Designing for neurodivergent inclusivity with J5

At Holland, our projects are a collaborative effort. We're fortunate to have a solid network of consultants from various disciplines, including J5, whose service design expertise helps us identify and address critical yet underserved user challenges. Their team is made up of service designers and consultants with a wide range of lived experiences and intersecting identities, all of which shape their worldviews and inform their work. One of their team members is Rhea Kachroo, a Service Designer at J5.

Rooted in her identity as an immigrant and child of parents displaced by genocide, Rhea believes that working with the people you are designing for and elevating the voices of people who are often left out of conversations is the key to unlocking long-term, equitable, and sustainable social change. Her work spans policy roles, the public sector, post-secondary institutions, and private practice, where she focuses on complex social issues, including those affecting neurodivergent people. Rhea is also neurodivergent.

Our Founding Partner, Jocelyne, recently shared the BUILDEX stage with Rhea as panel speakers discussing innovative design principles and strategies for neurodivergent inclusivity. In this blog post, they share key takeaways from the discussion; explore how they collaborate to design inclusive workplaces; and address common misconceptions about designing for neurodiversity. Rhea also shares her lived experiences and service design expertise.

As someone with lived experience, what are some common challenges you face in spaces that aren't designed with neurodiversity in mind?

Rhea: One of the biggest challenges is the lack of consideration for how different people function within a space. In environments that weren't designed for neurodiversity, I’ve struggled with things like harsh fluorescent lighting, constant background noise, and poorly designed open-plan offices. Additionally, expectations around multitasking, social interaction, or communication styles often don't align with how neurodiverse individuals operate. A lack of flexibility in how tasks are completed or the absence of different types of spaces like quiet spaces for recharging can exacerbate stress and hinder productivity.

These things seem small to people who don’t experience them, but they can be absolutely overwhelming for me and others. The worst part is that these issues are often ignored, as if it's just expected that everyone can adapt instead of creating spaces that are adaptable. There’s also the lack of structure in many workplaces—unclear instructions, only one acceptable routine, or an inability to know what you can ask for—which makes it difficult to stay on track and do the job efficiently. For me, these things aren't just inconvenient; they can make it feel like I'm set up to fail from the start.

What are some common misconceptions about designing for neurodiversity?

Rhea: One common misconception is that designing for neurodiversity means making the environment "special" or "different" for individuals, rather than making it universally accessible and adaptable. People often think that changes would be expensive or complex, when in fact, small adjustments—like providing a few different options for spaces to work (quiet rooms, desks, meeting rooms, comfortable spaces), reducing sensory distractions, or offering flexibility in work schedules—can create a more inclusive and productive environment for everyone, not just neurodiverse individuals.

Another misconception is that all neurodiverse individuals require the same accommodations, when in reality, neurodiversity is a spectrum, and each person has unique needs and preferences. This means that designing with flexibility and choice is key. Designing spaces for specific needs generally means that everyone will be better off – we all require diversity in our spaces and the ways in which we can work.

Jocelyne: For many, having a choice of environments—such as quiet zones for focused work or open areas for collaboration—is essential. Features like movable partitions, adjustable lighting, and flexible seating help the workplace adapt to different needs.

The way we work has changed, especially since COVID-19. Employees are no longer tethered to their desks all day. Instead, they’re using third spaces—like collaboration zones, focus areas, and relaxation spots—that support more dynamic workstyles. Organizations need to rethink how desks and spaces are used to maximize their real estate. By offering a variety of environments for different tasks, businesses can create a more engaging and productive workplace that aligns with the flexibility today’s workforce values.

How do Holland and J5 work together to design spaces?

Rhea: We really get that designing workplaces for neurodiversity isn’t about guessing what people need—it’s about asking them directly. One key approach is co-design, which involves working closely with employees—especially those with lived experience of neurodiversity—to understand their needs, preferences, and challenges. Designing with the people we’re designing for to make sure we are actually meeting needs.

Jocelyne: Once J5 has gathered these insights through surveys, workshops, and stakeholder interviews, we take them and apply them to our designs. We don’t just focus on making spaces look beautiful; we make sure that the designs are practical, inclusive, and functional for everyone. The finished spaces cater to a wide range of needs, from sensory sensitivities to different ways of working. For example, we may create areas with soft lighting and reduced noise for those who are sensitive to sensory input, or design clear, intuitive layouts to help with navigation.

J5’s research-driven approach also uncovers important patterns, like how some people may feel disconnected or excluded in conventional spaces. They really help us design for conditions that people might not even be aware of, especially since neurodivergence is often underdiagnosed or overlooked. Without their input, projects might miss those subtle insights, which could result in spaces that aren’t as adaptable or inclusive.

Rhea: What’s powerful about our collaboration is how it combines J5’s research-driven, co-design methods with Holland’s practical design solutions. The result is a workplace that’s not only visually inspiring but also functional, inclusive, and conducive to the needs of all employees, including those who are neurodiverse. The spaces created are not just about being "accessible"—they are designed to enhance the overall user experience, enabling employees to work in ways that make them feel comfortable, supported, and empowered.

‍

What actionable steps would you give to industries and organizations looking to better support neurodiversity?

Jocelyne: Education is key—design teams and clients must understand how neurodivergent people experience spaces differently. Incorporating neurodiversity research, like we do with J5, through methods such as persona-based planning, co-design, and user testing, helps address these unique needs.

Adopting universal design principles is another step and goes beyond basic accessibility standards to support everyone. Key principles of universal design include equitable use, flexibility in use, and perceptible information.

Rhea: A lot of misunderstandings about neurodiversity come from not knowing what it is or how to accommodate it. Invest in training for managers and staff to create a more inclusive culture. The more everyone understands, the easier it will be for neurodiverse employees to succeed. Empower your staff to be able to ask for help or tools that they need to support them at their work. There were many workplaces where I felt like I couldn’t ask for a subscription to-do list service to help me do my work better or noise cancelling headphones to help me concentrate.

Neurodiverse individuals often need more flexibility, whether it’s in how they approach tasks, when they work, or where they work from. Let them manage their own time and work environments. Trust them to get the job done in a way that suits them. Take the time to build confidence with them so that they know you trust them to get their work done in whatever way works for them.

Take a look at your workplace through the lens of the people that work there. Identify sensory issues, confusing layouts, or unclear processes. You don’t need to do this alone—ask the people who actually work there for their input. Check in to see what is working and what isn’t for your staff.

Don’t assume once you make changes, they’re perfect. Check in regularly with your employees—especially those who are neurodiverse—and make sure the changes are actually working. Design should be a continuous process, not a one-time fix.

Get in touch with us!

We've collaborated with J5 on several projects, including their Calgary office and Calgary Foothills Primary Care Network's clinic, which was a finalist for the Service Design Award 2024. It’s been amazing to work alongside a team that shares our passion for creating impactful solutions that benefit both organizations and the communities they serve! To learn more about J5, visit their website or email their team at info@jfive.com.

If you’re interested in designing for neurodivergent inclusivity, get in touch with our team!

‍

This post was created in collaboration with: