Building neurodivergent eco-systems.
One contract at a time!
I wanted to take some time to reflect on the last couple of weeks, meh who am i kidding maybe the last few months.
Getting back into the swing of working on my own not for profit after maternity leave. I found myself in what I call my ‘manic stage’ of ADHD.
In these moments, i like to call it “the Midas touch” That phase where I’m loving the extra burst of energy, riding high on a sudden spike in productivity.
Anyone who can resonate knows that surge is wonderful until it isn’t.
That’s the thing about ADHD that someone with a typical brain just can’t see, the fear that IT can get up and go at anytime. I like how Dr. Edward Hallowell, co-author of Driven to Distraction, puts it, "ADHD is like having a Ferrari engine with bicycle brakes.” That powerful Ferrari engine fuelled by dopamine is both gift and challenge.
In those moments, it feels like I’m in control of my hyperfocus… but meanwhile, it’s as if I’m a bad driver, a little voice says aat the back of my mind but doesnt quite get to the frontal lobe of thought that’s needed to apply the breaks, blissfully overstretching myself and underestimating what im taking on.
Missed deadlines start piling up, promises I’d made get forgotten, and imposter syndrome rears its ugly head.
Dopamine, that vital neurotransmitter responsible for motivation and reward, operates differently for us ADHDers. It fluctuates unpredictably, and when it spikes, it feels euphoric. Hyperfocus kicks in, I'm capable of working uninterrupted, absorbed in tasks like never before.
Hyperfocus, with some calling it a "superpower," It’s a well-meaning, positive spin, an attempt to highlight strengths but it can unintentionally mask the genuine barriers and daily struggles neurodivergent individuals face. The danger of romanticising neurodivergence as a pure advantage is that it downplays the genuine need for support, understanding, and structural changes.
With my hyperfocus, what feels like five minutes spent sketching out a new business plan turns out to be a full day and I hyperfocis ion the detail and perfecting rather than just doing.
Mapping out mental roadmaps for shiny new projects, sometimes they make it into a Google Doc… sometimes they don’t. It can take months before I realise I’ve been stuck in a cycle, hyperfocused on the next big idea while neglecting essentials like responding to new clients or, worse, revamping the website I accidentally deleted.
But here’s the thing, recognising these patterns isn’t a failure, it’s part of building a differently thinking ecosystem. Spectrum Dynamics CIC isn’t just about supporting neurodivergent people in education and employment. It’s about seeing how we function within that system too.
Our processes, contracts, and collaborations reflect the lived experiences of people like me… people like us.
The Value of the Neurodivergent Ecosystem
At Spectrum Dynamics CIC, the community interest company I founded, we have been intentionally building a neurodivergent ecosystem, an organisational culture consciously designed around flexibility, empathy, and proactive accommodations.
To fully harness the potential of the neurodivergent ecosystem, we need to move away from tick box exercises and really think, about how we look after our team.
What exactly does this look like? Here's a practical snapshot:
A Solution-Oriented Approach
Flexible Contracts: Like the one we’re drafting with our artist collaborator, contracts should prioritise flexibility, mental health, and creative autonomy. This approach respects the natural ebb and flow of neurodivergent energy levels.
For example, I’m currently drafting a contract with an artist we’re collaborating with, someone who also receives job aide support through Access to Work. This isn’t just about setting project deadlines and deliverables. It’s about crafting agreements that prioritise mental health, creative flow, and flexibility, all while recognising the ebb and flow of energy that comes with neurodivergence. As Judy Singer, who coined the term ‘neurodiversity,’ states, "Neurodiversity is not a disability but a different ability."
Section 4 of the contract reads:
Health and Wellbeing Considerations
4.1 The Client acknowledges that the Artist may have mental health needs and agrees that reasonable accommodations shall be provided, consistent with applicable UK employment and disability laws.
4.2 If the Artist experiences any health issues that affect her availability or work quality, she is encouraged to trust her own instincts regarding her own capacity. The Parties shall then work together when the Artist feels able, with the Client being led by the Artist in adjusting the work schedule and workload to prioritise the Artist’s wellbeing.
4.4 The Artist shall never be obligated to exceed the agreed-upon maximum weekly hours. Any modifications to the schedule can be requested by the artist at any time, ensuring that her capacity for self-care and creative expression is always respected and trusted.
Some might say this is overcomplicating things. I say it’s necessary. This contract isn’t just paperwork, it’s a reflection of the inclusive, supportive ecosystem we’re building at Spectrum Dynamics CIC. It’s a testament to the fact that neurodivergence isn’t just an individual experience… it’s a structural consideration.
So here we are, building a differently thinking ecosystem, one contract at a time.
"Employee working hours are based on deliverables rather than fixed schedules. Flexibility in deadlines is actively managed in collaboration with employees, recognising fluctuating cognitive and energy levels."
This isn't merely kindness; it's strategic insight.
To build truly neuroinclusive ecosystems? It begins with the shift from rigid structures to adaptive environments:
Flexible Scheduling: Prioritise deliverables over set working hours.
Clear, Individualised Communication: Explicit yet compassionate communication to reduce misunderstandings. (this feels like a substack of its own right)
Proactive Mental Health Support: Regular check-ins and adjustments recognising fluctuating cognitive abilities.
Inclusive Leadership Training: Equip managers with the skills to genuinely understand and support neurodiverse teams.
For Spectrum Dynamics CIC, these practices aren't theoretical, they’re transformative. Flexible working, informed by an understanding of dopamine fluctuations and hyperfocus, directly supports sustained productivity, wellbeing, and organisational success.
As we explore and expand neurodivergent ecosystems, I invite you to reflect: What changes could you make, personally or professionally, to support genuine neuroinclusion? How might your team or organisation benefit from embracing flexible structures and compassionate support?
Your Thoughts?
Are contracts like this good or bad for business.
Do any of your contracts set the scene right from the beginning so your staff feel valued and that their needs are important, encouraging a culture of ability to think or behave differently to create maximum impact.
Your turn: I'd love to hear your thoughts on what ive written.