Harnessing the power of neurodivergent thinkers: 5 tips to embrace diversity and foster innovation

September 19, 2025

Jessica Bowes

Collage illustration of thinking mind brain power concept.

“Embracing neurodivergent thinkers in the workforce is a strategic business advantage,” says Amanda Gorman, Health and Safety Consultant with WSPS. She has seen how neurodivergent individuals enrich workplaces and benefit organizations. “A team made up of neurotypical thinkers tends to generate similar ideas. But when you add a neurodivergent thinker to the team, they bring a different perspective that could lead to breakthrough ideas and unconventional problem-solving,” she says.

Neurodivergence refers to people whose brains process information differently from the majority. A neurodivergent thinker is the opposite of a neurotypical thinker. At a time when most businesses are looking for an edge on the competition and exploring new ways to do things, neurodivergent thinkers are a great fit. Their unique cognitive, emotional, and creative strengths often drive the innovation that organizations are seeking.

“For many people, when they hear the term neurodivergent, they associate it with individuals who have autism or attention deficit hyperactivity disorder (ADHD),” says Amanda, explaining that it is a misconception that all neurodivergent individuals have been diagnosed with a disorder or disability. It is equally incorrect to assume that neurodivergent thinkers are lacking in some way. “A good way to challenge this misconception is to remind people that Giftedness is also a form of neurodivergence,” she says, emphasizing that neurodivergence simply means that the brain functions differently and diverges from neurotypical patterns.

Examine hiring processes

“Traditional talent pipelines may overlook neurodivergent thinkers, even though they may have the exact traits that you want for a particular position,” says Amanda. Traits that are usually considered to be desirable in a new hire, such as an ability to notice details, a preference for logic and fairness, highly developed morals, precision in expression, and resilience, are often found in neurodivergent thinkers. “For example, these traits may be present in a gifted person as well as an autistic person,” says Amanda. When you break down the characteristics or abilities required for a specific job, it can help you determine the type of thinker that is best suited to it.

For example, manufacturing engineers and process control analysts need to be logic-driven problem solvers and very precise in their documentation. A product developer not only needs to be creative and able to clearly express ideas, but ideally, they are also someone who considers ethical issues when it comes to design and testing. A water treatment operator must be hyper-focused when analyzing samples and data. Each of these examples highlights traits that are commonly found to be higher in neurodivergent thinkers than in neurotypical individuals.

5 ways to support neurodivergent thinkers in the workplace

To leverage neurodiversity on your team, start by recognizing and understanding what it is. “Managers and supervisors should not assume that all employees are going to work in the same way,” says Amanda. She offers these tips to support the needs of divergent thinkers while balancing team cohesiveness.

Ask questions. Find out what employees are thinking and what they need to be successful. When you discover something that works for one employee, offer it to everyone on the team.
Remove social barriers. Plan a social event for the team, such as a lunch, to get to know each other and build relationships outside of the workplace. Facilitate conversation by introducing a topic and asking questions. Doing this makes it easier for individuals to enter the conversation and removes some of the pressure they may feel when it comes to social interactions.
Foster inclusiveness. When working collaboratively or discussing a topic in a meeting, build in opportunities for everyone to speak and share their thoughts rather than assuming they will speak up on their own (e.g., go around the table). Many people do not feel comfortable interjecting, which could lead to the business missing out on valuable insights.
Provide direct communication. Be very clear with instructions and expectations. Avoid leaving room for interpretation.
Be transparent. Provide as much detail as possible. Not only does this lower anxiety, but it also builds trust.