Reasonable adjustments: it all starts with a conversation

Professor Amanda Kirby, CEO of Do-IT Solutions., Campaigner for Neurodiversity, Medic, Knowledge Translator, researcher.

Originally published as part of The Neurodiversity 101 LinkedIn Newsletter.

I am concerned that with increasing tribunals being cited relating to neurodiversity we will have a back lash by employers willing to see the skills and talents of someone who shares information about themselves and adjustments they may need to do their job optimally.

There is no doubt that the whole topic of making “reasonable adjustments” can feel very daunting.

Many managers worry:

• What if it gets too complicated?
• I am not an expert in X or Y
• What if I don’t know what’s reasonable?
• What if I say the wrong thing?

This fear of complexity can stop us doing the very thing that makes the biggest difference — starting a conversation.

“When people talk, listen completely. Most people never listen.”― Ernest Hemingway

The truth is, adjustments are not about ticking boxes, or about providing everything an employee asks for. They are about creating workplaces where people can do their best work. The law in the UK (Equality Act 2010) sets the framework, but in practice, it’s about noticing, asking, and acting.

Why context matters

Two people with the same condition may need completely different support or none at all. Adjustments are not blanket entitlements; they are about what’s reasonable in your workplace, for this person, in this role.

The first step is not to solve everything immediately. It’s to be curious, open, and supportive.

Managers don’t need to know everything about disability and how could they be expected to but they do need to have ‘constructive knowledge’ to be compliant.

What is constructive knowledge?

Constructive knowledge is knowledge that a person is presumed to have because they would reasonably be expected to know it through due diligence, inquiry, or observation, even if they don’t have direct, or actual, knowledge.

It is often applied in legal contexts, such as employment or contract law, to hold a party accountable for facts or circumstances that they “ought reasonably to know” given their position or responsibilities. As a manager if someone is not doing their job to a standard it would be reasonable to discuss this with them??

Practical actions any manager can take

Here are simple steps that work across organisations of any size:

🔹 Notice changes in performance Look out for patterns like missed deadlines, repeated errors, or signs of overwhelm. These aren’t just “performance issues” they may be barriers you can help remove.

🔹 Start with a conversation Ask: “What would help you do your job more effectively?” Create a safe space for honesty without judgement. This is a conversation we can have with everyone. This is a dialogue not a monologue.

🔹 Trial adjustments Not everything has to be permanent. Try something simple such as noise-cancelling headphones, clearer written instructions, flexible start times. Then check: does it help? It may be trial and error and trial again to check what actually works best in different settings. There is not a tick list per condition!

🔹 Review regularly Adjustments aren’t one-off fixes. Circumstances change, roles evolve, and so do people’s needs. Build in regular check-ins.

🔹 Document and follow through Record what you’ve agreed, what impact it had, and whether it should continue. This helps you stay consistent and fair. It also provides evidence of action, review and outcomes.

Shifting the focus

When we move beyond the fear of “getting it wrong,” we see adjustments for what they are: opportunities to unlock and optimise potential. It is not a defensive position but one of support and encouraging people to thrive and utilise their talents effectively.

It’s not about labels or legal compliance alone. It’s about creating workplaces where people succeed, and can contribute which benefits not just individuals, but the whole organisation.

So what are you going to do? What has worked for you?

What small conversation could you start this week that might make work easier for someone in your team?

I am once again undertaking the City and Guild Neurodiversity Index Survey.

This survey will help inform our 2026 Neurodiversity Report globally, bringing attention to neurodiversity in the workplace for individuals and organisations.Would you take 15 minutes of your time?Input is vital from employers, employees and organisations alike, and will make a lasting impact on shaping and championing the lived experience of neurodivergent employees to create a more inclusive workplace.

Could YOU possibly share with others ( employers and employees) ( and complete yourself) about the City and Guilds Foundation Neurodiversity Index Survey for 2026:https://survey.censuswide.com/survey/selfserve/53b/g022/2509216?list=6&Link_Status=LIVE#?

Thanks- I would really appreciate your help.

Blog Author

I am Amanda Kirby, CEO of Do-IT Solutions a tech-for-good company that delivers thought provoking consultancy and neuroinclusive guidance and training. We have developed cutting edge web-based screening tools that have helped 10s of 1000s of people. We strive to deliver person-centered solutions relating to neurodiversity and wellbeing.

I am a mixed bag of experiences and skills, an odd ball… and have 25+ years of working in the field of neurodiversity.

I am a medical doctor, Professor, and have a Ph.D. in the field of neurodiversity; parent and grandparent to neurodivergent wonderful kids and am neurodivergent myself.

Theo Smith and I wrote the UK award-winning book Neurodiversity at Work Drive Innovation, Performance, and Productivity with a Neurodiverse Workforce. My 10th book came out called Neurodiversity and Education in March this year. Excitingly, Theo and I have another book coming out next year!