employees. Neuroaffirming practices encourage us to redefine productivity to value creativity, problem-solving, and innovation, areas where ADHD individuals often excel.
CDT supports this by challenging the notion that productivity must look the same for everyone. Instead of pushing ADHD employees to conform to neurotypical standards of productivity, workplaces can benefit from allowing different approaches. For instance, if an ADHD employee works best by delivering a presentation which tells a story how they envision it (rather than how someone else insists it should be told), a workplace that values diverse thinking styles can accommodate this, leading to better engagement and outcomes.
2. Challenging Stigma and Shifting Attitudes
Both neuroaffirming practices and CDT emphasise the importance of addressing workplace stigma around neurodivergent traits. ADHD employees are often subject to stereotypes, such as being seen as “disorganised” or “poor communicators.” This perception is a result of bias, not a reflection of their abilities. Neuroaffirming practices prioritise education and awareness, helping neurotypical colleagues and managers understand ADHD as a valid neurotype with its own strengths and challenges.
CDT highlights that this stigma is a form of discrimination, rooted in ableism and a lack of understanding about neurodivergence. By reframing ADHD traits as part of natural human diversity, CDT encourages workplaces to move away from a deficit-based view. This can lead to reduced bias and more equitable treatment, as ADHD individuals are seen as equally capable rather than as “exceptions” or “disruptions” to the norm.
3. Focusing on Strength-Based Assessments
Traditional performance reviews often measure ADHD employees against neurotypical standards, focusing on routine adherence, and ‘doing things this way’. These metrics can unintentionally disadvantage ADHD individuals, who may struggle in these areas but excel in creativity, big-picture thinking, and adaptability. Neuroaffirming practices promote strength-based assessments that focus on what ADHD employees do well, rather than penalising them for perceived shortcomings.
CDT reinforces this by questioning why workplaces prioritise certain skills over others, particularly when those skills don’t directly impact job performance. CDT advocates for a shift toward evaluating ADHD employees based on outcomes rather than their adherence to neurotypical standards. Strength-based assessments allow ADHD employees to shine and demonstrate their unique contributions to the organisation.
4. Encouraging Autonomy and Trust
Neuroaffirming workplaces recognise that ADHD employees often thrive in environments where they are given autonomy and the freedom to approach tasks in their own way. Rather than micromanaging, managers can work with ADHD employees to set goals that accommodate their work style. This not only improves productivity but also fosters a sense of trust and mutual respect.
CDT supports this by challenging hierarchical and rigid management structures that impose unnecessary control over employees’ work processes. From a CDT perspective, empowering ADHD individuals with autonomy is a way of dismantling oppressive structures that limit neurodivergent expression. Encouraging autonomy allows ADHD employees to work in ways that best suit them, benefiting both their well-being and the organisation.
Creating ADHD-Inclusive Workplaces
Combining neuroaffirming practices with the principles of Critical Disability Theory allows workplaces to move beyond token inclusivity. By questioning traditional norms and focusing on accommodating rather than altering neurodivergent traits, organisations can create spaces where ADHD individuals can thrive without needing to mask or conform. This shift promotes equity, improves morale, and fosters an environment where the strengths of all employees are recognised and valued.
By implementing adaptive policies, prioritising strength-based assessments, and embracing a more flexible view of productivity, workplaces can transform from environments that inadvertently disable to spaces that empower. ADHD individuals, like all employees, bring unique skills and insights that are essential to a dynamic, innovative workforce. Embracing neuroaffirming practices and CDT is a vital step in creating a work culture that celebrates neurodivergence and unlocks the potential of every team member.