Teal and neurodiverse organisations: leveraging teal management practices to foster workplace neurodiversity

Purpose Many organisations face challenges in effectively including neurodivergent individuals, often framing inclusion efforts around helping these employees adjust to “normal” practices. While such efforts aim for acceptance, they frequently fall short of realising the full potential of neurodivergent talent. We use teal management practices to embrace neurodiversity and position it as a vital organisational asset, adding valuable arguments to the conversation on the strengths-based approach. Design/methodology/approach In this conceptual paper, we aim to put forward an alternative direction of theory in the area of neurodiversity using teal management principles. Drawing on established theories of teal organisations and neurodiversity, combined with our lived experiences as neurodivergent individuals in the workplace, we introduce the conceptual framework of the Teal and Neurodiverse Organisation. Findings We state that teal management practices may foster neurodiversity in organisations. The core advantage of a Teal and Neurodiverse Organisation lies in its emphasis on wholeness, which empowers neurodivergent individuals to better understand themselves and pursue personal and professional growth. Through self-management practices, such organisations create space for adapting work conditions to individual needs. Simultaneously, a focus on evolutionary purpose inspires and optimises the contributions of passionate and loyal neurodivergent employees. These practices foster an inclusive and innovative environment that benefits the entire organisation. Originality/value We propose the concept of the Teal and Neurodiverse Organisation as a framework for advancing neuroinclusion. Instead of helping neurodivergent individuals to adapt to accepted norms, we propose the creation of a workplace that embraces the unique needs and contributions of individuals no matter what their neurodevelopmental state is. It may make neurodivergent employees thrive without being treated as “atypical” or “needing extra care”. This approach may be a promising direction for future research and practice, opening new pathways for reimagining workplace neurodiversity.