Recognition: Part 1 of The Case for Neuroinclusive Operations

“The Case for Neuroinclusive Operations" series examines where organizational systems often fail and why building neuroinclusive operations is a foundational place to start.

A single word can quietly determine the direction of an organization’s inclusion efforts. In her article, “Why we should stop saying underrepresented,” N. Chloé Nwangwu points out a small but powerful intervention: using the word “underrecognized" instead of “underrepresented” to describe a still very stark reality for socially marginalized people.

The words we use in our organizations drive the philosophies—and ultimately the decisions—that sculpt how our systems function. Words communicate intent, and when spoken by those in power, they shape behavior, priorities, accountability, and culture.

When it comes to the choice between “underrepresented” and “underrecognized,” Nwangwu argues that the distinction matters deeply, writing that for executives who don’t know any better, using “underrepresented" suggests that the solution to inequity is simply placing marginalized people into visible roles, while leaving them at the mercy of individual and systemic bias. If they fail to “beat the odds,” the system shrugs knowingly and moves on. In other words, “underrepresented" frames inequity as a visibility problem rather than a systems problem.

It’s important to note, as part of this discussion, that systems do not affect all marginalized people equally. Intersectional identities—such as being both neurodivergent and disabled, or neurodivergent and BIPOC, queer, or economically marginalized—often compound underrecognition. This in mind, when we start by looking at estimates for unemployment amongst neurodivergent identities, it's staggering, with estimates of unemployment rates for Autistic adults at 85%, 45% for adults with dyslexia, and 33% for adults with ADHD.

Further, statistics on discrimination remain problematic. While discrimination is illegal in the US, it still pervades, with a 2023 survey finding that up to 91% of US workers have experienced workplace discrimination, with "only 33% of people feeling comfortable making a report to HR about something they had experienced or witnessed, and just 21% felt comfortable reporting it directly to a manager."

So what do we do with this information? Well, “Underrecognized,” as Nwangwu states, “invites us to address the behavior driving underrepresentation: a lack of recognition.” When it comes to neuroinclusion, we can start by recognizing the experiences of neurodivergent workers, both inside and outside of the workforce. And I believe an important neurodivergent worker experience to start by recognizing is that we, both employed and not, are repeatedly required to exert extra effort to make non-inclusive work systems work.

Operational design is the reason why many jobs are not maintainable. For example, excessive screen time has been shown to be unhealthy in general, but those with heightened sensory, social, or attention challenges feel it the most.

Many neurodivergent workers must:
* Self-regulate in sensory-hostile environments
* Put in extra labor to compensate for unclear norms
* Mask to avoid penalty or exclusion

This labor is largely invisible and almost never acknowledged.

As a neurodivergent worker and someone who has spent a decade in operations, I’ve experienced firsthand how organizations quietly rely on this unseen labor while failing to recognize it and the systems that make it happen. And as someone deeply invested in “what works” (a core reason I founded Operate Well), the most persistent barrier I see is not feasibility, but bias and resistance to change.

Neuroinclusive operations are not just “nice to have.” They are critical for recognizing the real work people do every day to overcome unseen barriers.

For leaders, it starts with recognizing marginalized identities, including the neurodivergent workforce and its intersecting experiences. By focusing on inclusive operations, not just inclusive intentions, we acknowledge steps to reconcile the unseen labor of individuals who have carried the weight of poor system design for decades. Neuroinclusive operations are not only about saying “I see you,” although awareness is a start. It is also about our willingness to change systems.

If you’re interested in reviewing how to make your operations more neuroinclusive, I’d love to chat.

Some areas Operate Well can help include:
* Neuroinclusive Operations Audit
* Job Crafting and Systems Support
* Neuroinclusive Communications
* Neuroinclusive Culture Building

-Marissa Mosunich
www.operatewell.com