Work Without Labels – Managing Neurodiversity in a Teal-Colored Organization | Gdańsk University of Technology

Unlike traditional approaches, which aim to “fit” employees into normative frameworks, this concept proposes creating a space in which each person – regardless of their cognitive profile – can grow, be themselves, and contribute in unique ways. The article emphasizes that management grounded in autonomy, equality, and higher purpose may foster greater neurodiversity within organizations. This model could form the basis for future diversity and inclusion policies in the workplace.

“Many people have symptoms but no diagnosis. We need universal environments, not labels.”

"Many individuals exhibit ADHD symptoms, but to receive a formal diagnosis, they must meet at least 6 out of 9 criteria in a medical questionnaire. Those who don’t meet this threshold go undiagnosed, but that doesn’t make them neurotypical," explains Elżbieta Karwowska, PhD from Gdańsk University of Technology. She cites recent analyses showing that ADHD symptoms follow a normal distribution across the population – meaning they appear to varying degrees in most people.

In her opinion, this supports the case for designing work environments that accommodate diverse ways of functioning without requiring formal diagnoses. “Approaches that offer special support for people with ADHD or autism can be stigmatizing. They assume that these individuals must adapt to a ‘norm.’ Moreover, such support is usually reserved for those who disclose a diagnosis, which may have negative career implications,” Elżbieta Karwowska adds. Hence, she advocates for designing universal workspaces that support diversity without requiring employees to “come out”. – “This approach is not only more inclusive but also more effective – for everyone,” she concludes.

Previous research has shown how teal organizations function effectively without traditional hierarchies, relying instead on partnerships, trust, and collaboration (Bondarouk et al., 2018). The absence of rigid hierarchies can benefit individuals with ADHD or autism, who often experience stress in formal organizational structures due to hierarchical pressure, social expectations, or even prejudice (Malik-Soni et al., 2021).Principles of equality and cooperation foster greater comfort, a sense of belonging, and reduced stress (Lasky et al., 2016), all of which are crucial for neurodivergent individuals. People with ADHD or autism may prefer teal organizations because they offer greater autonomy, enabling them to fully express themselves. These environments value diversity, promote engagement, and support meaningful interpersonal relationships (de Gennaro et al., 2023).

On one hand, teal organizations encourage personal development through self-awareness and skills such as interpersonal communication, conflict resolution, and peer coaching. On the other hand, they provide flexibility in shaping rules, work environments, and work methods (Laloux, 2014), which can enhance focus and well-being for those with ADHD or autism traits.

Employees with ADHD or autism may feel a stronger connection to teal organizations that embrace bold missions and encourage individual initiative (Borowiecki et al., 2021; Moreno Romero et al., 2020). These environments attract individuals who seek meaningful work aligned with their values—and who also tend to demonstrate high engagement, loyalty, and responsibility. Notably, these are traits often associated with individuals on the autism spectrum (Bross et al., 2021; Hagner et al., 2005; Hedley et al., 2017). Moreover, opportunities to pursue personal ideas encourage the use of unique talents—such as above-average creativity and the ability to analyze problems from multiple angles, traits commonly found in people with ADHD (Armstrong, 2010; White & Shah, 2011). This can further strengthen their sense of purpose and commitment.

Importantly, an organizational culture based on acceptance and respect for all enables neuroatypical employees to thrive without having to disclose a diagnosis, while still allowing them to reach their full potential.

Practical Recommendations

Elżbieta Karwowska, PhD, has formulated 10 concise recommendations for building teal and neurodiverse organizations:

1. Create a safe space for authenticity
   Encourage employees to express themselves freely—this is especially helpful for neurodiverse individuals who may otherwise mask their traits.
2. Implement flexible communication methods
   Allow staff to choose how they communicate (e.g., email instead of face-to-face meetings).
3. Adapt the work environment to different sensory needs
   Provide quiet rooms, adjustable lighting, and reduced sensory input—supporting, for example, autistic individuals.
4. Encourage self-organization
   Enable employees to choose their own tasks and projects—aligning with ADHD-related needs for independence and hyperfocus.
5. Develop conflict resolution systems with the team
   Replace hierarchy with mechanisms rooted in partnership and open feedback.
6. Support the need for structure and predictability
   Establish clear rules and procedures—especially important for those who value routine and consistency.
7. Reduce unnecessary meetings and enable deep work
   Introduce “meeting-free” or “focus days” to support productivity for employees prone to distraction.
8. Involve neurodiverse staff in shaping workplace culture
   Treat them not as recipients of support but as co-creators of innovative practices.
9. Avoid labeling—focus on needs and strengths, not diagnoses
   Encourage employees to talk about their needs and assets rather than medical labels.
10. Implement teal practices gradually and locally
    Start with a single team or project to demonstrate small-scale effectiveness and foster grassroots cultural change.

“If you resonate with these ideas, try putting them into practice,” encourages Elżbieta Karwowska, PhD. “Even two people working in line with teal and neurodiverse principles can be a great start!”