From inclusion to (neuro)divergent safe space in organizations

Abstract Neurodiversity in organizations remains an underexplored area, leaving gaps in understanding how organizations may create safe spaces for and with neurodivergent employees. This article engages with current neuro‐inclusion debates and advocates for a shift towards a framework of (neuro)divergent safe space, offering a more refined exploration of the underlying issues of exclusion. Addressing this gap, our critical review guided by the concept of safe space and the extended social model of disability thematically analysed 31 empirical and conceptual articles. We identified that existing organizational approaches focus on social relations, the physical workplace and flexible working arrangements. Although these practices enable neurodivergent workers to perform effectively (what they can do ), they often overlook the need for individual agency to self‐initiate practices that cultivate a positive bodily sense of self (who they can be ). Despite its descriptive nature in mapping how these interventions promote neuro‐inclusion, the literature informs our novel (neuro)divergent safe space framework, which comprises of four interrelated types of spaces. First, the social‐relational safe space involves practices designed to challenge ableist behaviours and norms. Second, the physical safe space includes practices aimed at creating safer and accessible physical environments. Third, the autonomous safe space encompasses practices that allow workers to exercise flexibility and autonomy. Finally, central to a (neuro)divergent safe space is the inner safe space , prioritising the psycho‐emotional wellbeing of neurodivergent individuals. We lay the foundation for future research to expand upon the conceptualisation of (neuro)divergent safe space and its constituent parts across the micro, meso and macro level.