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	<title>reasonable accommodations - Joseph K Muscat Neurodiversity Consulting</title>
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	<title>reasonable accommodations - Joseph K Muscat Neurodiversity Consulting</title>
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		<title>Transparent Progression: A Neuroinclusive Approach to Promotion and Pay Decisions</title>
		<link>https://josephkmuscat.com/transparent-progression-a-neuroinclusive-approach-to-promotion-and-pay-decisions</link>
		
		<dc:creator><![CDATA[JosephKMuscat]]></dc:creator>
		<pubDate>Wed, 28 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Coaching]]></category>
		<category><![CDATA[Neurodiversity]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[diagnosis]]></category>
		<category><![CDATA[edicuation]]></category>
		<category><![CDATA[employeers]]></category>
		<category><![CDATA[employees]]></category>
		<category><![CDATA[employers]]></category>
		<category><![CDATA[human resources]]></category>
		<category><![CDATA[identity]]></category>
		<category><![CDATA[neurodivergent]]></category>
		<category><![CDATA[neurodiversityatworkplace]]></category>
		<category><![CDATA[neurodiversityinbusiness]]></category>
		<category><![CDATA[pay]]></category>
		<category><![CDATA[performance reviews]]></category>
		<category><![CDATA[promotion]]></category>
		<category><![CDATA[reasonable accommodations]]></category>
		<guid isPermaLink="false">https://josephkmuscat.com/?p=13298</guid>

					<description><![CDATA[<p>When is the last time you retraced your steps to how a prospect contacted you and what were the steps that lead to a closing of a deal?</p>
<p>The post <a href="https://josephkmuscat.com/transparent-progression-a-neuroinclusive-approach-to-promotion-and-pay-decisions">Transparent Progression: A Neuroinclusive Approach to Promotion and Pay Decisions</a> first appeared on <a href="https://josephkmuscat.com">Joseph K Muscat Neurodiversity Consulting</a>.</p>]]></description>
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									<p>Transparent, neuroinclusive promotion and pay practices help ensure employees’ strengths and contributions are recognised fairly, creating clearer opportunities for career growth and giving valued talent reasons to stay.</p>								</div>
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									<p>By Joseph K Muscat </p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Opening Perspective</h2>				</div>
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									<p data-pm-slice="1 1 []">Career progression can appear to follow a straight line—until we consider the variables that shape it. What is obvious to some is not obvious to everyone. Unwritten expectations, subjective judgements and a greater emphasis on social visibility can make the goalposts feel as though they are constantly shifting.</p><p>Hiring neurodivergent employees or describing a workplace as neuroinclusive is only part of the picture. Without clear pathways to advancement, employees may struggle to see how they can build a fulfilling career within the organisation. The enthusiasm they bring can turn into disengagement when they encounter barriers they cannot identify or navigate.</p><p>Transparent criteria, clear guidance and appropriate support can help reduce these barriers, making promotion and pay decisions easier to understand and navigate.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Going beyond good intentions</h2>				</div>
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									<p data-pm-slice="1 1 []">We have to ask: what does career progression look like for each role in your organisation? Have those pathways been mapped out, and do employees understand the opportunities available and what is required to access them?</p><p>Alongside those pathways, we need to consider whether neurodivergent employees feel psychologically safe and valued at work. Awareness alone does not answer these questions. <a href="https://cityandguildsfoundation.org/what-we-offer/campaigning/neurodiversity-index/?utm_source=chatgpt.com">The City &amp; Guilds Foundation’s 2026</a> Neurodiversity Index, produced in partnership with Do-IT Solutions, highlights a widening gap between employer confidence and employees’ experiences. Despite growing awareness, employees continue to report inconsistent support, delays in workplace adjustments and lower psychological safety.</p><p>A <a href="https://journals.sagepub.com/doi/10.1177/10522263251337564?utm_source=chatgpt.com">2025 systematic review,</a> <em>Neurodivergence and the Workplace</em>, also identifies stigma and ineffective inclusion policies as challenges. Importantly, it highlights gaps in understanding long-term career development and job retention. These findings raise a practical question: how far do good intentions translate into opportunities to progress?</p><p>Workplace culture can be difficult to navigate when expectations are unwritten and judgements are subjective. The goalposts can move, but so can the definition of what counts as a goal.</p><p>Consider leadership. How does your organisation define it, and how do decision-makers recognise it? What happens when a neurodivergent employee demonstrates leadership qualities in a way that differs from a manager’s expectations?</p><p>The same questions apply to recognition. Why is one contribution recognised while another is overlooked? Are employees assessed against clear criteria, or does recognition depend on whose work is most visible and whose communication style is most familiar?</p><p>When these expectations remain unclear, employees are still expected to know when and how to express interest in a promotion or pay rise. Progression can then depend on interpreting unwritten rules rather than understanding a transparent process.</p><p>The 2024 scoping review, <a href="https://pmc.ncbi.nlm.nih.gov/articles/PMC11494842"><em>Career progression for autistic people</em></a>, brings this concern into focus. Drawing on 33 studies, it suggests that many autistic people experience underemployment, including roles that do not reflect their skills or qualifications. It also identifies potential barriers such as inadequate organisational support and inaccessible promotion processes. However, none of the included studies directly focused on career progression, so the findings offer preliminary insight rather than definitive conclusions.</p><p>Support also needs to arrive in time to be useful. The City &amp; Guilds Foundation’s summary of its 2026 Index highlights waits exceeding three months for workplace adjustments. If employees are waiting for support while their performance is being assessed, we need to question how fairly those assessments reflect their capabilities.</p><p>Although the career progression review focuses specifically on autistic people, the broader workplace review raises related concerns about inclusion across neurodivergent groups. This does not mean that every neurotype has the same experience. It does mean that organisations should examine whether their practices create barriers rather than assuming that recruitment or awareness demonstrates inclusion.</p><p>From a practical perspective, I see three connected barriers.</p><p>The first is failing to understand the person. A people-centred approach requires managers to learn about an employee’s strengths, support needs and career aspirations. Where do they want to go, and what does meaningful progression look like for them?</p><p>The second is failing to turn that understanding into action. Conversations need to lead to timely adjustments, relevant development opportunities and a clear pathway forward. Understanding someone’s needs has limited value if nothing changes.</p><p>The third is communication. The autistic career progression review identifies assumptions about social communication differences as a potential obstacle to advancement. This should prompt us to examine how communication is interpreted and judged at work.</p><p>Think of it as learning another person’s language: a useful analogy for recognising that their way of expressing an idea may differ from yours. Managers and colleagues need to make an effort to understand those differences. Employees can also benefit from clear guidance about audience expectations, where relevant. That responsibility should be shared, rather than placed entirely on the neurodivergent employee.</p><p>Finally, consider the questions we ask about motivation. “What motivates you to do this job?” or “Why do you want to climb the ladder?” may be useful, but they leave out another important conversation: “How is your well-being? What supports it, and what undermines it?”</p><p>When progression feels blocked or unpredictable, employees may experience frustration, reduced confidence or anxiety about their future. Rather than interpreting this simply as a lack of ambition, leaders should examine the conditions surrounding it.</p><p>Well-being can offer insight into an employee’s experience, but it is not a complete measure of whether they feel valued. Recognition, access to support and fair opportunities to progress also matter. Going beyond good intentions means making those commitments visible in everyday decisions about development, promotion and pay.</p>								</div>
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									<p>Workplace culture can be difficult to navigate when expectations are unwritten and judgements are subjective. The goalposts can move, but so can the definition of what counts as a goal.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Transparency Supports Equity</h2>				</div>
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									<p data-pm-slice="1 1 []">In the previous section, “Going beyond good intentions”, I identified a second barrier: failing to take timely action to turn understanding into practical support for productivity, performance and career progression.</p><p>Let’s consider this from a project management perspective, supported by clear standard operating procedures (SOPs). We begin with scope: what are we trying to achieve? The objective is to establish equity as the standard for supporting neurodivergent talent, creating conditions in which employees can contribute and develop.</p><p>That means setting clear expectations while recognising that people may need different forms of support to meet them. It also means working towards an environment where neurodivergent employees feel safe to be themselves, without pressure to mask or being judged simply because they think, communicate or work differently.</p><p>What might equity look like in practice? For starters, it could mean adjusting lighting and noise levels to meet an employee’s sensory needs, or providing access to a quieter room where those conditions can be controlled. Flexible working hours may also help an employee manage sensory demands and energy levels.</p><p>Meeting arrangements offer another example. Sending an agenda in advance, highlighting where an employee’s input is needed and allowing time afterwards for further thoughts and questions can create more accessible opportunities for engagement and creative thinking.</p><p>These adjustments give employees different ways to contribute and demonstrate their capabilities. If those contributions inform promotion or pay decisions, they should receive fair consideration regardless of when or how they are communicated.</p><p>Equity also involves supporting psychological safety. The four-stage model offers a useful framework: creating belonging and acceptance; making it safe to learn, ask questions and make mistakes; welcoming contributions expressed through different communication styles; and enabling employees to challenge established thinking and procedures without fear of humiliation or retaliation.</p><p>For career progression, this means employees should feel safe to discuss their ambitions, request support and question how promotion and pay decisions are made.</p><p>Within that scope, an organisation can map out a clear pathway for career progression. From a people-centred perspective, this pathway should connect the employee’s aspirations with transparent progression criteria, relevant development opportunities and the support needed to move forward.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">What Neuroinclusive Progression Looks Like

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									<p data-pm-slice="1 1 []">The EU Pay Transparency Directive offers a useful starting point. Its focus is equal pay between women and men, including accessible, objective and gender-neutral criteria for determining pay and pay progression. Those principles can also inform a broader approach to neuroinclusive career development.</p><p>Building on that foundation, organisations can take nine practical steps:</p><ol start="1" data-spread="true"><li><p><strong>Make progression criteria transparent.</strong> Clearly explain the skills, responsibilities and outcomes required for promotion and pay progression. Document what employees need to demonstrate, who makes decisions and who is responsible for providing support.</p></li><li><p><strong>Use a structured assessment process.</strong> Explain how capabilities and outcomes will be assessed. Apply relevant criteria consistently, supported by evidence rather than personal impressions.</p></li><li><p><strong>Set clear milestones and review dates.</strong> Identify the steps required, what will be reviewed and when. Give employees regular feedback so they understand their progress and where further development is needed.</p></li><li><p><strong>Offer different ways to demonstrate capability.</strong> Recognise that employees may work and communicate differently. Where appropriate, provide alternative ways to demonstrate the same relevant skills and outcomes.</p></li><li><p><strong>Prepare managers to support different neurotypes.</strong> Provide training and practical guidance on neuroinclusive management, while ensuring managers understand each employee’s individual strengths, aspirations and support needs.</p></li><li><p><strong>Review workplace accommodations.</strong> Check that agreed accommodations have been delivered and are effective. Revisit them when responsibilities, roles or working environments change.</p></li><li><p><strong>Provide mentoring and coaching where appropriate.</strong> These can form part of an employee’s support plan, helping them navigate expectations, develop skills and work towards their career goals.</p></li><li><p><strong>Monitor progression and retention.</strong> Review who receives promotions and pay increases, who does not, and why. When employees leave, explore whether limited progression opportunities or unmet support needs contributed to their decision.</p></li><li><p><strong>Make information accessible.</strong> Use clear language and accessible formats for progression criteria, feedback and decisions. Give employees opportunities to ask questions and check their understanding.</p></li></ol><p>Overall, the aim is to create an individualised career development plan within a clear and consistent organisational framework. A single approach may seem easier to manage, but employees have different strengths, aspirations and support needs.</p><p>An individualised plan, with sufficient scaffolding, connects where the employee is now with where they want to go and what the organisation requires. The progression criteria remain clear, while the support and route towards meeting them can vary.</p>								</div>
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									<h2 data-pm-slice="1 3 []">Questions Organisations Should Ask<br /><br /></h2><p>The following questions offer a starting point for reviewing your organisation’s approach to career progression:</p><ol start="1" data-spread="true"><li><p>Can every employee easily find and understand our promotion and pay progression criteria?</p></li><li><p>Are decisions based on clearly defined, relevant skills and outcomes, or on subjective assumptions about potential?</p></li><li><p>Do employees receive clear, actionable development feedback before a promotion opportunity arises?</p></li><li><p>Can employees request and receive appropriate adjustments during progression assessments?</p></li><li><p>Are we reviewing promotion and pay outcomes for patterns of unequal access, and taking action where barriers are identified?</p></li></ol>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Conclusion</h2>				</div>
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									<p data-pm-slice="1 1 []">Career progression does not always follow a straight line, and hiring neurodivergent employees does not, on its own, make an organisation inclusive.</p><p>A clear pathway matters. Understanding how neurodivergent employees work, recognising their strengths and responding to their support needs can help ensure that their skills, education and contributions are not overlooked. It also means making the progression process transparent, equitable and fair, with clear accountability for decisions.</p><p>Ultimately, this is about developing talent, creating opportunities for people to flourish and giving them reasons to stay. When neurodivergent employees can see a future within your organisation—and receive the support to work towards it—they have greater reason to feel valued.</p>								</div>
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					<h3 class="elementor-heading-title elementor-size-default">Creating transparent and equitable career pathways requires clear processes, informed managers and support that responds to individual needs.</h3>				</div>
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									<p data-pm-slice="1 1 []">Through <strong>Joseph K Muscat Neurodiversity Consulting</strong>, I help organisations identify barriers to inclusion and turn good intentions into practical action. My services include:</p><ul data-spread="false"><li><p><strong>Inclusion audits and consultancy</strong> to review workplace practices and identify opportunities for improvement.</p></li><li><p><strong>Manager and leadership training</strong> to strengthen understanding of neurodivergent talent and develop practical, people-centred approaches.</p></li><li><p><strong>Executive Function coaching</strong> to support employees in developing strategies that reflect their strengths, needs and professional goals.</p></li></ul><p>If this article has raised questions about how your organisation supports progression, let’s start a conversation about making opportunities clearer, support more accessible and talent more valued.</p>								</div>
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					<h2 class="elementor-heading-title elementor-size-default">Further reading</h2>				</div>
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									<p><span style="color: #000080;"><a style="color: #000080;" href="https://josephkmuscat.com/navigating-neurodiversity-in-employee-performance-reviews-warning-signs-and-solutions">Navigating Neurodiversity in Employee Performance Reviews: Warning Signs and Solutions</a></span></p><p class="entry-title" data-base-line-height="63.75"><span style="color: #000080;"><a style="color: #000080;" href="https://josephkmuscat.com/neurodiversity-energize-your-employees-with-engagement">Neurodiversity: Energize your employees with engagement</a></span></p>								</div>
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				</div><p>The post <a href="https://josephkmuscat.com/transparent-progression-a-neuroinclusive-approach-to-promotion-and-pay-decisions">Transparent Progression: A Neuroinclusive Approach to Promotion and Pay Decisions</a> first appeared on <a href="https://josephkmuscat.com">Joseph K Muscat Neurodiversity Consulting</a>.</p>]]></content:encoded>
					
		
		
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		<title>Claiming Space: Asserting Neurodiversity Identity in a Neurotypical World</title>
		<link>https://josephkmuscat.com/claiming-space-asserting-neurodiversity-identity-in-a-neurotypical-world</link>
		
		<dc:creator><![CDATA[JosephKMuscat]]></dc:creator>
		<pubDate>Fri, 19 Apr 2024 12:40:12 +0000</pubDate>
				<category><![CDATA[Neurodiversity]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[diagnosis]]></category>
		<category><![CDATA[employeers]]></category>
		<category><![CDATA[employees]]></category>
		<category><![CDATA[employers]]></category>
		<category><![CDATA[human resources]]></category>
		<category><![CDATA[identity]]></category>
		<category><![CDATA[neurodivergent]]></category>
		<category><![CDATA[neurodiversityatworkplace]]></category>
		<category><![CDATA[neurodiversityinbusiness]]></category>
		<category><![CDATA[performance reviews]]></category>
		<category><![CDATA[reasonable accommodations]]></category>
		<guid isPermaLink="false">https://josephkmuscat.com/?p=9080</guid>

					<description><![CDATA[<p>When is the last time you retraced your steps to how a prospect contacted you and what were the steps that lead to a closing of a deal?</p>
<p>The post <a href="https://josephkmuscat.com/claiming-space-asserting-neurodiversity-identity-in-a-neurotypical-world">Claiming Space: Asserting Neurodiversity Identity in a Neurotypical World</a> first appeared on <a href="https://josephkmuscat.com">Joseph K Muscat Neurodiversity Consulting</a>.</p>]]></description>
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									<p data-pm-slice="0 0 []">In various spheres, we are witnessing a notable shift in language usage and perception. Often, I find myself engaging in discussions with individuals resistant to this linguistic evolution, fearing linguistic rigidity or deeming it improper. However, I firmly believe that language is a living organism, constantly evolving. It’s about understanding, embracing, or potentially being left behind.</p><p>Consider two examples. In a past interview on <a href="https://amp.cbc.ca/news/entertainment/stephen-fry-on-the-twitterverse-1.1061739">Canada’s CBC’s radio show “Q,”</a> Stephen Fry, multifaceted actor, comedian, director, and author, discussed the evolution of language within the Twitterverse, now known as X. He likened the brevity of tweets to a modern-day reflection of the evolution of the English language from Old English.</p><p>Another instance involves the late comedian George Carlin. In his 1990 show, <a href="https://youtu.be/zGAh6zVFJ8U">“Doing It Again,”</a> (Time frame 0:16-0:39) Carlin highlighted how organizations seek to control thought by controlling language, emphasizing that we think in language. Thus, altering words and phrases can restrict information, shaping acceptable behavior and identities.</p><h2>Language shapes our understanding and interactions</h2><p>This article explores the profound importance of identity and perception within the Neurodivergent community. There has been a noticeable departure from terms such as “disabled” or “diagnosed,” with a growing preference for self-chosen labels. This shift aims to redefine how individuals are perceived and treated in society, recognizing that language shapes our understanding and interactions. Terms like Neurodiversity, Neurodivergent, Neurodiverse, and Neurospicy exemplify this evolving linguistic landscape, reflecting a movement towards self-empowerment and reclaiming narratives within the neurodiverse community.<br />Similarly, discussions within the community often revolve around whether Neurodivergence is viewed as a superpower or a disability. Each individual or group within the community has the right to choose their language, reflecting their unique identity. Crucially, respecting and understanding these choices is paramount.</p><h2>Workplaces to adapt to these changing dynamics</h2><p>Moving forward, it’s essential for employers and workplaces to adapt to these changing dynamics. My Previous blog and podcast posts have highlighted how requiring a formal diagnosis poses a barrier to Neurodivergent individuals receiving necessary support. This reluctance, I believe, stems from society’s skepticism towards unseen conditions.</p><p>When an employee discloses their neurotype(s), they are asserting their identity. They have lived with these conditions, conducting extensive research to understand their challenges and strengths. Employers must respect this chosen language, recognizing that each individual’s needs vary. Under EU and Maltese Law, failure to provide reasonable accommodations is considered discrimination, regardless of a formal diagnosis.</p><h2>Closing Thoughts</h2><p>Businesses must redefine their approach to accommodate varying needs. Neurodivergent employees are eager to contribute meaningfully to their careers. Respecting their identities, understanding their needs, and providing necessary support is not just a legal obligation but also sound business practice.</p><p> </p><p>_____________________</p><p>Looking to make a change of diversity and inclusion for the neurodiverse in your company? <a href="https://josephkmuscat.com/contact-me">then click here for a consultations</a></p><p>Listen to this topic and others like it on my podcast <a href="https://josephkmuscat.com/podcast-take-a-leap-transform-a-neurodiversity-journey">Take A Leap &amp; Transform: A Neurodiversity Journey</a></p>								</div>
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				</div><p>The post <a href="https://josephkmuscat.com/claiming-space-asserting-neurodiversity-identity-in-a-neurotypical-world">Claiming Space: Asserting Neurodiversity Identity in a Neurotypical World</a> first appeared on <a href="https://josephkmuscat.com">Joseph K Muscat Neurodiversity Consulting</a>.</p>]]></content:encoded>
					
		
		
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		<title>Stop Blaming the ADHD. Start Fixing the System.</title>
		<link>https://josephkmuscat.com/stop-blaming-the-adhd-start-fixing-the-system</link>
		
		<dc:creator><![CDATA[JosephKMuscat]]></dc:creator>
		<pubDate>Fri, 19 Apr 2024 12:40:12 +0000</pubDate>
				<category><![CDATA[Neurodiversity]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[diagnosis]]></category>
		<category><![CDATA[edicuation]]></category>
		<category><![CDATA[employeers]]></category>
		<category><![CDATA[employees]]></category>
		<category><![CDATA[employers]]></category>
		<category><![CDATA[human resources]]></category>
		<category><![CDATA[identity]]></category>
		<category><![CDATA[neurodivergent]]></category>
		<category><![CDATA[neurodiversityatworkplace]]></category>
		<category><![CDATA[neurodiversityinbusiness]]></category>
		<category><![CDATA[performance reviews]]></category>
		<category><![CDATA[reasonable accommodations]]></category>
		<guid isPermaLink="false">https://josephkmuscat.com/?p=12048</guid>

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<p>The post <a href="https://josephkmuscat.com/stop-blaming-the-adhd-start-fixing-the-system">Stop Blaming the ADHD. Start Fixing the System.</a> first appeared on <a href="https://josephkmuscat.com">Joseph K Muscat Neurodiversity Consulting</a>.</p>]]></description>
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									<h2><span style="color: #000000; font-family: arial, helvetica, sans-serif;"><strong>Neurodivergent Community</strong></span></h2><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">In the last few months, there’s been a noticeable surge in articles, commentary, and attitudes that push back against the neurodiversity movement. From casual criticisms to more insidious narratives, we’ve seen dyslexia, autism, and ADHD come under fire in ways that are misinformed, narrow-minded, and in many cases—harmful. Once again, it falls to the neurodivergent community to step up and set the record straight.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Just last month, <em>The New York Times</em> published a truly frustrating article on ADHD. Many in the community called it out immediately. One person even described it as “journalism by omission”—and they weren’t wrong. It lacked nuance, ignored key facts, and fed into damaging stereotypes. The response? It took Dr. Russell Barkley—one of the leading authorities on ADHD—to create <strong>not one, but four</strong> separate videos to push back and correct the misinformation. You can find those here:<span style="color: #0000ff;"> <a style="color: #0000ff;" href="https://www.additudemag.com/russell-barkley-rebuttal-nyt-adhd/">Dr. Russell Barkley Responds</a>.</span></span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;"><em>ADDitude Magazine</em>, a well-respected source within the ADHD community, also released a compelling rebuttal of their own: <span style="color: #0000ff;"><a style="color: #0000ff;" href="https://www.additudemag.com/nyt-adhd-article-response/">Read ADDitude&#8217;s Response</a>.</span> And now, just when we hoped for better, <a href="https://timesofmalta.com/article/psychiatrist-warns-adhd-overdiagnosis.1109592?utm_medium=Social&amp;utm_source=Facebook&amp;fbclid=IwY2xjawKQNF9leHRuA2FlbQIxMQBicmlkETFsdHQ4bUF3WFVrZ2Rsc2VVAR5L7ix9Orom7MFr-K6Dc-PLmyexJExcfIDre8DhWbjYAnjv3ETlUSLWteiYaw_aem_tfj3_fJayheISG6WHF-2cg#Echobox=1747110043"><em>The Times of Malta</em> </a>has stepped into similar territory—publishing an article where two psychiatrists raised concerns.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">So let’s break it down. Let’s take a closer look at what’s being said, and more importantly, what’s being left out.</span></p><h2><span style="color: #000000; font-family: arial, helvetica, sans-serif;"><strong>Fear of Overdiagnosis, Online Self-Testing, and the “Epidemic” Narrative</strong></span></h2><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">The first third of the article leans heavily into fear. There’s concern about an “epidemic” of overdiagnosis, people self-diagnosing online, and how social media is supposedly “fueling the problem.” But let’s slow down and really unpack that.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">First, we need to acknowledge a very real and ongoing issue: <strong>there are countless people who have been missed and remain undiagnosed.</strong> And this didn’t happen by accident.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Let’s consider why: (Some of these points were addressed in the <span style="color: #0000ff;"><a style="color: #0000ff;" href="https://newsbook.com.mt/en/support-for-people-with-autism-and-adhd-found-wanting/">2023 study</a> </span>and in my <span style="color: #0000ff;"><a style="color: #0000ff;" href="https://josephkmuscat.com/malta-study-focused-on-adhd-autism-was-found-lacking">post about the study</a></span>)  </span></p><ul><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Our education system isn’t equipped. Teachers aren’t trained, schools lack resources, and there’s often no protocol in place to identify or support neurodivergent students.</span></li><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Families can be in denial. Many parents fear their child will be labelled, discriminated against, or harmed emotionally by a diagnosis. That fear can lead to avoidance.</span></li><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">The medical community itself is struggling. There simply aren’t enough psychiatrists trained in ADHD. There are long wait times, outdated assessment tools (especially for adults), and a massive gap in understanding when it comes to how neurodivergence shows up in women.</span></li></ul><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">In fact, <strong>75% of women with ADHD or autism remain undiagnosed</strong>. Why? Because the research is only just catching up. For decades, it focused almost entirely on young white boys, leaving everyone else behind.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">And let’s not forget the <strong>cost barrier</strong>. Assessments and treatment are expensive. This further excludes entire populations from access to support.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">So when someone claims there’s an “epidemic,” what they’re actually pointing to is <strong>a long-overdue wave of people finally being seen</strong>. And that’s not a crisis—it’s progress.</span></p><h2><span style="color: #000000; font-family: arial, helvetica, sans-serif;"><strong>Dr. Tony Lloyd on the Real Issue: Lack of Public Health Education</strong></span></h2><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Let’s talk about what’s really going on. Back in September, <span style="color: #0000ff;"><em><a style="color: #0000ff;" href="https://open.spotify.com/episode/1IPmjPl0zVuHXRux9Ld20p?si=0c2e23e2a1da44b1">The Hidden 20% podcast</a></em></span> featured Dr. Tony Lloyd, CEO of the ADHD Foundation UK. In the episode, he addressed this exact issue around the so-called “epidemic,” particularly in relation to online resources.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Here’s what he said:</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">“In the absence of any decent quality public medical health information from the national health services or decent quality information about different neurotypes in our education system, then of course they will go and search for information because they want to understand themselves. That’s integral to the human condition.”</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Exactly. If people can’t access accurate, professional support—what else are they supposed to do? Wait in silence?</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">He went on to add:</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">“If they can’t get an appointment with a practitioner for four weeks, of course, they are going to do research. And a lot of people have realised that practitioners don’t know everything. And how can they? It is an unrealistic expectation.”</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">This is such an important point. Our systems are under-resourced and underprepared. Yet instead of acknowledging that, some in the medical field continue to blame individuals for trying to help themselves. That’s not just unfair—it’s harmful.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">The real story isn’t about overdiagnosis. It’s about a society that still doesn’t know how to properly support neurodivergent people.</span></p><h2><span style="color: #000000; font-family: arial, helvetica, sans-serif;"><strong>Language Shapes Perception: Why “Disorder” Misses the Mark</strong></span></h2><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">One of the more frustrating aspects of the article was the use of the term <strong>“disorder”</strong> when referring to ADHD. This kind of language matters. It reinforces a medical model that says, “something is wrong with you,” instead of recognising neurodivergence as part of natural human variation.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Let’s be clear:</span></p><ul><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">ADHD is a <strong>condition</strong>, not a malfunction.</span></li><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">It is a <strong>neurological difference</strong>, not a deficit.</span></li><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">We require understanding and support—not to be “fixed.”</span></li></ul><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">We need to shift from medicalised language to a more inclusive, socially aware framework. That’s how we begin to change public perception.</span></p><h2><span style="color: #000000; font-family: arial, helvetica, sans-serif;"><strong>Online Self-Tests: A Gateway, Not a Problem</strong></span></h2><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">One psychiatrist in the article claimed that online self-tests are “fueling the issue.” But again, this completely misses the context.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Let’s remember what Dr. Lloyd said: when people can’t access the help they need, they look elsewhere. That’s not bad—it’s human.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">In fact, there was a <a style="color: #000000;" href="https://pubmed.ncbi.nlm.nih.gov/26088060/">study</a> done within the autism community that found self-testing tools to be surprisingly accurate. What does this tell us?</span></p><ul><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">People are using these tools to <strong>gain awareness</strong>.</span></li><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Self-assessments are <strong>encouraging individuals to seek formal diagnoses</strong>, not avoid them.</span></li><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">These tools are not the enemy—they are actually helping practitioners by bringing in more informed, self-aware individuals.</span></li></ul><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Practitioners should embrace this, not reject it.</span></p><h2><span style="color: #000000; font-family: arial, helvetica, sans-serif;"><strong>The Myth of “Late-Onset” ADHD and the Danger of Assumptions</strong></span></h2><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Now here’s the part that really got to me. One of the psychiatrists in the article claimed:</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">“ADHD doesn’t tend to surface in people in their 20s and 30s; it comes on in childhood… people coming in are more likely to be overworked.”</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Let’s take a moment with that.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">First, yes—ADHD starts in childhood. But that doesn’t mean it’s always <strong>recognised</strong> in childhood. Many people, especially women and those in under-resourced areas, slip through the cracks entirely.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Second, this statement ignores something critical: <strong>executive function challenges</strong>.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">According to Dr. Barkley, individuals with ADHD are roughly <strong>30% behind</strong> in their executive functioning compared to their peers. That means, without proper support growing up, many adults are entering their 20s and 30s completely unequipped. They were never taught how to manage tasks, plan, or self-regulate. And yet, society still expects them to thrive.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Adults aren’t showing new symptoms—they’re finally recognising what’s been there all along.</span></p><h2><span style="color: #000000; font-family: arial, helvetica, sans-serif;"><strong>Diagnosis Is Only Part of the Picture</strong></span></h2><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Here’s another truth: <strong>a diagnosis alone isn’t enough</strong>. It doesn’t tell you how to manage your ADHD at work. It doesn’t outline strategies for home life. And it certainly doesn’t tell your employer what accommodations you need.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">In the UK, research has shown that <strong>workplace assessments</strong>, not diagnoses, are the real game-changer. This is why <strong>neurodivergent coaches and workplace inclusion consultants</strong> are so important. They help people identify what they need to thrive.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">We need to stop thinking of diagnosis as the final step—it’s only the beginning.</span></p><h2><span style="color: #000000; font-family: arial, helvetica, sans-serif;"><strong>Education Needs to Catch Up</strong></span></h2><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Schools still lag behind. Teachers are not being trained to recognise executive function issues, let alone support them. We need education systems that:</span></p><ul><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Understand executive dysfunction</span></li><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Build accommodations into daily classroom practices</span></li><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Teach planning, focus, and regulation as essential skills—not afterthoughts</span></li></ul><h2><span style="color: #000000; font-family: arial, helvetica, sans-serif;"><strong>The Medication Debate: Misunderstood and Misrepresented</strong></span></h2><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Let me be clear: I’m not a medical professional. But I can speak to what I’ve observed and what others have said.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Many adults who are now seeking diagnoses are part of the <strong>“lost generation”</strong>—those in their 20s, 30, 40s, and 50s. Back then, ADHD and autism weren’t understood. Unless you showed “extreme” deficiencies, no one took a second look.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">And now, these same individuals are dealing with untreated ADHD, which often leads to:</span></p><ul><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Anxiety</span></li><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Depression</span></li><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Addiction</span></li><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Relationship breakdowns</span></li><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Chronic job instability</span></li></ul><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">So when we talk about an ADHD “epidemic,” let’s also talk about the <strong>epidemic of misdiagnoses</strong>, the <strong>epidemic of untreated mental health conditions</strong>, and the <strong>epidemic of people being failed by the system</strong>.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Women, in particular, have been especially overlooked—often misdiagnosed and prescribed medications for everything <strong>except</strong> ADHD.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">We also need to address the misdirection here. Why are we comparing students seeking a performance edge to individuals with a medical condition? These are two completely separate issues that have nothing to do with each other. Framing it this way only fuels further stigma and shifts the blame onto ADHDers who rely on medication as a legitimate form of support for their condition.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">We must stop villainising ADHD medication. Dr. Barkley puts it best: we don’t stigmatise people who take heart or epilepsy medication—why do we shame those who need ADHD medication?</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">According to Dr. Lloyd, <strong>medication helps—but it doesn’t teach skills</strong>. That’s why support strategies, coaching, and accommodations are so essential.</span></p><h2><span style="color: #000000; font-family: arial, helvetica, sans-serif;"><strong>Final Thoughts</strong></span></h2><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">The <em>Times of Malta</em> article, like many others, scratches the surface but never digs deeper. It offers a surface-level diagnosis of society’s discomfort with difference—masquerading as concern.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">But here’s the truth:</span></p><ul><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">Neurodivergence is a <strong>natural part of human diversity</strong>.</span></li><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">People are seeking answers not to be labeled, but to be <strong>understood</strong>.</span></li><li><span style="color: #000000; font-family: arial, helvetica, sans-serif;">They want to be <strong>accepted, supported, and empowered</strong>—not judged or pathologized.</span></li></ul><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">We need to move beyond fear-driven narratives and start building systems that recognize neurodivergent people for who they truly are.</span></p><p><span style="color: #000000; font-family: arial, helvetica, sans-serif;">We’re not the problem. The system is.</span></p><p> </p><h5>Looking for a workplace consultant and coach?<br /><br />We offer workplace consultation for better inclusion practice for Neurodivergent talent and individual coaching, including workplace assessment. Contact us to learn more.</h5>								</div>
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				</div><p>The post <a href="https://josephkmuscat.com/stop-blaming-the-adhd-start-fixing-the-system">Stop Blaming the ADHD. Start Fixing the System.</a> first appeared on <a href="https://josephkmuscat.com">Joseph K Muscat Neurodiversity Consulting</a>.</p>]]></content:encoded>
					
		
		
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