The 8th Sense Your Workplace Is Ignoring: The Case for Neuroinclusive Design
It all begins with an idea.
Most workplaces are designed for only 5 senses. But humans actually have 8.
The person two desks over from your "hot desk" is quietly arguing with their boyfriend on the phone, and now you know they share a car and have conflicting schedules. The fluorescent light above your desk is slightly flickering, but it has your attention like a strobe light at a Nine Inch Nails concert. And now someone just burnt their microwave popcorn in the break room, and it smells like a Kuwaiti oil field. This is enough to make anyone's concentration evaporate and productivity plummet.
Now imagine experiencing that level of sensory overwhelm—but amplified and triggered by the pedestrian elements of the workplace like overhead lighting, keyboard clacking, or unbearably itchy chair upholstery. For up to 20% of your workforce, this isn't an occasional annoyance—it's a daily reality that can make the normal workday feel like a Darren Aronofsky film.
As organizations rush to bring employees back to the office, there's a critical oversight in most return-to-office strategies. Workplaces were rearranged, reconfigured, and adapted to transient employees navigating work-from-home COVID quarantines and an increasing number of employees who don't need a permanent desk assignment. Most organizations haven't addressed the distracting, noisy, too-bright, or otherwise unproductive environments that were only endured sporadically by many employees. Add to this the doubled ADHD diagnoses and increased autism cases identified due to the pandemic's changing daily structural impact and greater access to telehealth.
Leaders focusing on square footage and real estate demands may be missing a fundamental opportunity that environmental design could bring to workplace efficiency and performance in the post-COVID workplace. This isn't just about accommodation—it's actually shown to be a concept that affects all employees, not just neurodivergent ones. This strategic advantage is rooted in 50+ years of neuroscience research.
Return-to-Office Reality Check
The pandemic fundamentally changed how we think about work environments. Employees experienced the cognitive benefits of controlling their sensory environment—adjusting their lighting, managing noise levels, and choosing their workspace setup. Now, as organizations implement return-to-office mandates, many employees are struggling with the transition back to environments that weren't designed with their sensory and cognitive needs in mind—or even simply can't adjust their cognitive focus to what feels like a carnival for some.
This resistance isn't just about flexibility and the tension between organizations required to provide "reasonable accommodation" to those with disabilities, but not considering non-physical or invisible disabilities. This perfect storm of post-pandemic urgency to "return to normal" combined with increased sensory overwhelm in the environment should be a light bulb moment for organizations to take a closer look at how the workplace is impacting performance. This is especially true in light of the emerging pandemic research that shows increased performance and employee well-being in work-from-home or hybrid arrangements. Organizations can create environments that outperform both pre-pandemic offices and home setups by redesigning their physical spaces using neuroinclusive principles.
The Lost Productivity Crisis
What might be mildly annoying for someone who is neurotypical can be debilitating for someone with ADHD, autism, or other neurodivergent conditions. But let's for a minute consider that research from Stanford Medicine reveals that unemployment rates for neurodivergent individuals are approaching 80%—not because of capability, but because environments are designed against their strengths. I'm making another point here: the neurodivergent employee is clearly in the minority, so why invest to accommodate such a small fraction?
The data tells us why. Studies show that general noise can decrease workers' accuracy by 67%—and that's for neurotypical employees. Cushman & Wakefield's Experience per Square Foot™ data reveals that people with flexible schedules experience a 40% more positive workplace experience.
The Neuroscience Behind Environmental Performance
The eight-sense framework underlying neuroinclusive design emerges from decades of groundbreaking research by Dr. A. Jean Ayres. Supported by contemporary neuroimaging and neuroplasticity research, Ayres' work revealed a critical truth: Our brains are self-organizing systems that change in response to environmental support.
Recent neuroscience confirms that sensory-considered, well-designed environments promote neuroplastic changes that improve cognitive functioning, emotional regulation, and motor performance—benefits that extend to ALL employees. The sensory system happens to be much more dynamic than we actually thought. We are all familiar with the five senses; however, neuroscience reveals that we actually experience eight sensory systems that directly impact workplace performance. These include the lesser-considered vestibular system, proprioception, and interoception.
The Science Behind Sensory-Smart Design
Without becoming an expert in neuroscience, the principles that characterize eight sensory systems can be considered and optimized through neuroinclusive design. These are not niche, specialized, or esoteric solutions. These are environments that optimize human potential across the cognitive spectrum. There are easy and inexpensive environmental interventions that benefit all employees, including lighting, acoustics, and exposure to nature. LED alternatives with dimming capabilities eliminate the visual discomfort and headaches associated with harsh, cool-toned illumination and flickering fluorescent lights. Acoustic zoning or even inexpensive noise-absorbing tiles help manage unexpected or random noises, creating a more predictable soundscape. Exposure to nature, even just for short bursts during the day, has been shown to increase productivity, creativity, and wellbeing.
Research from HOK identifies three essential behavioral influences in design decisions that optimize environments for everyone:
Choice—providing access to specific settings employees need at any moment.
Variety—matching different ways of working and sensory choices.
Control—giving employees power over their environment in real-time.
The ROI of Evidence-Based Inclusive Design
Neuroinclusive design principles benefit all employees because they address fundamental human sensory processing needs. Research on environmental psychology shows that lighting control reduces stress hormones in all employees, and acoustic zoning improves cognitive performance across neurotypes. Exposure to nature, including workplace greenery, is shown to increase individual self-reported wellbeing.
In the post-COVID landscape, where competition for talent is high and retention is critical, investing in neuroinclusive design is a competitive imperative. Organizations that create sensory-considerate environments will attract top talent who might otherwise prefer remote work.
Ultimately, investing in inclusive design signals that your organization values all employees and invests in workspaces that support optimal human performance and innovation.
Stay tuned for the next article in neuroinclusive workplace design for thoughts on cultural, policy, and communication strategies for improving performance for all employees while optimizing unique neurodivergent strengths.
Combining global creative leadership with organizational psychology research, I help leaders create workplaces that truly work for all minds. From redesigning creative teams and physical environments to developing identity-informed management practices and adaptive workflows, I guide organizations beyond accommodation toward genuine neuroinclusive transformation. Ready to design what's next? Let's connect.
References
Auro, K., Hakulinen, C., Arias, N., Mundy, L., Ong, J. S., MacGregor, S., Martin, N. G., Mitchell, B. L., Palotie, A., Keski-Rahkonen, A., Kaprio, J., & Luningham, J. M. (2024). ADHD diagnoses in Finland during the COVID-19 pandemic. JAMA Network Open, 7(3), e243134.
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Grosvenor, C., Berger, B., Zablotsky, B., Danielson, M. L., Bitsko, R. H., & Claussen, A. H. (2024). Autism diagnosis among US children and adults, 2011–2022. JAMA Network Open, 7(4), e248648.
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LeFevre-Levy, R., Melson-Silimon, A., Harmata, R., Hulett, A. L., & Carter, N. T. (2023). Beyond the business case: Universally designing the workplace for neurodiversity and inclusion. Industrial and Organizational Psychology, 16(1), 1-16.
Rogers, A., & MacLean, E. (2023). ADHD symptoms increased during the COVID-19 pandemic: A meta-analysis. Journal of Attention Disorders, 27(8), 891-904.
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The AI Paradox: Why Human Creativity Is More Valuable Than Ever
It all begins with an idea.
The Real AI Impact: Production vs. Innovation
Recent research from Harvard Business Review shows that generative AI can help overcome challenges by supporting employee creativity and helping them generate new ideas. Yet a critical study published in Science Advances reveals a more nuanced story. While generative AI enhances individual creativity, it reduces the collective diversity of novel content.
This paradox illuminates what's really happening. AI amplifies production efficiency, but it homogenizes output. When everyone has access to the same generative tools, content becomes commoditized. The differentiator isn't who can produce the most—it's who can think most strategically about what should be created and why.
At its core, creativity involves not just novelty but contextual appropriateness—outputs that are both original and effective. AI systems lack the conscious intentionality and contextual awareness that define true creative cognition. Even the most advanced models perform only at average human levels in divergent thinking and cannot independently generate ideas that are both innovative and strategically viable.
The Strategic Gap: Why Most AI Deployments Fall Short
According to Deloitte's 2024 Global Human Capital Trends research, 73% of organizations say it's important to ensure human capabilities keep pace with technological innovation, but only 9% are actually making progress. McKinsey's recent workplace survey reveals a similar disconnect. While 92% of companies plan to increase AI investments, just 1% describe their deployments as mature.
The challenge isn't technical—it's about vision. Organizations can significantly improve performance by implementing AI intentionally, but most companies lack clearly defined goals for AI deployment or the creative imagination at key levels to innovate at scale. Data shows that leaders underestimate how often employees—especially early-career workers—already use AI tools, while employees report minimal access to tools or training in the workplace.
Creative professionals bring something uniquely human to this equation. They offer integration of diverse life experiences, emotional insight, and long-term problem framing. These internal processes fostering creativity remain forever beyond AI's reach.
The Evolution: From Content Creators to Creative Strategists
We're witnessing a fundamental shift in how creative value is generated.
Before AI: Creative value was in production—designing perfect pitch decks, crafting clever campaigns, building beautiful brands.
With AI: Creative value is in strategic insight and deployment—asking the right questions, conceptualizing problems innovatively, and guiding AI models meaningfully.
Research shows that generative AI has the most impact on less experienced workers who benefit from AI-guided learning. High-performing professionals gained little, indicating that top-level human expertise remains irreplaceable. This reinforces that creativity, particularly in open-ended problem solving and innovation strategy, cannot be engineered by algorithms alone.
Generative AI's real value lies not in replacing creatives, but in elevating them as strategic partners—accelerating workflows, generating prototypes, and offering fresh perspectives for refinement. Yet this introduces new cognitive demands. Prompt engineering requires not just technical skill but deep domain knowledge, creative foresight, and the human drive to question. Creatives become the architects of AI application, guiding it with human vision rather than being sidelined by it.
A Strategic Framework for Leaders
To remain competitive, organizations must pivot from efficiency-driven frameworks to models that prioritize imagination, experimentation, and emotional intelligence. This requires leaders to:
1. Audit Creative Workflows Distinguish between tasks requiring strategic thinking versus those suited for AI automation. Creative problem-solving requires both convergent and divergent thinking—AI's current strength lies in convergent thinking. Divergent thinking remains the domain of human intelligence.
2. Invest in Creative Intelligence Develop creative professionals as strategic prompt engineers, AI integrators, and cross-collaborative problem-solvers.
3. Reframe Performance Metrics Move beyond output volume to reward intelligent design, innovative problem framing, strategic insight, and thoughtful AI deployment.
A Call to Action for Creative Professionals
This is your moment to redefine what creative means. Position yourselves as the strategic creative engine that will drive this technology. Research shows that financial incentives enhance creativity in closed, well-defined tasks. But in open, strategic tasks, intrinsic motivation and peer-driven passion prove more effective.
Creatives must:
Elevate your strategic voice: Position yourself as the architect of creative frameworks, not just their executor
Master AI collaboration: Learn to prompt, direct, and optimize AI tools strategically while embracing new challenges outside your domain
Embrace your cognitive uniqueness: If you think differently, that's your competitive advantage
Develop systems thinking: Understand how creativity integrates with broader organizational goals
The Business Case for Creative Strategy
Research shows that artificial intelligence positively affects knowledge sharing, knowledge sharing enhances organizational creativity, and this relationship mediates between AI and organizational creativity. Organizations that invest in creative strategists—professionals who can design AI-human creative workflows, frame complex problems innovatively, and guide cultural transformation—will gain sustainable competitive advantages.
Those that simply replace creatives with AI will become efficiently mediocre. AI tools in the hands of non-strategic thinkers become engines of randomization. But in the hands of strategic creatives, they become amplifiers of genuine innovation.
Conclusion: Creativity as Organizational Imperative
We're not facing the obsolescence of creativity. We're witnessing its transformation into a higher-order organizational competency. As technology transforms the mechanics of work, it is human imagination that will determine what we build, how we live, and who we become.
The question isn't whether your company will use AI—it's whether you'll leverage creative intelligence to use it strategically. Creativity is needed now more than ever—not in spite of AI, but because of it.
Combining global creative leadership with organizational psychology research, I help leaders create workplaces that truly work for all minds. From redesigning creative teams and physical environments to developing identity-informed management practices and adaptive workflows, I guide organizations beyond accommodation toward genuine neuroinclusive transformation. Ready to design what's next? Let's connect.
References
Aru, J. (2024). Artificial intelligence and the internal processes of creativity. ResearchGate.
Brynjolfsson, E., Li, D., & Raymond, L. R. (2023). Generative AI at work (NBER Working Paper No. 31161). National Bureau of Economic Research.
Charness, G., & Grieco, D. (2019). Creativity and incentives. Journal of the European Economic Association, 17, 454-496.
Deloitte. (2024). Global Human Capital Trends. Deloitte Insights.
Eapen, T. T., Finkenstadt, D. J., Folk, J., & Venkataswamy, L. (2023). How generative AI can augment human creativity. Harvard Business Review.
Hauser, O. P. (2024). Generative AI enhances individual creativity but reduces the collective diversity of novel content. Science Advances, 10, eadn5290.
Marrone, R., Cropley, D., & Medeiros, K. (2024). How does narrow AI impact human creativity? Creativity Research Journal.
McKinsey. (2025). Superagency in the workplace: Empowering people to unlock AI's full potential. McKinsey & Company.
Why Neurodiverse Minds Are a Secret Weapon in AI-Driven Workplaces
It all begins with an idea.
Have you noticed that most of the water-cooler talk these days is about artificial intelligence? Okay, just kidding—no one gathers around a water cooler anymore. Everyone has their own Stanley cup and Slack channel. But it's true that AI has become the dominant topic of workplace dialog. It has infiltrated strategy decks, “ways of working” and “future of work” webinars. Its promise feels futuristic yet still fuzzy on how it’s going to “revolutionize work” and replace most of us with bots. The answer is that it won’t displace all of us and it will change how we get our work done. Competitive organizations will need to figure out where AI will optimize current workflows, and importantly where it will not.
How AI Supports Neurodivergent Cognition
As the scramble to integrate AI feels a bit like a 21st century arms race—except with magazines of big data and algorithms, the winners are going to be the ones who ignore the hype and get down to optimizing their current operations in tangible ways that reduce inefficiencies and eliminate unnecessary labor. This is borne out by the data which shows that currently it is most integrated into functions with low-hanging fruit like IT, marketing and product development representing 78% of the organizational adoption.
Emerging Research on AI Adoption
Despite the rapid pace of adoption, organizations still have several challenges including insufficient cross-team collaboration, poorly defined projects and objectives, and low-quality data. It’s not surprising then that a recent McKinsey study found that despite most companies already investing in AI, only 1% of the workforce believes their adoption is at maturity. The rapid development of AI has already outpaced many organizations’ ability to integrate these technologies into workflows effectively. In the race to scale up AI, one of the most valuable and under-leveraged advantages isn’t the technology or infrastructure—but workforce adaptation. This is your talent factor—but more specifically—the cognitive diversity of that talent.
What This Means for Organizations
Neurodivergent professionals often bring valuable skills such as pattern recognition, systems thinking, and lateral problem-solving—and are often naturally aligned with AI-enabled workflows. At the organizational level, missed opportunities to involve neurodivergent early in the AI adoption lifecycle risks workforce adaptation—ensuring that employees can meaningfully use and guide AI tools. These individuals are frequently underutilized due to outdated norms around executive functioning and communication.
Emerging research supports the idea that neurodivergent professionals may engage with AI tools more effectively than their neurotypical peers. One study of an online digital community found that neurodivergent users are early adopters of AI tools, especially to uplevel their “executive functioning.” AI-enhanced learning environments in schools have shown to empower neurodiverse students by matching their cognitive strengths with adaptive learning systems.
Anecdotal evidence from software architects and programmers suggest that AI can functions as a type of "cognitive extension," to support hyperfocus and creative problem-solving in neurodivergent employees. As an analog to executive functioning, AI can support memory, organization, and focus, to allow neurodivergent superpowers to emerge. They may be equipped then to not only adapt to AI technologies, but to drive their most creative and effective use.
These patterns suggest not just compatibility but a potential advantage to neurodivergent-AI interactions. Looking ahead, AI will move from being a support tool to becoming an embedded co-worker. Agentic AI systems—designed to act with a degree of autonomy while remaining under human supervision—are reshaping how tasks are executed. Ignoring this opportunity undermines both inclusion goals and AI return on investment. Organizations that fail to recognize the alignment between neurodivergent strengths and AI workflows risk underutilizing some of their most innovative talent.
The Future Trajectory of AI in the Workplace
Financial projections suggest AI will contribute over $22 trillion to the global economy by 2030. Realizing this potential will require more than technical fluency—it will demand cognitive inclusion. AI is not just transforming work—it is reshaping who gets to lead the transformation. Neurodivergent professionals bring a set of skills and work styles that align well with emerging AI technologies. By embracing this alignment, organizations can not only accelerate their AI strategies but build more inclusive, productive, and future-ready workplaces.
As a consultant and doctoral researcher in organizational psychology, I help organizations evolve beyond surface-level inclusion. I work with leaders to rethink teams, workflows, and culture through a neuroinclusive lens—whether redesigning in-house creative teams, adapting policies, or training leadership in identity-informed management.
If you're leading an organization—or navigating one as a neurodivergent professional—and ready to design what’s next, I’d love to connect
References
Daoudi, I. (2022). Learning analytics for enhancing the usability of serious games in formal education: A systematic literature review and research agenda. Education and Information Technologies, 27(8), 11237–11266. https://doi.org/10.1007/s10639-022-11087-4
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Folaron, M. (2025). The Future of Productivity for Neurodivergent Workers. Leantime. https://leantime.io
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Are RTO Mandates the Next Frontier in Workplace Discrimination?
It all begins with an idea.
What employers need to know about neurodiversity, ADA compliance, and the new equity gap.
The Diagnostic Surge and Its Implications
During the pandemic, something unexpected happened: many adults—especially women—received their first diagnosis of a neurodivergent condition. For some, it was the shift to remote work and a reprieve from the “always-on” work environment that highlighted existing struggles with focus, sensory sensitivity, or burnout. For others, access to telehealth services made it easier to pursue assessment and care.
Recent reports show that ADHD diagnoses more than doubled in some populations between 2020 and 2022. Detection and diagnosis of Autism Spectrum Conditions (ASC) among adults also rose steeply, especially among groups historically overlooked: women and racial minorities.
These are employees already in your organization—many of whom have struggled in silence for years, using masking or camouflaging tactics to hide their conditions, often without realizing it themselves. For some, the pandemic provided the language and recognition they needed. But that awareness arrived just as many companies began scaling back DEI programs and restructuring teams.
The risk? These same employees may now be especially vulnerable during decisions around layoffs, promotions, or return-to-office mandates—particularly if they haven’t disclosed a diagnosis.
There are many reasons people choose not to disclose: fear of discrimination, the stigma of being perceived as less capable, or even imposter syndrome—the feeling of “not being disabled enough” to deserve accommodations.
Return-to-Office Risks
For many companies, the urgency to bring people back into the office isn’t just about productivity—it’s a symbolic return to “normal.” But that perception of normal is often narrow and exclusionary. For neurodivergent employees, “normal” was never designed with them in mind.
Mandated in-office policies can unintentionally disadvantage neurodivergent employees—especially those who thrived with the flexibility and sensory control of working from home. Shifts back to overstimulating, unstructured open layouts—or socially demanding environments—can trigger cognitive overload, anxiety, or burnout. When performance declines under these conditions, it’s often misinterpreted as disengagement or a lack of competence.
Unfortunately, many neurodivergent employees don’t feel safe disclosing their diagnoses. Disclosure involves risk—of stigma, of being perceived as “less professional,” or of being passed over for opportunities.
Yet without disclosure, formal accommodations under the ADA aren’t triggered—leaving individuals without the protections they’re legally entitled to. Many employees, and even employers, are unaware that “reasonable accommodations” apply to neurodivergent conditions. These adjustments can be simple: a hybrid schedule, time-management support, or partially remote work.
Return-to-office mandates, when executed without thoughtful planning for cognitive diversity, can expose organizations to legal and ethical risks. Beyond compliance, they risk missing an opportunity to retain and optimize the very thinkers most equipped to drive innovation.
Legal and Ethical Obligations
Neurodiversity is often framed as an inclusion initiative—but it’s also a matter of compliance. Under U.S. law, specifically the Americans with Disabilities Act (ADA), employers are required to provide reasonable accommodations for neurological and cognitive conditions, including ADHD, autism, and AuDHD.
If an employee doesn’t feel safe disclosing—due to fear of stigma, retaliation, or being viewed as less competent—they won’t receive the support needed to perform and thrive.
By applying workplace requirements broadly—like RTO mandates—employers may inadvertently engage in discriminatory practices, especially if layoffs, promotions, or evaluations ignore neuroinclusion.
Beyond legal compliance, there’s also an ethical imperative. Companies that truly value diversity must extend that commitment to invisible differences—not just visible demographics.
In my research and experience, I’ve found that while many organizations claim to support neurodiversity, their systems still prioritize neurotypical norms and expectations.
Strategic organizations are taking a different path—and they’re seeing results. Microsoft’s Neurodiversity Hiring Program has placed hundreds of neurodivergent individuals into supported roles, improving performance outcomes and cultural inclusion. JPMorgan Chase’s Autism at Work initiative found that neurodivergent hires were 90% to 140% more productive than their neurotypical peers in specific technical roles.
These aren’t just DEI initiatives—they’re performance strategies.
Inclusion as a Business Strategy Conversations around neurodiversity often focus on challenges—and those are real. But there’s also untapped potential. Neurodivergent professionals offer deep focus, creative problem-solving, pattern recognition, and innovative thinking. When supported, these are high-impact capabilities. Inclusion, when designed thoughtfully, becomes a performance strategy.
Let’s Not Forget the Lessons of the Pandemic
The pandemic reshaped not only how we work, but how we make sense of our work. In addition to reframing priorities and exposing challenges—it revealed that flexibility works, remote performance is often stronger, and existing systems weren’t as inclusive as assumed.
Now, as we redesign work again, we’re at an inflection point. Will organizations revert to outdated, neurotypical one-size-fits-all models? Or will they create systems where cognitive diversity becomes a driver of resilience and performance?
As a consultant and doctoral researcher in organizational psychology, I help organizations evolve beyond surface-level inclusion. I work with leaders to rethink teams, workflows, and culture through a neuroinclusive lens—whether redesigning in-house creative teams, adapting policies, or training leadership in identity-informed management.
If you're leading an organization—or navigating one as a neurodivergent professional—and ready to design what’s next, I’d love to connect.
References
Americans with Disabilities Act. (1990). U.S. Department of Justice Civil Rights Division. Retrieved from https://www.ada.gov
Auro, K., et al. (2024). ADHD Diagnoses in Finland During the COVID-19 Pandemic. JAMA Network Open.
Grosvenor, C., et al. (2024). Autism Diagnosis Among US Children and Adults, 2011–2022. JAMA Network Open.
Microsoft. (n.d.). Neurodiversity Hiring Program. Retrieved from https://www.microsoft.com/en-us/diversity/inside-microsoft/cross-disability/neurodiversityhiring
Quartz. (2021, April 7). Neurodiverse Applicants Are Revolutionizing the Hiring Process. Retrieved from https://qz.com/work/1981466/neurodiverse-applicants-are-revolutionizing-the-hiring-process
Rana, P. (2024, June 9). Jobs for the Autistic Grow Beyond Tech. The Wall Street Journal. Retrieved from https://www.wsj.com/lifestyle/careers/jobs-for-the-autistic-grow-beyond-tech-b4eee329
Rogers, A., & MacLean, E. (2023). ADHD Symptoms Increased During the COVID-19 Pandemic: A Meta-Analysis. Journal of Attention Disorders.
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World Health Organization (WHO). (2022). COVID-19 Pandemic Triggers 25% Increase in Prevalence of Anxiety and Depression Worldwide