Neurodistinct

Rather than positioning neurodistinct experience through disclosure, diagnosis, or individual adjustment, I focus on the conditions that make difference workable in practice.

I treat neurodistinct ways of thinking as part of the human range, not as exceptions to be managed. The question is not who needs support, but how systems are designed and whom those designs implicitly expect.

Neurodistinct experience often becomes visible through friction rather than labels.

Misunderstanding, overload, withdrawal, conflict, or silence are commonly interpreted as personal failures. I treat them instead as information about system design. They reveal hidden norms around:

• pace

• communication

• feedback structures

• expectations of participation

Friction is not a problem to be smoothed over.

It is a signal that something in the environment needs editing.

Much work on neurodistinct experience stops at awareness.

I am interested in how organisations move from stated values to everyday practice from intention to behaviour, and from policy to habit. This means examining the interaction patterns that shape how people actually work together.

Change is sustained not through attitude alone, but through design.

Neurodiversity shows where teams and institutions are adaptable, attentive, and contemporary and where inherited practices persist without benefit.