Teal-inspired practices for neurodivergent inclusion at work: stakeholder viewpoints

Purpose Research on neurodiversity at work has focused mainly on accommodation within conventional organizations. This brief report explores how key stakeholders interpret Teal-inspired practices as a context for neurodivergent inclusion, with particular attention to ADHD-related experiences. Design/methodology/approach Using Q-methodology, 20 participants (10 HR managers and 10 neurodivergent managers with formal ADHD diagnoses) sorted 39 statements about Teal-inspired organizing. The Q-set was developed from literature, preliminary interviews and practitioner discourse. Varimax-rotated factor analysis identified shared viewpoints, which were interpreted alongside short post-sort interviews. Findings Four viewpoints emerged: wholeness-oriented inclusion, self-management and cognitive flexibility, purpose and relational trust, and strategic promise constrained by structural resistance. Across viewpoints, participants did not view Teal-inspired practices as a universal solution. They pointed instead to specific psychological conditions, among them less pressure to mask, autonomy over work rhythms, and coordination built on trust. They also warned that hierarchy-free ideals are hard to enact in traditional settings. Originality/value This is among the first empirical Q-method analyses of neurodiversity in Teal-inspired organizing. Focusing on shared perceptions rather than tested outcomes keeps its contribution to managerial psychology concise and appropriately bounded.