5 myths about neurodiversity

Neurodiversity acknowledges and respects neurological differences as natural variations of the human experience. It includes conditions such as autism, ADHD, dyslexia, dyspraxia and others. While awareness of neurodiversity is growing, many misconceptions persist, creating barriers that impact inclusion and belonging.

These myths often stem from a lack of understanding. They can lead to assumptions that not only misrepresent neurodivergent individuals, but also prevent organisations from appreciating the immense value of cognitive diversity. Here are a few misconceptions I hear regularly.

Myth 1: neurodivergent people don’t feel empathy

This is one of the most harmful and widespread misconceptions.

In reality, many neurodivergent people experience deep and intense empathy. The disconnect often lies not in feeling, but in expression. For example, someone might not respond in expected or conventional ways, such as maintaining eye contact or mirroring facial expressions, but that doesn’t mean they’re indifferent or uncaring.

The challenge is often one of communication style, not emotional capacity. If we judge empathy solely by external cues, we risk overlooking the richness of internal emotional experience. By broadening our understanding of how empathy shows up, we can create more inclusive relationships, both in and out of the workplace.

Myth 2: if someone is fidgeting during a meeting, they’re not paying attention

Many people associate focus with stillness, but for neurodivergent people, movement can be a tool for concentration. Fidgeting, doodling, standing or using a stress toy can actually enhance focus and information processing. These behaviours are often self-regulation strategies that support engagement, not distract from it.

Rather than equating attentive listening with sitting quietly, we need to recognise that people process information differently. In inclusive environments, flexibility around how people show up physically allows everyone to be more present, focused and authentic.

Myth 3: neurodivergent people will always need support at work

While accommodations can be important, many neurodivergent individuals are highly capable and independent, often developing effective strategies to navigate challenges. The assumption that neurodivergence equals dependency is both limiting and inaccurate.

What’s more valuable than a checklist of supports is a shift in mindset. Employers should move away from focusing on ‘deficits’ and instead look at the unique strengths that neurodivergent employees bring. Whether it’s innovative thinking, attention to detail, creative approaches or hyperfocus, these qualities can be powerful assets when properly recognised and supported.

Myth 4: neurodivergent people always know they’re neurodivergent

It’s surprisingly common for people to go undiagnosed until adulthood, especially if they’ve been masking their traits to fit in. Masking involves consciously or unconsciously suppressing neurodivergent behaviours to meet social expectations. While it can help people navigate the world more smoothly, it often comes at the cost of mental exhaustion and burnout.

Late diagnoses are particularly common among women, people of colour and people from communities where neurodivergence isn’t well understood or openly discussed. Cultural and gender biases in diagnostic processes mean many people spend years not understanding why certain things feel harder or why they process the world differently.

This is why creating environments that allow people to be themselves – without pressure to conform – is so essential. It supports not just those with a diagnosis, but also those who may still be exploring their neurodivergent identity.

Myth 5: you can always tell if someone is neurodivergent

You can’t tell if someone is neurodivergent simply by looking at them. People may mask, adapt or present differently depending on the context. Some neurodivergent people are extroverted, others are quiet. Some are highly expressive, others are reserved. There is no one-size-fits-all.

Making assumptions based on appearances, behaviours or even job titles can be misleading. Instead, the best approach is to embrace a mindset of inclusion by default. This means assuming competence, being open to different styles of communication and problem-solving, and creating flexible systems that work for a range of needs.

Challenging myths about neurodiversity isn’t just a matter of accuracy. It’s about building environments where everyone can thrive.