The Problem With Labels
In conversations about neurodiversity at work, labels tend to take center stage. Terms like ADHD, autism, dyslexia, OCD, or “twice‑exceptional” get used as shorthand for understanding people’s needs. But the truth is far more complex.
Labels can be helpful for some, but they are also incomplete, often inaccurate, and inaccessible to many. When organizations rely on labels to determine who receives support, they create barriers for the very people they’re trying to include.
This is why building an inclusive workplace culture, one that doesn’t require a diagnosis to access support, is not just compassionate. It’s strategic, sustainable, and transformative for everyone.
The Limits of Labels
Labels are often treated as if they are precise definitions. In reality, they’re broad categories that rarely capture the full picture of someone’s lived experience.
The truth about labels:
- They oversimplify complex internal experiences A diagnosis can’t capture sensory needs, communication styles, burnout patterns, or the nuance of how someone processes information.
- They exclude people who are undiagnosed or misdiagnosed Many adults, especially women, LGBTQIA+ people, and people of color, were overlooked by diagnostic systems for decades.
- They create pressure to “prove” a struggle Employees often feel they must disclose a diagnosis to justify needing support, even when the support would benefit the entire team.
- They reinforce the idea that accommodations are special favors When in reality, they’re simply good design choices that help everyone work more effectively.
Labels can be useful tools for self‑understanding. But they are not a prerequisite for being supported, respected, or included.
Not Everyone Has a Label
Some neurodivergent people don’t have access to diagnostic services. Others don’t want a label because of stigma, cultural barriers, or past negative experiences. Many have traits that don’t fit neatly into any diagnostic category.
And some people are simply struggling with executive function, sensory overwhelm, communication differences, or burnout without knowing why.
If a workplace only supports people who can present a formal diagnosis, it leaves countless employees behind.
This is why inclusive culture must be built on universal design, not gatekeeping.
Inclusive Culture Helps Everyone
When organizations shift from “Who qualifies for support?” to “How do we design work so people can succeed?”, everything changes.
Inclusive culture benefits the entire workforce:
- Clear communication reduces misunderstandings and conflict Neurodivergent employees need clarity, but so do neurotypical ones.
- Flexible processes increase productivity across roles Autonomy and adaptability help every employee work at their best pace and in their best environment.
- Psychological safety boosts innovation and retention When people feel safe to ask questions, share ideas, or admit challenges, teams become more creative and resilient.
- Strengths‑based leadership brings out the best in everyone When managers focus on what people can do, not what they struggle with, performance improves across the board.
Inclusive culture isn’t a “neurodiversity initiative.” It’s a blueprint for a healthier, more effective workplace.
A Better Way Forward
The future of workplace inclusion isn’t about identifying who is “officially” neurodivergent. It’s about creating environments where people don’t need a label to be supported.
This means:
- Designing communication that works for diverse thinkers
- Offering flexibility as a standard, not an exception
- Normalizing different work styles and sensory needs
- Training leaders to understand neurodivergent experiences
- Building systems that reduce friction instead of creating it
This is the work I do every day at Divergent Support Services, helping organizations move beyond labels and into real, actionable inclusion that benefits everyone.
When we stop relying on labels and start designing for humans, workplaces become more equitable, more productive, and more inclusive.
And that’s a win for every employee, not just the ones with a diagnosis.
