Context and paradigm
Traditional workplace logic often assumes linear thinking:
A + B = C.
Predictable inputs lead to predictable outcomes.
But
- Creativity rarely works this way. Diverse ways of thinking, particularly non-linear and neurodivergent thinking, open the door to lateral problem-solving, unexpected connections, and genuinely new possibilities. When teams think differently, the work changes
- However, thinking differently also brings challenges. Non-linear processes can be misunderstood or undervalued in corporate environments that favour speed, certainty, and predefined outcomes. Creative and neurodivergent thinkers are often asked to justify how they work, not just what they produce
Meeting the challenge
- For in-house creative leaders, this tension is familiar. Half the role is demystifying the creative process for non-creatives; the other half is keeping teams motivated in environments where their thinking can feel misunderstood or constrained. There are clear parallels here with the lived experience of neurodivergent employees, navigating systems not designed for how they think
- Building truly diverse creative teams requires trust: trust in process, trust in difference, and trust in outcomes that may not look obvious at first. Leaders play a critical role in creating this trust by advocating for different ways of thinking, challenging rigid definitions of productivity, and sharing lived experience where appropriate
- Education and structural support are essential. Lived experience alone isn’t always available, or sufficient, to build inclusive cultures. Ongoing education, clear frameworks, and employee resource groups all play a vital role in ensuring teams have what they need to do their best work
Differently minded teams don’t need to be managed around; they need to be understood, supported, and empowered. When they are, it's not just more inclusive, but more creatively impactful too.