This is our fourth blog post of our “Difficult Conversation” series as part of our 2026 Neurodiversity Celebration Week. Yesterday we looked at the question “When Should Managers Escalate Workplace Support?”
“What if adjustments are offered, but the individual doesn’t engage?”
It can be frustrating when you follow all the processes, and adjustments are recommended, but the individual does not seem to follow through. Managers may wonder whether the support was necessary, HR may feel the constant beating of the drum. But in reality, engagement with adjustments is rarely straightforward. Needs can change depending on certain tasks and environments. Confidence and understanding can fluctuate. Some adjustments may feel harder to adopt in practice than they did in theory.
When this happens, there is a golden opportunity to pause and reflect before escalating. Consider:
- Was the adjustment developed collaboratively? Adjustments work best when they are shaped with the individual, not simply offered to them.
- Does the person feel psychologically safe using the adjustment? For example, flexible hours or assistive tools may feel visible or stigmatising in certain situations.
- Is the adjustment practical? What sounds helpful to paper may not fit operational realities. Assistive software is often recommended, but no training on how to use it!
- Have circumstances changed? Workloads, team dynamics, or personal factors can all affect engagement.
A follow-up and review conversation is often effective in these scenarios. Approach with curiosity rather than judgement: “I’ve noticed this hasn’t been as useful as we’d hoped, would it be helpful to revisit it?”
Adjustments are often seen as static, when in fact, they are often dynamic and evolving. It is essential to review, be flexible and maintain openness, transparency and collaboration. And when individuals don’t feel comfortable or confident in engaging with adjustments, it may be worth exploring how specialist neurodiversity coaching may assist.