6. Move organisational culture from acceptance to belonging

To embrace diversity, organisations must shift from neurotypical standards they’ve been designed on. We believe that coaching team managers and leaders is key to sustaining changes in behavioural norms and fostering lasting inclusivity.

Group of smiling coworkers at the office talking

What we are doing about it

We have adapted the TILT change program into a top-down neurodiversity/diversity inclusion plan, which focuses on restructuring organisational behaviours, systems, and policies.  It takes your culture from one that is resistive, to one that makes people feel emotionally safe, and that they belong.

In this model, middle managers play a pivotal role, bridging the gap between leadership teams’ objectives and daily business-as-usual activities. It consists of five stages of transformation:

1. The Diagnosis

We focus on understanding the net present state of behavioural readiness and leadership performance.

2. The Mirror

We give feedback on the net present state of behavioural health by running a checks and balances exercise against a purpose-built leadership authenticity model.

3. The Change

Working with the senior team, we construct a go-forward strategy, with the aim of turning challenges and requirements into an actionable change agenda.

4. The Plan

We formalise measures, rewards and recognition in a plan to install a ‘new normal’.

5. The Review

We install a measurement and review system to revisit change performance and ensure that the direction of change aligns with delivering the desired stakeholder returns.

Next steps

Making the workforce better for everyone

Currently, we are in the process of piloting the TILT model with organisations involved in organisational design and transformation projects. This testing phase is essential to ensure that the model delivers the value we envision, serving as an effective tool for driving cultural shifts towards neuroinclusivity within companies.