Promoting neurodiversity unveiling barriers and enablers in the project management profession

Abstract

This study investigates the strengths and challenges of neurodivergent professionals in project management, aligning with the Association for Project Management’s (APM) research priorities on diversity and underrepresentation. Focusing on neurodevelopmental conditions such as autism spectrum disorder (ASD), attention deficit hyperactivity disorder (ADHD) and dyslexia, the research emphasises the necessity for cultural change in organisations and the project management profession to enhance inclusivity and leverage the distinct talents of neurodivergent individuals. The analysis addresses four core themes: workplace decisions regarding disclosure of diagnoses, the role of organisational culture, shortcomings in training and development initiatives, and the unique strengths and challenges experienced by neurodivergent professionals. Findings indicate that neurodivergent individuals often excel in areas such as creativity, systems thinking and sustained focus, which are traits that significantly benefit project management. However, barriers including sensory overload, communication differences and ambiguous workplace interactions can impede performance without appropriate support. In order to advance inclusivity, the study proposes the following measures: Revising recruitment practices to reduce biases and accommodate neurodivergent candidates; Integrating neurodiversity awareness training into employee development programmes; Implementing formal policies for reasonable adjustments, such as flexible hours or tailored communication methods; Establishing peer-led support networks to foster collaboration and mentorship. Physical workspaces should also be adapted to mitigate sensory challenges, for example, by introducing quiet areas and predictable meeting structures. The research underscores neurodiversity as a critical component of workplace diversity, advocating for person-centred strategies that prioritise individual needs over generic solutions. By embracing these approaches, organisations can enhance team representation, drive innovation and improve project outcomes through the inclusion of neurodivergent professionals.

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ORCID for Nicholas Dacre: orcid.org/0000-0002-9667-9331

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