The Competitive Edge of Creating Firm Workplaces for Neurodivergent Thinkers

The architecture industry has made significant strides in championing neuroinclusion through design that supports diverse cognitive needs for occupants. But while firms create these spaces for their clients, are they applying the same principles to creative inclusive cultures within their own firms? Too often, the answer is no.

The architecture industry is at a crossroads. As firms compete for top talent and navigate a rapidly shifting workforce landscape, embracing neuroinclusion isn’t just the right thing to do—it’s a strategic necessity. With 15% to 20% of the world displaying types of neurodivergence, neurodivergent professionals – people whose brains develop or work differently, including those with autism, ADHD, dyslexia, and motor and sensory sensitivity, and other disorders – bring invaluable perspectives to problem-solving and creativity. Many neurodivergent individuals may excel in memory, attention to detail, 3D visualization, and logical and analytical thinking skills. However, traditional workplace environments are often riddled with barriers that prevent them from achieving their full potential. Architecture firms that recognize and commit to addressing these barriers within their firm cultures will not only retain top talent but also gain a competitive advantage through better innovation, increased retention, and improved project outcomes.

Understanding the talent pipeline shift

Neurodivergence is becoming increasingly common within the next generation of professionals. Between 10-30% of today’s college students self-identify as neurodivergent. This shift indicates a need for architecture firms to rethink workplace norms and recruitment strategies. If firms don’t adapt, they risk missing a significant portion of future talent. As college enrollment declines, architecture firms already face a talent shortage. Industries like tech and finance have leveraged neuroinclusive practices to great success—architecture can do the same.  

The costs of inaction

Architecture thrives on creativity and innovative problem-solving, but traditional firm norms run the risk of excluding the very talent that could drive the profession forward. Architects often face fast-paced deadlines, long hours, open office layouts, and rigid communication styles that can hinder neurodivergent talent. Background noise and distractions characteristic of open office layouts could make it difficult for an employee with ADHD to concentrate; a team member with sensory sensitivity gets frequent headaches and fatigue due to the harsh overhead lighting; a talented neurodivergent candidate isn’t offered the job because they struggle to make eye contact during the interview.  

The link between neurodiversity and innovation is well-documented. Research from MIT and Stanford shows that diverse teams, when in an environment that champions inclusive practices, outperform homogenous ones, especially in problem-solving and creativity. Architecture firms thrive on innovative thinking—yet, without intentional inclusion strategies, they may be unconsciously restraining the same creativity that could drive their success.

The biggest misconceptions about designing for neurodivergence

Despite the clear business case, many myths about neuroinclusive workplace design still exist:

1. “Neuroinclusive design is only for neurodivergent employees.” 
   In reality, these design principles benefit and are embraced by all employees by creating workspaces that support focus, flexibility, and overall well-being.
2. “It’s too expensive to implement.” 
   Many neuroinclusive changes—such as offering flexible work hours, changing the lighting, or structured workflows—don’t require huge investments but have significant returns in employee engagement and retention.
3. “We’re already compliant with the ADA, so we don’t need to do more.” 
   Legal compliance is the baseline, not the goal. True neuroinclusion goes above and beyond compliance to create spaces where all employees can thrive.

How architecture firms can lead in neuroinclusion

AIA’s Guides for Equitable Practice urges firms to question the age-old assumption that “that’s just how we do things.” Shifting workplace culture and design to be more neuroinclusive  is a strategic move that strengthens firm performance and resilience. Firms like Architects FORA are already leading the way in neuroinclusivity, achieving tangible benefits in retention, innovation, and overall employee satisfaction. As a tech-first visual firm, Architects FORA is leveraging transparent and equitable collaboration tools to ensure all voices are heard, prioritizing flexibility in an engaging virtual environment and emphasizing clear communication. DLR Group is piloting a Work Modalities process is a strong example of adapting to diverse needs in the workplace. By identifying various workstyles, DLR Group creates a more inclusive environment that benefits their whole team, including those who are neurodivergent.  

The future of architecture depends on inclusive talent strategies

Firms that embrace neuroinclusive practices will not only attract and retain top talent but will also set themselves apart as industry leaders. As architecture continues to evolve in response to societal needs, firms must recognize that their internal culture is just as important as the projects they design. By learning from other industries, implementing thoughtful workplace changes, and actively challenging outdated workplace norms, architecture firms can unlock the full potential of neurodivergent talent—and in doing so, future-proof their business.