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

Drawing on studies from existing businesses, prior research on teal organisations and neurodiversity, and the authors’ own neurodivergent experiences, we explore how this new organisational model can uniquely support neurodivergent individuals. To explore the emerging trends in the discourses of neurodiversity and teal management in this theory paper, we conducted a literature review (Breslin, 2024). We decided to use this approach to follow the methodological rigour of a scientific process and to add new insights related to how neurodivergent characteristics and teal management may be integrated.

We started the review with developing a clear review strategy that consisted of the purpose, the scope and the research questions. Following the Breslin (2024) framework, our purpose was to explicate the theoretical argument on teal and neurodiverse organisations, rather than providing a broad literature review of neurodiversity and teal management.

To identify relevant literature, we employed a structured multi-step search strategy. Our initial search focused on publications from the past decade (2015–2024) to ensure the relevance and contemporaneity of our findings, particularly in light of the evolving discourse around both teal management and neurodiversity in the workplace. We used the Google Scholar database as our primary search tool and supplemented our research by browsing selected academic journals and searching the databases of major academic publishers, including Springer, Emerald, and Elsevier, to ensure comprehensive coverage. For examining the teal management discourse, we used the keywords “teal organisations”, “teal management”, and “self-managing organisations”. In exploring the neurodiversity topic, we applied the keywords “ADHD employment”, “autism employment”, and “neurodivergent employment”. To address potential limitations of database keyword searches, we applied snowballing technique (Callahan, 2014), reviewing reference lists of key papers to identify additional relevant works. During the screening process, we prioritised peer-reviewed academic literature and publications that were frequently cited within their respective fields.

The analysis identified a set of key authors and academic journals that significantly contributed to the development of the theoretical model “Teal and Neurodiverse Organisation.” In the area of teal organizations, Laloux (2014) emerged as one of the most frequently cited authors, particularly for his seminal work Reinventing Organizations, which forms the foundation of concepts such as self-management, wholeness, and evolutionary purpose. With regard to neurodiversity, the model draws on the research of authors such as Austin and Pisano (2017), who conceptualise neurodiversity as a source of competitive advantage; Adamou et al. (2013), who examined occupational functioning among individuals with ADHD; and Frith and Happé (1994, 2005), whose contributions remain essential for understanding communicative and cognitive deficits in individuals with autism. However, we also included less widely cited or emerging perspectives, particularly when these offered novel insights. Among the journals we consulted are Human Resource Development Review; Equality, Diversity and Inclusion; Education and Training in Autism and Developmental Disabilities; Journal of Organizational Effectiveness: People and Performance; and Employee Relations, which is also the publication venue for this article.

The final dataset consisted of a mix of empirical studies, conceptual papers, and practitioner-oriented texts. To analyse the literature, we applied a thematic coding approach. After familiarisation with the material, we created brief annotations and inductively derived codes related to characteristics of neurodivergent employees and organisational practices aligned with teal principles. As neurodivergent researchers, we also employed a reflexive stance throughout the process, critically considering how our own lived experiences shaped our interpretive lens. We viewed this positionality not as a limitation, but as a source of epistemic insight that contributed to the conceptual framework developed in this paper. During the final editing of the copy, we used Chat GPT to improve spelling, grammar, and the general readability of the text, and to describe the justification for the argument.

The new concept of Teal and Neurodiverse Organisation, which synthesises the principles of teal management with inclusive strategies designed to empower neurodivergent employees is presented in the latter sections of this paper.

In this section, we outline the fundamental practices of teal organisations, primarily introduced by Laloux (2014) and later studied also by other researchers. These practices are rooted in the three core principles of teal organisations: evolutionary purpose, wholeness, and self-management. This overview forms the foundation for our further development of the new concept of a Teal and Neurodiverse Organisation. Figures 2–5 outline the structures, practices, and processes of Teal Organisations. We elaborate on them later in this work.

As noted in Figures 2–5, teal organisations pursue a purpose that extends far beyond traditional market drivers such as survival, profitability, or competition (Borowiecki et al., 2021; Moreno Romero et al., 2020). Similarly, the goal of each individual in a teal workplace is not to seek recognition or wealth but to strive to be their truest selves and to serve humanity (Laloux, 2014). These organisations are unified by a shared “why”, fostering openness to the broader community and a commitment to transcending individual interests (Fazlagic, 2021). Rather than attempting to predict and control the future, teal organisations emphasise sensing and responding to external conditions. This embrace of complexity, coupled with empowering team members to introduce quick improvements, enables teal organisations to achieve long-term success (Deci et al., 2017; Greenleaf, 2008; Jack, 2018; Martela and Kostamo, 2017).

Self-management was discussed by many scholars (see: Bondarouk et al., 2018; Borowiecki et al., 2021; Davies and Buisine, 2023; de Gennaro et al., 2023; Hamel, 2012; Lee and Edmondson, 2017; Martela, 2019; Moreno Romero et al., 2020). While it may seem controversial to allow employees to make decisions, including financial ones, without managerial oversight, leaders of self-managing organisations argue that this approach involves less risk. They believe that self-managed teams make better decisions by fostering trust over control. This trust stems from the belief that employees are neither lazy nor solely driven by money but are intrinsically motivated to contribute meaningfully. The system is regulated by emulation and peer pressure, rather than top-down enforcement. Teams set their own objectives, which inspire full engagement. When someone struggles to meet expectations, their peers provide feedback to address the issue. Effective conflict resolution tools empower colleagues to hold one another accountable for their commitments (Laloux, 2014).

As shown in previous studies (Kegan and Laskow, 2016; Rodríguez-Sánchez et al., 2021, and others) the organisational culture in teal workplaces prioritises the quality and authenticity of relationships across the organisation. A key starting point is creating a safe space that encourages deep listening, authenticity and vulnerability. To foster this, employees are trained in interpersonal skills, enabling them to resolve conflicts, express their true selves, and practice peer coaching. Symbols of status are removed to promote equality and encourage colleagues to take leadership roles while aligning with the organisation’s values and culture. Recruitment, training, and ongoing cultural development are collaborative efforts. One notable team-building practice in teal organisations involves creating a “network map” that identifies which teams should collaborate to improve organisational synergy (Laloux, 2014).

The concept of teal organisations is primarily based on case studies and theoretical discussions rather than extensive empirical research. There is a lack of convincing evidence that these organisations consistently achieve a competitive advantage in the long run. The concept assumes that individuals do not seek recognition or wealth but rather self-actualisation and service to humanity, and employees will act in the best interests of the organisation. In practice, it seems to be more complicated. Thus, organisations invest a lot of resources in recruitment to find the best fit. Moreover, while teal organisations may function effectively in small and medium-sized companies, implementing this model in large enterprises is significantly more difficult. Larger organisations with complex structures and regulatory constraints may struggle to maintain efficiency and coordination without traditional leadership roles. For this reason, teal management may be implemented on a smaller scale, for example, in sales, IT and marketing departments, while keeping traditional models in audit or accounting units.

Before we elaborate on how to create spaces in which neurodiversity may thrive, it is crucial to take a look at what neurodivergent employees need and what they have to offer in professional settings. In this section, we present a brief overview of benefits related to employing individuals with ADHD and Autism, as well as barriers that stop employers from recruiting and keeping neurodivergent employees, mostly related to their atypical needs.

Without a doubt, neurodivergent individuals, thanks to their unconventional thinking, perceive various situations in a completely different way, making them innovative and creative (Adamou et al., 2013). Creative thinking and analysing problems from different perspectives applies both to ADHD (White and Shah, 2011) and Autistic (Armstrong, 2010) employees. They may be particularly good at routine, repetitive tasks that require systematic and consistent actions, which provide excellent opportunities for neurodivergent individuals to develop their skills (Bross et al., 2021) as they require exceptional patience and precision. ADHD workers have great multitasking and problem-solving skills (Lasky et al., 2016). Organising a routine work environment for neurodivergent individuals can be a straightforward way to increase the overall quality of the work process, as well as reduce the “monotony” of routine tasks, providing neurodivergent individuals with the chance to find freshness and innovation (Bury et al., 2019).

Concerning focus, it should be noted that neurodivergent individuals often pay exceptional attention to the accuracy of their work. Tasks assigned to them that require full concentration and precision, such as data analysis or quality control, are somewhat a test of their patience and commitment. Many details that might be overlooked by others are not missed by neurodivergent individuals (Bross et al., 2021).

Employers observe that workplace inclusivity improves the work atmosphere and the engagement of the entire team (Chambers, 2024). Open dialogue in both environmental and professional contexts with neurodiverse individuals makes them feel more engaged in professional life, valued, and treated equally to neurotypical employees. Many talented neurodiverse employees, seeing that their stereotypical role in society is changing for the better, are more likely to seek employment in other places (Brooke et al., 2018).

Employees with ADHD and ASD who see that they are accepted and supported in the workplace are more loyal to their employers and companies (Hedley et al., 2018). Research shows that neurodivergent employees who find care and understanding for their needs at work are less likely to change jobs (Hagner and Cooney, 2005), which reduces costs related to employee turnover, recruitment, and the training of new staff. The engagement and passion of neurodivergent employees translate into their high efficiency.

The main barriers faced by managers when employing individuals with ADHD or ASD are undoubtedly related to stereotypes and a lack of understanding of these individuals (Malik-Soni et al., 2022). Both employers and colleagues may subconsciously marginalise the actual capabilities or limitations of these individuals (Dudley et al., 2019).

This is directly linked to communication and social interaction challenges (Hedley et al., 2018). For many neurodivergent individuals, correctly interpreting non-verbal signals can be a significant issue, often leading to misunderstandings in work teams. ADHD individuals tend to struggle with interpersonal and social skills (Robbins, 2017). Employees with ADHD may have problems with maintaining focus and perseverance (Hatak et al., 2020), and difficulties attending meetings, and working with others (Moore et al., 2021). Similarly, communication difficulties are one of the key diagnostic criteria for autism, and there is a theory suggesting that autistic individuals face significant challenges in expressing their emotions or mental states (Flower et al., 2019; Frith and Happé, 1994). Therefore, managers should take steps to implement tools that simplify communication within teams.

Neurodivergent individuals also require appropriate workplace accommodations (Högstedt et al., 2022). Such accommodations can vary depending on personal needs, such as quiet spaces, adjusted lighting, or flexible working hours. To enhance productivity and engagement in professional tasks, neurodivergent individuals should be provided with suitable psychophysical conditions in their workplaces (Craig et al., 2016).

Failure to adapt to the work environment can lead to increasing frustration for neurodivergent individuals, ultimately resulting in chronic stress and rapid burnout (Raymaker et al., 2020). This is especially true when support for neurodivergent individuals is short-term or ad hoc rather than long-term and stable. Employers should be mindful of this and ensure the well-being of neurodivergent employees by offering psychological support programmes or personalised work plans tailored to individual needs (Högstedt et al., 2022).

For many employers, adapting the work environment for neurodivergent individuals may be associated with significant costs (Chambers, 2024). Investing in additional training or personalised workstations can be expensive, but due to the potential reduction in employee turnover and the increase in overall productivity, these costs are quickly recouped. Long-term planning of work environments to increase the role of neurodivergent employees in the overall functioning of enterprises benefits both employees and supervisors (Solomon, 2020).

Researchers and practitioners have long recognised the barriers that prevent individuals with ADHD and Autism from building successful careers, and both have worked to make traditional organisations more inclusive. While these efforts aim to create acceptance for neurodivergent employees, we believe they fall short. Rather than merely accommodating for neurodivergent individuals, we propose the creation of environments where their unique perspectives and abilities are truly valued as assets. Teal organisations, with their flexible, people-centred approach, offer promising models for fostering such neurodiverse workplaces where neurodivergent talents can thrive (Figure 6).

In this section, we continue the elaboration on the theoretical pillars of Teal Organisations and suggest how they may relate to the work experience of ADHD and Autistic individuals, constituting a framework of Teal and Neurodiverse Organisations.

“The business exists as much to provide meaningful work to the person as it does to offer a product or service to the customer” (Greenleaf, 2002, p. 155). This perspective positions organisations as a meaningful context for employees, fostering their growth towards personal wholeness. Unlike traditional organisations, which often encourage employees to confine themselves to their professional identities, teal organisations celebrate individuality and uniqueness (Rodríguez-Sánchez et al., 2021). These organisations view personal growth as integral to achieving collective goals.

To support this growth and cultivate a sense of wholeness, teal organisations integrate various mental development practices into the workplace. These include the “art of withdrawal” (Greenleaf, 2008), workplace spirituality (Chen et al., 2013), and dispositional mindfulness (Verdorfer, 2016). Additionally, they create a supportive environment where employees can safely express doubts and confront challenges, assured of receiving assistance and encouragement (Kegan and Laskow, 2016).

For individuals with Autism and ADHD, negative perceptions and evaluations by colleagues and supervisors are common (Malik-Soni et al., 2022). Organisational cultures and work climates that overlook cognitive differences often exacerbate these issues (Santuzzi and Keating, 2022; Volpone et al., 2022). However, teal organisations address these barriers by replacing traditional work climates with a focus on wholeness. This approach not only facilitates the inclusion of neurodivergent individuals, but also reduces symptoms associated with stress and rejection (Antshel, 2018; Bernstein and Li, 2025; Lasky et al., 2016). To us, this component is the most crucial in terms of neurodiversity, since it gives safety and a sense of belonging.

Neurodivergent individuals, who may struggle with interpersonal communication (Hedley et al., 2018), often find a supportive environment in teal organisations. These workplaces integrate employees' personalities, strengths and vulnerabilities into the culture, allowing them to be authentic and secure in their roles. Employees are encouraged to understand themselves and appreciate the diversity of their teammates (Frith and Happé, 1994), reducing misunderstandings and fostering empathetic, efficient teams (Laloux, 2014).

Teal organisations emphasise self-awareness, encouraging employees to address their challenges. For example, individuals who struggle with collaboration, coordination, time management, or the management of long-term projects (Bross et al., 2021; Högstedt et al., 2022; Raymaker et al., 2020) can develop personal strategies that align with their strengths. Autistic employees, for instance, might adopt communication methods that work best for them, such as email, to reduce stress. Those facing sensory sensitivity (Högstedt et al., 2022) can customise their workspaces to meet their needs. Common features in teal organisations include self-decorated workspaces, quiet rooms, and meditation practices (Laloux, 2014). Autistic individuals, often sensitive to others' sensory needs (Högstedt et al., 2022), may also contribute to creating inclusive environments for their colleagues.

Employees with ADHD, known for their multitasking abilities, hyperfocus, and passion (Lasky et al., 2016; LeFevre-Levy et al., 2023), can perform effectively for extended periods (Adamou et al., 2013). While this is beneficial in the short term, it may lead to overwork and burnout. In teal organisations, open discussions about workload and time commitments are encouraged. Employees experiencing overload can initiate recruitment processes to redistribute responsibilities (Hamel, 2012). ADHDers' problem-solving skills (Bross et al., 2021) align well with the teal organisation’s practices, including dedicated time for conflict resolution and meetings aimed at minimising ego-driven behaviour (Laloux, 2014).

Creativity and non-standard thinking, traits commonly associated with ADHD and Autism (Adamou et al., 2013; Armstrong, 2010; LeFevre-Levy et al., 2023; White and Shah, 2011), are valued and nurtured in teal organisations. The absence of centrally defined positions and job titles allows employees to shape roles based on their individuality. Loyal, reliable and dedicated employees (Bross et al., 2021; Hagner and Cooney, 2005; Hedley et al., 2018) benefit from the autonomy to design their learning journeys and training plans. However, it is crucial to ensure that neurodivergent employees share a common understanding of “wholeness” with their colleagues. To this end, teal organisations establish clear values, translate them into explicit ground rules, and discuss them regularly (Laloux, 2014).

Transparency is another hallmark of teal organisations. Employees have access to all necessary information about the organisation and its environment to make informed decisions. This commitment to transparency may include disclosing previously restricted data (Bernstein and Li, 2025) or publishing detailed reports (Hamel, 2012). Alongside transparency, employees are supported in developing the skills needed to analyse and utilise this information effectively. During recruitment, interviews focus on organisational fit, while onboarding programmes led by senior colleagues immerse newcomers in the organisational culture (Laloux, 2014). Consequently, teal organisations often have well-informed employees capable of making “autonomous yet wise decisions” (Rodríguez-Sánchez et al., 2021). The greater the decision-making responsibility entrusted to an employee, the more significant their impact on the organisation’s wholeness (Hamel, 2012). Nevertheless, this applies to experienced individuals, since new employees need sufficient onboarding and training.

Self-management refers to a set of structures and processes designed to operate effectively without traditional hierarchical leadership. Teal workplaces are often compared to living organisms, characterised by self-organisation, equal relationships, and practices rooted in inner wholeness and authenticity (Moreno Romero et al., 2020). This system is grounded in peer relationships (Laloux, 2014), emphasising autonomous team formation, decentralised decision-making, and the equitable distribution of knowledge (Moreno Romero et al., 2020). Combined with personal freedom and a shared understanding of purpose, this approach fosters collective intelligence and agility—critical for thriving in complex environments (Aretxabala, 2018). In self-managing organisations, authority is systematically decentralised, eliminating traditional middle-management and supervisory roles (Lee and Edmondson, 2017).

The primary practice of teal self-management is the creation of self-organising teams (Laloux, 2014). The rules and expectations are detailed in handbooks and shared with new employees during onboarding (Lee and Edmondson, 2017), ensuring that “nobody’s your boss and everybody’s your boss” (Hamel, 2012). Individuals with ADHD, often characterised by above-average creativity (LeFevre-Levy et al., 2023; White and Shah, 2011) and a need for freedom, may thrive in such environments, contributing significant product and process innovations to the organisation. Their focus, energy and passion (Bross et al., 2021) drive internal motivation. In some teal organisations, employees choose the projects they wish to join (Puranam and Håkonsson, 2015) and collaboratively decide task allocation. This flexibility aligns well with the strengths of individuals with ADHD but may pose challenges when it comes to completing monotonous yet necessary tasks. Therefore, self-managing organisations require strong commitment and work ethic from their employees. The ability of ADHDers to multitask allows them to handle the diverse responsibilities needed to achieve their goals, while their problem-solving skills ensure that obstacles are addressed independently (Hatak et al., 2020; White and Shah, 2011).

However, neurodivergent individuals may face difficulties with interpersonal and social skills, as well as cognitive and emotional conflicts within teams (APA, 2013; Robbins, 2017; Flower et al., 2019). In teal organisations, formal multi-step conflict resolution processes (Laloux, 2014) provide a framework for addressing such challenges. Since hierarchical rules are absent, individuals can form teams for short-term projects and adopt communication methods that suit their preferences. In teal teams, unnecessary cross-organisational meetings are minimised, and meetings are scheduled as needed. Collaboration and task coordination are often facilitated by tools and procedures which may better suit the needs of ADHDers, who may struggle with attending meetings and coordinating tasks (APA, 2013; Castellanos et al., 2006; Moore et al., 2021). Task coordination often involves proximity and regular communication, which can be achieved through online tools—more comfortable for neurodivergent individuals. Software or whiteboards are used to monitor task progress, reducing stress and allowing individuals to track their responsibilities (Robertson, 2016).

Those with ADHD who struggle with time management and long-term project execution (APA, 2013; Castellanos et al., 2006) may benefit from focusing on projects that interest them, often completing them more quickly due to their ability to hyperfocus (LeFevre-Levy et al., 2023). In self-organising teams, individuals schedule tasks necessary to achieve organisational goals, and new tasks are often aligned with personal interests (Puranam and Håkonsson, 2015). Team members can suggest changes to roles and procedures, fostering an adaptable and dynamic work environment (Lee and Edmondson, 2017).

Autistic individuals may contribute significantly to innovation in processes or products when selecting projects aligned with their expertise. Their logical and analytical skills (APA, 2013; Baron-Cohen et al., 2009) support data-driven decision-making, while their strong memory and focus on special interests (Firth and Happé, 2005) enable deep expertise and sound judgments. Unlike traditional organisations, teal teams require employees to independently identify ways to achieve optimal results, which includes understanding long-term business and industry goals (Rodríguez-Sánchez et al., 2021).

Proactivity and personal initiative, driven by work engagement and motivation (Salanova and Schaufeli, 2008; Hakanen et al., 2008), are essential in teal organisations. While traditional leaders ensure employee motivation, teal structures rely on employees’ intrinsic drive. Autistic individuals, known for their loyalty, reliability and dedication (Bross et al., 2021; Hagner and Cooney, 2005; Hedley et al., 2018), align well with these principles and can self-motivate toward organisational success.

Autistic individuals, however, often face challenges in interpersonal communication, time management, task prioritisation, and work organisation (Flower et al., 2019; Hedley et al., 2018). The structured nature of handbooks, procedures, and codes of conduct—such as Colleague Letters of Understanding (Hamel, 2012)—provides clear guidance that may benefit them. Task responsibilities are regularly negotiated and revised among colleagues to ensure all necessary work is covered. When performance issues arise, self-managing units rely on peer evaluation and internal resources. Peer-reviewed performance rankings (Puranam and Håkonsson, 2015) or decisions by team committees (Hamel, 2012) are examples of evaluation mechanisms that provide clarity and transparency, creating a supportive environment for autistic individuals.

Autistic individuals who struggle with stress management and emotional control (Frith and Happé, 1994) may initially feel uneasy in environments lacking traditional hierarchies. However, the ability to form their own teams, choose preferred communication methods, and influence their workspace can provide the psychological safety needed to thrive. Moreover, paradoxically, self-managing may give them space for predictability, as they are free to set new rules that best secure their needs within their teams.

The primary goal of a teal organisation does not centre on traditional metrics like budgets or sales targets (Jack, 2018). Instead, it focuses on “the overarching purpose, the big dream, the visionary concept, the ultimate consummation that one approaches but never really achieves” (Greenleaf, 2008, p. 17). This concept of evolutionary purpose contrasts sharply with traditional strategic planning, which often seeks to predict and control the future. In teal organisations, employees are encouraged to continually assess their environment and challenge the status quo. As goals, like dreams, lose their vitality over time, they must be renewed, and mission statements require periodic review to maintain relevance (Greenleaf, 1986; Jack, 2018).

Purpose-driven organisations inspire employees to look beyond immediate tasks and collaborate towards greater aspirations. Autonomy is central in this environment, but employees are not solely motivated by external rewards or punishments (Martela and Kostamo, 2017). Leaders in teal organisations assume that employees are naturally proactive and capable of excelling when engaged in tasks they are genuinely passionate about (Deci et al., 2017). These leaders encourage employees to co-create personal mission statements that align with the organisation’s overarching purpose (Hamel, 2012), fostering a unified and purposeful direction.

This purpose-driven model is also highly inclusive, particularly for individuals with ADHD or Autism, who often face unique challenges in traditional workplaces. In teal organisations, the environment evolves alongside its employees. As individuals become more self-aware of their strengths and limitations, they are supported in addressing challenges or encouraged to embrace their unique approaches to work, fostering both inclusivity and personal growth.

Individuals with ADHD often excel in creative thinking and problem-solving, bringing fresh perspectives to challenges (Adamou et al., 2013; LeFevre-Levy et al., 2023; White and Shah, 2011). Their insights can lead to innovative solutions and strategic shifts, driving the organisation’s evolution. Meanwhile, Autistic individuals, with their strong logical and analytical skills (APA, 2013; Baron-Cohen et al., 2009), can process vast data sets and offer groundbreaking recommendations for strategic direction. Their exceptional focus and memory in specific fields (Frith and Happé, 2005) enable them to become subject-matter experts, contributing knowledge that exceeds mainstream standards. Additionally, their reliability, loyalty and dedication (Hagner and Cooney, 2005; Hedley et al., 2018) foster strong bonds with organisations that value and support their individuality, resulting in lower turnover rates.

Autistic individuals’ heightened awareness of sensory needs (Högstedt et al., 2022) often enables them to create workspaces that accommodate diverse groups. Leaders in teal organisations also prioritise creating environments that are enjoyable and engaging, making the workplace “a fun place to be” (Gelles, 2015). In teal organisations, the primary role of employees is stewardship (Laloux, 2014). Employees are encouraged to care for the larger community, the organisation’s collective welfare, and the greater good (Sendjaya, 2015; Barbuto and Wheeler, 2006; Sousa and van Dierendonck, 2016; van Dierendonck and Patterson, 2015). This perspective aligns with the insights of de Gennaro et al. (2023), who emphasises the significance of shared responsibility in teal organisations.

Because strategy in teal organisations emerges organically from the collective intelligence of self-managing employees, individuals with ADHD are particularly well-suited to thrive in such environments. Their creativity, passion (Adamou et al., 2013; LeFevre-Levy et al., 2023), and multitasking abilities allow them to scan diverse business areas. Their problem-solving skills (Lasky et al., 2016) help them achieve organisational goals and implement meaningful workplace improvements (Hatak et al., 2020; White and Shah, 2011).

Every aspect of teal organisations—planning, budgeting, marketing, and supplier selection—is driven by their core purpose. In these organisations, everyone can contribute suggestions, and transparency encourages even external stakeholders to provide feedback on the organisation’s direction. This openness fosters alignment and collaboration, enabling both the organisation and its members to thrive. By passionately engaging with their shared purpose, teal organisations create dynamic environments where growth, fulfilment and innovation flourish (Laloux, 2014).

In this article, we explored well-known obstacles that hinder Autistic and ADHD individuals from gaining employment and advancing professionally. We also highlighted the unique talents associated with Autism and ADHD. We illustrated how teal organisations, under specific conditions, can address the above-mentioned challenges while leveraging the strengths of neurodivergent individuals. We showed that teal management practices may be applied as tools to enrich neurodiversity in the workplace, since there are many overlaps between neurodivergent characteristics and teal practices. We elaborated on that using our professional experience as neurodivergent managers and workers, supported by the literature review. Interestingly, most of the teal practices we find accurate for nourishing neurodiversity are related to the areas of daily life (Figure 2), human resource management (Figure 4) and structure (Figure 5). In some instances, neurodiversity seems to be linked with major organisational processes (Figure 3). It may suggest that teal and neurodiverse organisations may be prone to serving their people first, then expecting them to achieve a common purpose.

The primary advantage of teal and neurodiverse organisations lies in their emphasis on wholeness, which encourages individuals to understand themselves and strive for both personal and professional growth. Self-management practices allow for the adaptation of working conditions to meet individual needs, while a focus on evolutionary purpose brings out the best in passionate, loyal employees.

Fundamentally, we suggest looking at neurodivergent needs and abilities as characteristics that may be treated as opportunities in the workplace. We also make a statement that neurodivergent employees do not need special treatment if they are a part of a Teal and Neurodiverse Organisation. It stands in contrast to the already known approaches that call to merely facilitate the employee experience of “disadvantaged members of society” (Cafferkey et al., 2020; Kinnie et al., 2005; Szulc et al., 2021). As a result, each individual, no matter what their neurodevelopmental state is, may be treated equally.

The appreciation of diverse perspectives, encompassing both neurotypical and neurodivergent viewpoints, is an important advantage. Creating a workplace that is inclusive for everyone—neurodivergent individuals and those who do not identify as such—fosters innovation by encouraging the development of novel approaches and solutions (LeFevre-Levy et al., 2023).

As a result, our work contributes to the theoretical development of both teal organisations and neurodiversity in the workplace discourses. We extend the understanding of neurodiversity by using teal management practices as tools to enrich neuroinclusion. We also broaden the teal management concept by applying its postulates in a new context. By proposing a new framework that links these two concepts, we provide a foundation for further theoretical and empirical research in management.

The practical implication of this study is that it may inspire managers, business owners, educators and policymakers to rethink their approaches to diversity and performance in the workplace. Rather than focusing on helping neurodivergent individuals fit into traditional organisational structures, efforts should shift towards creating workplaces that empower everyone to reach their full potential. By doing so, organisations can not only enhance employee well-being, but also set themselves apart in terms of innovation and adaptability.

Moreover, when elaborating on the characteristics of neurodivergent employees, we used the labels of ADHD and Autism. Nevertheless, in real worklife we advise avoiding the use of these labels and rather representing ourselves with the characteristics: what we need and what we bring to the table. From our experience, we observed that the creation of an environment where all individuals are allowed to express their specific and unconventional selves makes neurodivergent individuals feel relaxed and accepted, and show their best sides as teammates and leaders.

We want to acknowledge possible challenges related to introducing this approach, such as change resistance within the organisation or among neurodivergent employees who have a strong need for predictability. In this regard, we want to share our experiences. First, no matter what the position, when calling for organisational change, one needs to treat it as an invitation to grow rather than a new order. From our experience, serving as an example and showing how it works on a small scale will be the best solution for disseminating the change. The starting point may be even two employees agreeing to follow the teal and neurodiverse organisation practices in their professional relations.

Middle and bottom managers may propose the rules within their teams, considering that many of them, such as self-development, are an invitation. Employees on every level may start with becoming familiar with the concept, reflecting on their needs, voicing them, and setting boundaries, such as “I will deliver outstanding results, since I am creative and passionate about the topic, but to do so I need at least one working day of undisturbed focus on the task”.

There may also be a misunderstanding that teal organisations are unstructured or chaotic by nature, which can discourage neurodivergent employees from joining such workplaces. However, teal management practices involve negotiating rules and responsibilities within teams, allowing for both predictability and personal impact. For example, autistic employees might propose a rule against scheduling meetings on a specific workday to fully focus on tasks they are passionate about.

One needs to bear in mind that the conceptual framework is a normative representation of an idea, and in practice it may not bring the expected results. The successful implementation of this concept may depend on many contextual factors. Moreover, a partial implementation should be perceived as success as well, since a total teal organisation is rather perceived as a form of utopia.

A limitation of this article is its reliance on existing research and the authors’ personal experiences as neurodivergent individuals in the workplace. To fully establish the relationship between teal organisations and neurodiversity, empirical research is needed.

The Teal and Neurodiverse Organisation framework fosters a neuro-inclusive environment that benefits not only Autistic and ADHD individuals, but also potentially other neurodivergent groups. Future research could explore how these practices might extend to support other marginalised or excluded populations in the workforce.

Additionally, this study does not address co-occurring conditions that often accompany Autism or ADHD and can further impact employability. For example, Autism is frequently associated with other developmental and mental health challenges, including anxiety, depression, intellectual disabilities, behavioural issues, motor difficulties, and disrupted sleep patterns (Brookman-Frazee et al., 2018; Davignon et al., 2018; Malik-Soni et al., 2022; Vohra et al., 2017). These factors, which can vary significantly in severity and life impact, deserve further investigation in future studies.

Another interesting direction may be “Technology Development and its Impact on Teal and Neurodiverse Organisations”. The development of technology creates significant opportunities to support neurodivergent employees in teal organisations by adapting the work environment to their individual needs (Weber et al., 2024). Artificial intelligence can play a key role in personalising work by helping with task organisation, and prioritisation reminders, and supporting decision-making processes. For example, voice assistants and chatbots can assist in managing daily tasks, while data analysis systems help solve complex problems, which is particularly useful for individuals who struggle with concentration (Mekni, 2021; Lynch, 2015). Technologies can also improve communication and collaboration within organisations by offering tools tailored to the needs of neurodivergent employees (Saigot, 2023). Task management platforms and asynchronous communication tools allow employees to manage projects freely without needing to attend frequent meetings, which is especially beneficial for individuals with ADHD (Coplan et al., 2021). Additionally, solutions like automatic video transcriptions or apps for tracking project progress can support those with attention difficulties. Personalised settings in virtual workspaces, such as adjusting screen brightness or reducing noise, help create a comfortable work environment tailored to the sensory needs of neurodivergent workers (Weber et al., 2024). E-learning platforms provide flexibility in learning, allowing knowledge to be absorbed at an individual pace, which is especially beneficial for people who need more time or prefer a less intense learning pace. Interactive simulation tools can help develop soft skills such as interpersonal communication or stress management, which often pose challenges for neurodivergent individuals (Mosher, 2023). We also believe that a research direction worth following is using AI in neurodivergent employee evaluation, leading to more unbiased feedback and compensation. Technologies can also contribute to improving physical and mental comfort in the workplace. Apps that monitor employee well-being or systems that adjust lighting and acoustics in offices can significantly reduce stress and sensory overload, increasing focus and overall job satisfaction (Patel et al., 2022).

There are a few business studies of the successful implementation of technology to enrich neurodiversity. For example, Procter and Gamble integrates digital technologies to support neurodivergent employees in both their daily work and performance evaluation processes. The company provides access to digital tools that facilitate task organisation and workplace adaptation, including speech recognition systems and audio description features, enabling a more objective assessment of employees’ contributions. Additionally, through initiatives such as the Digital Accessibility Hub, they aim to remove communication barriers and ensure equal professional development opportunities (Procter and Gamble, 2020). Another inspiration may come from AsperIT, an organisation that collaborates with various companies to assist them in hiring neurodivergent employees. For instance, it has worked with 10Clouds to assess the company’s neurodiversity readiness and expand employees’ understanding of autism (asperIT, 2025). The above-mentioned technologies make teal organisations more inclusive, open, and better prepared for future challenges, providing neurodivergent employees with better conditions for effective and creative performance. In particular, the incorporation of modern technologies into performance evaluation systems represents a step towards a more inclusive and equitable work environment, tailored to the diverse needs of neurodivergent employees. It also fits well to our framework of teal and neurodiverse organisations.

We state that in spite of some challenges, organisations may become more neurodiverse by applying already known teal management practices and tools. Moreover, neurodivergent individuals with no co-occurring conditions do not always need special treatment to thrive at work. Teal organisations may allow everyone to reach their potential no matter what their neurodevelopmental state is, without pointing it out and risking stigmatisation. We state that this approach stands in contrast to the ad hoc adjustment programmes for neurodivergent employees and will lead to long-term and stable conditions for neurodiversity. By continuing to study the intersection of teal organisational practices and neurodiversity in different contexts, researchers and practitioners alike can work towards creating more inclusive, innovative and effective workplaces.