Diversity is a fact; inclusion is an act: a BWM study on neurodiversity barriers

Purpose This study is aimed at identifying and ranking the critical barriers that disrupt neurodivergent inclusion in organizations through the best–worst method (BWM). The research provides a systematic approach which assists organizations to develop inclusive workplace that makes neurodiversity a source of creativity and strength. Design/methodology/approach Through the BWM, experts’ inputs were received to analyze and rank barriers to neurodivergent employees at the workplace in four dimensions, including personal and developmental, organizational and structural, interpersonal and social and environmental and technological. Findings The findings show that the most important barriers to inclusion are non-flexible accommodation, co-morbid conditions and rigid recruitment practices. The barriers, like educational disparities and overreliance on technology, were identified to have comparatively less impact. The BWM generated consistent and reliable rankings, which reflect areas of priority in which the organization needs to intervene. Practical implications Its results can guide HR leaders and managers to develop specific neuro-inclusive strategies. The focus must be placed on the flexible work design, open recruitment procedures, managerial sensitization and combined health and well-being programs to embrace the environments in which neurodivergent employees can succeed. Originality/value Using BWM to the situation of neurodiversity in the workplace, this study will provide an innovative and information-based methodology of defining important inclusion barriers. It alters the emphasis on the deficit-based interpretation of neurodivergence to the strength-based, strategic inclusion approach to give a solid basis of future interventions in organizations and policy.