Published in: Tatler Asia
Publication date: Sep 14, 2026

As neurodiversity reshapes the conversation around inclusion, clinical psychologist Dr Jochebed Isaacs explains why the best workplaces are designed to embrace different ways of thinking

For decades, the modern workplace has been designed around a fairly narrow idea of how people should think, communicate and collaborate. Open-plan offices, fast-paced meetings and unwritten social expectations have become standard, yet these environments do not work equally well for everyone. As conversations around diversity and inclusion evolve, organisations are beginning to recognise that creating truly inclusive workplaces also means embracing neurodiversity.

According to Dr Jochebed Isaacs, director of Early Autism Project (EAP) Malaysia and a clinical psychologist, neurodivergence refers to the natural differences in how individuals’ brains function, process information and interact with the world. “Every person is different, and neurodivergent individuals simply experience and approach work in unique ways,” she says.

Autism exists on a spectrum, meaning every individual’s strengths and challenges are different. While some autistic professionals may have exceptional attention to detail, deep expertise or an ability to think systematically, they may also find ambiguous instructions, workplace politics, sensory distractions or unexpected changes more demanding. Recognising these differences is about creating environments where people can perform at their best.

In Malaysia, the true prevalence of autism remains difficult to quantify. There is currently no comprehensive national prevalence study, with the most widely cited local data dating back to a 2005 Ministry of Health study of children aged 18 to 26 months, which estimated a prevalence of 1.6 per 1,000 children, or around one in 625.

As of April 2026, the Department of Social Welfare Malaysia (JKM) had recorded 90,459 autism-related OKU registrations, although this reflects only individuals who have formally registered for disability status and should not be interpreted as national prevalence. By comparison, the US Centers for Disease Control and Prevention estimates that one in 31 eight-year-old children in the United States is identified with autism spectrum disorder, while the Global Burden of Disease Study estimated that around 61.8 million people (roughly one in every 127 individuals worldwide) were on the autism spectrum in 2021. Together, these figures illustrate both the limitations of Malaysia’s current data and the growing need for greater awareness, earlier identification and more inclusive environments.

For Isaacs, that starts with recognising that neurodiversity is not something to be accommodated as an afterthought, but understood as part of the natural diversity of any workforce. “Building awareness and acceptance ensures that workplaces are inclusive, supportive and fair for everyone,” she says.

Many of the barriers neurodivergent individuals encounter begin long before they enter the workforce and continue throughout their careers. “There is a shortage of autism-friendly environments and support services, making it difficult for individuals to thrive at work. Access to quality intervention and support remains limited, particularly in rural areas,” Isaacs says. “Furthermore, the education system is not yet fully inclusive, which can also impact workplace readiness.” Financial pressures associated with therapy and support also place additional strain on many families. “There is a need for more support and funding for neurodivergent individuals,” Isaacs laments.

Creating a neuroinclusive workplace begins with a willingness to understand individual needs and make practical adjustments that enable people to do their best work. At EAP, this philosophy is guided by what Isaacs calls the “4A’s”: Awareness, Acceptance, Accommodation and Advocacy. “Organisations can educate themselves about autism, including recognising signs and understanding how to provide support,” she says.

Acceptance means recognising everyone’s differences while being patient and understanding of individuals with autism, and being willing to include them. Accommodation may include practical adjustments to accessibility, such as creating visual communication tools, quieter workspaces or adapting workflows to make expectations clearer. Advocacy, meanwhile, encourages organisations to champion policies and practices that improve access to opportunities and support for neurodivergent individuals and their families.

“Meaningful neurodiversity training goes beyond theory and focuses on practical, actionable strategies,” says Isaacs. At EAP, this centres around equipping managers, caregivers and colleagues with the “3Cs”: Communication, Connection and Cooperation. “Effective training also includes clear methods for breaking down tasks into manageable steps, making expectations easier to understand and follow,” Isaacs says.

One question many neurodivergent professionals continue to grapple with is whether to disclose their condition at work. Isaacs emphasises that there is no universal answer: “deciding whether to disclose a neurodivergent condition is a personal choice. Individuals should consider whether disclosure would help them access the support or accommodations they need to perform at their best”. For some, beginning the conversation with a trusted manager or human resources representative may help create a more supportive environment. “Ultimately, the decision should be based on what makes the individual feel safe, supported and empowered in their workplace,” Isaacs says.

Many neuroinclusive adjustments that make the greatest difference in the workplace are also among the simplest. Providing written or visual instructions alongside verbal communication can improve clarity and reduce uncertainty. Regular check-ins and debrief sessions allow managers to identify challenges early while offering ongoing support. Clearly defined, achievable goals, paired with positive reinforcement, can help build confidence and motivation.

Even something as simple as access to a quiet room may help employees better manage sensory sensitivities and maintain focus throughout the day. Mentorship, buddy systems and, where appropriate, social skills coaching can also provide valuable support as individuals navigate workplace expectations. “Setting reminders can support task management, while recognising when to take breaks or ask for help.”