Even in stable and healthy workplaces, employees can’t always be on the same page. At some point, creative differences, disagreements, and miscommunications are bound to happen. When they do, one of the most effective conflict management strategies is accessible teamwork. Simply put, this means structuring collaboration so that team members of all backgrounds and abilities are allowed to fully participate. This includes employees who are neurodivergent, such as those with autism spectrum disorder, ADHD, dyslexia, OCD, etc. Individuals who are neurodivergent represent a much larger contingent of the workforce than one might think. In fact, roughly 20% of the U.S. workforce, and 53% of Gen Z, identify as neurodivergent, yet the term is still frequently misunderstood.
The truth is that neurodivergent professionals bring a variety of exceptional skills, strengths, and talents to the workplace, including exceptional memories, expert attention to detail, a strong work ethic, and creativity and innovation. Companies prioritizing neurodiverse hiring have reported a 2x increase in net income, 28% higher revenue, and 30% higher profit margins, according to a 2018 Accenture report. Accessible teamwork can reduce conflict and bridge the communication gap between neurodivergent and neurotypical employees in numerous ways, whether through hybrid, screen-reader friendly tools, inclusive social events, more open communication about employee needs, creating Employee Resource Groups (ERG), and making sure that physical spaces are fully accessible. Creative Spirit’s HireDifferent Academy is a comprehensive training program that works directly with companies to help them become more inclusive in their hiring practices for employees who are neurodivergent. Improving strategies for accessible teamwork/conflict resolution is a part of that effort as well.
7 Simple Strategies for Accessible Teamwork and Conflict Resolution
While some employers might assume that accessible teamwork needs to be tailored specifically for employees who are neurodivergent, the truth is that it can be applied broadly, rather than being specialized specifically for one group. As Arabella Tresilian, a coach, trainer, and health and care mediator who also happens to be neurodivergent, writes: “Neuroinclusive conflict resolution isn’t a specialist add-on – it’s just good conflict resolution…when we make space for difference, everyone benefits.”
Speaking to that point, Tresilian offers 5 practical, universal conflict resolution strategies that can make workplaces healthier for everyone. These include:
- Creating a clear, predictable framework
- Sharing agendas ahead of time
- Offering clarity about what to expect and when to speak
- Including breaks and check-in points as part of the schedule
- Considering sensory needs, such as light, sound, temperature, and physical space
- Building in time for movement and regular breaks
- Using gentle pacing, plain language, and calm tones to support nervous system balance.
Tresilian points out that accessible teamwork can also be broken down into smaller parts or sessions that are less overwhelming. The pace and format can also be tailored to suit the participants, rather than just the timetable.
While employers can support accessible teamwork and conflict resolution, there are steps neurodivergent employees can take as well. “The first step in resolving any conflict is to manage your emotions,” Claudia Aguilera writes in an article for the blog Guiding Growth. She points out that “stress can trigger the amygdala, releasing cortisol and making it harder to think clearly. Recognizing this biological response allows you to work with it rather than against it.”
Embracing Different Communication Styles
Acknowledging different communication styles and the fact that everyone processes information in different ways is crucial to accessible teamwork. As Psychology Today’s Ed Thompson writes in his article, “Why Your Teams Aren’t Clicking: The Neurodiversity Factor,” 62% of employees regularly feel their thinking/working style isn’t being accommodated in team settings, according to research from Harvard Business Review. Additionally, Thompson cites a 2023 Gallup study, which found that 67% of employees feel their unique approaches to problem-solving are underutilized, and data from McKinsey found that 71% of employees report working in environments that don’t align with their optimal conditions for productivity. “This isn’t about accommodating a small subset,” Thompson writes. “It’s about recognizing that conventional workplace practices are failing the majority. When people can’t work in ways that align with their natural thinking styles, performance inevitably suffers.”
To support varied thinking styles and preferences, Tresilian recommends supporting participants in how to ask for, share, and process information, encouraging regular check-ins, and honoring the “justice instinct” of people who are neurodivergent. As she observes, “For some neurodivergent people, fairness and justice can outweigh outcomes.” Some ways to appeal to this are by showing curiosity about symbolic or systemic changes that matter deeply; going beyond apologies or “next steps” to make something right; and acknowledging the emotional weight of unresolved injustice or systemic failure. Lastly, Tresilian writes that joint meetings are valuable for bringing people together and supporting them in agreeing on future solutions.
The fact that many workplaces still operate based on neurotypical norms is another barrier to effective conflict resolution/accessible teamwork. As Kim Kewney writes in “Navigating Conflict Resolution in the Neurodiverse Workplace”, these norms include implied meanings, i.e. relying on context and indirect communication; unspoken rules, or expectations that aren’t explicitly stated; and non-verbal cues, such as body language, tone, and facial expressions. Addressing the importance of acknowledging different communication styles, she writes that “While these norms may feel intuitive to neurotypical individuals, they can create barriers for neurodiverse colleagues who may process information differently.” By contrast, employees who are neurodivergent generally prefer straightforward communication and a more structured and predictable approach, which reduces anxiety and improves focus.
As we’ve discussed, conflict often occurs when employees don’t feel truly appreciated or understood. That’s why honest, open dialogue is so essential. To facilitate that dialogue, Kewney encourages asking discussion-oriented questions such as, “What do you consider the biggest barrier to resolving conflicts effectively in your current workplace?” “Have you ever felt misunderstood due to communication differences?”, or “How do you typically feel when resolving conflicts – empowered, stressed, or something else?” Asking these questions shows employees, including those who are neurodivergent, that they are truly seen. That validation and understanding are indispensable for workplaces seeking to have an effective, meaningful approach to accessible teamwork and conflict resolution. Companies that embrace different modes of thinking and problem-solving will not only benefit from more effective teamwork and conflict management but will also become leaders in innovation in an increasingly competitive marketplace.
Sources
Tresilian, A. “Tips for Neuroinclusive Conflict Management.”
Arabella Tresilian, https://arabellatresilian.com/tips-for-neuroinclusive-conflict-management/.
Thompson, E. (2025). “Why Your Teams Aren’t Clicking: The Neurodiversity Factor.”
Psychology Today. https://www.psychologytoday.com/us/blog/a-hidden-force/202504/why-your-teams-arent-clicking-the-neurodiversity-factor.
Kewney, K. (2025). “Navigating Conflict Resolution in the Neurodiverse Workplace.”
LinkedIn. https://www.linkedin.com/pulse/navigating-conflict-resolution-neurotypical-workplace-kim-kewney-wtlmc/
Aguilera, C. (2025). “Conflict Resolution Skills for Autistic Employees.”
Guiding Growth. https://guidinggrowth.app/conflict-resolution-skills-for-autistic-employees/
