Reasonable adjustments at work: Practical examples to reduce common barriers
Apr 06, 2026
Many organisations are familiar with the term "reasonable adjustments."
Policies exist. Processes are in place. Requests are handled when they arise.
But in practice, adjustments are often misunderstood - either seen as complex, inconsistent, or only relevant in certain situations.
In reality, many effective adjustments are simple, practical changes to how work is done.
What are reasonable adjustments?
Reasonable adjustments are changes made to remove barriers that may affect how someone works.
For neurodivergent people these barriers can relate to (but not exclusively):
- Communication
- Organisation and planning
- Environment
- Work structure
- Social expectations
Adjustments are not about giving advantage.
They are about creating fair conditions for performance.
Why adjustments can fall short
Most organisations are already making adjustments, and in many cases these are helpful and necessary.
However, challenges can arise when adjustments are:
- Reactive Put in place only after a difficulty has already impacted day-to-day work
- Inconsistently applied Similar situations are handled differently depending on the manager or team
- Too vague to act on For example, "be more flexible" or "offer support" without defining what that looks like in practice
This is not a failure of intent. It reflects how difficult it can be to translate policy into clear, everyday actions.
As a result, adjustments may exist, but are not always experienced consistently in practice.
Moving from policy to practice
Effective adjustments are:
- Specific
- Practical
- Clearly understood
- Embedded into how work happens
They often involve small changes that reduce unnecessary complexity or ambiguity.
Below are examples grouped by the type of barrier they address.
Adjustments for organisation and planning
Barriers often arise when tasks are unclear or unstructured. This is closely linked to executive functioning, which affects how people plan, prioritise and start tasks.
Examples include:
- Breaking large projects into smaller, defined steps
- Agreeing clear priorities rather than presenting multiple competing tasks
- Using shared task trackers or project tools
- Setting interim deadlines instead of one final deadline
- Providing written summaries of expectations
These support clarity and reduce overwhelm.
Adjustments for communication
Communication can create barriers when it relies on assumptions or speed.
Examples include:
- Following up verbal instructions with written summaries
- Allowing time to process before expecting responses
- Sharing agendas and key questions in advance
- Using clear, direct language rather than implied meaning
- Offering alternative ways to contribute (e.g. written input)
These reduce misunderstanding and improve consistency.
Adjustments for meetings
Meetings are a common source of difficulty.
Examples include:
- Providing agendas ahead of time
- Structuring discussions with clear topics
- Allowing pauses for thinking time
- Avoiding putting individuals on the spot
- Sharing actions and decisions in writing afterwards
These make participation more accessible.
Adjustments for the physical environment
The working environment can significantly affect focus and comfort.
Examples include:
- Providing access to quieter spaces
- Allowing noise-cancelling headphones
- Adjusting lighting where possible
- Offering flexibility in where work is completed
- Reducing unnecessary sensory distractions
These help reduce cognitive load.
Adjustments for time and flexibility
Rigid structures can create unnecessary barriers.
Examples include:
- Flexible start and finish times
- Allowing work to be completed at times of highest focus
- Breaking work into shorter, manageable periods
- Adjusting deadlines where appropriate
- Reducing unnecessary time pressure
These support consistency of performance.
Adjustments for feedback and performance
Feedback can be difficult to act on if it lacks clarity.
Examples include:
- Giving specific, actionable feedback
- Providing examples rather than general comments
- Agreeing clear expectations for improvement
- Allowing time to process feedback before responding
- Following up conversations in writing
These improve understanding and outcomes.
Example: from vague to practical
Instead of:
"Let's be flexible with deadlines"
A more effective adjustment might be:
- Agreeing interim milestones
- Setting a check-in point mid-task
- Clarifying what can shift and what cannot
This turns a general intention into something actionable.
Supporting individuals while improving systems
Reasonable adjustments are, by definition, individual.
They should reflect the specific barriers someone is experiencing and the context of their role.
At the same time, patterns often emerge.
When similar adjustments are repeatedly needed, such as clearer communication, structured tasks or better meeting design, it can indicate that wider ways of working could be improved.
Supporting individuals and improving systems are not competing approaches. They work together. This is what a neuroinclusive workplace looks like in practice.
Common misconceptions
"Adjustments are complicated."
Many are simple, practical changes to how work is communicated or structured.
"Adjustments only apply to certain individuals."
The same adjustments often benefit wider teams.
"Adjustments lower standards."
They remove barriers so performance can be measured more accurately.
Frequently asked questions
Do reasonable adjustments have to be formal?
Not always. Many effective adjustments are informal and built into everyday practice.
Are adjustments expensive to implement?
Most are low-cost or cost-neutral.
Should adjustments be applied consistently?
Consistency matters, but adjustments should reflect individual roles and needs.
Final thought
Reasonable adjustments are most effective when they are clear, practical and relevant to how work actually happens.
When they move from general intentions to specific actions, they become far easier to implement, and far more effective.
What next?
If your organisation wants to strengthen how reasonable adjustments are understood and applied in practice, we support leadership teams, HR functions and all colleagues to build consistent, practical approaches that reduce barriers across teams.
