Is neurodivergence a disability? A superpower? Or something in between? The answer is complicated. As we celebrate National Disability Employment Awareness Month (NDEAM) and consider how neuroinclusion aligns with it, it’s time to untangle this ongoing debate.

Before there were words “neurodiversity” and “neurodivergence”, neurobiological differences such as ADHD, dyslexia, autism, Tourette Syndrome, dyspraxia, and many others, were framed solely as a disability. The medical model of disability, which shaped and still impacts much of the language and culture, viewed these conditions through a lens of deficits, focusing on what individuals could not do compared to neurotypical peers. In the workplace, this meant that neurodivergent employees were often stigmatized, excluded, or seen as requiring “interventions” to fit into the “normal” way of working.

Advocates of the social model of disability have challenged the idea that neurodivergence is inherently disabling. Instead, they argue that the barriers neurodivergent people face result from unaccommodating environments rather than their differences. “Different not less” became one of the defining mantras of this approach. The conversation about differences has also shifted from focusing on deficits to celebrating strengths.

The Rise of The Superpower Narrative

Yet as the strengths perspective gained traction, some variations of the “business case for neurodiversity” moved beyond the “different not less” perspective and toward framing neurodivergent traits as superpowers or advantages, “different and more.”

In some ways, the superpower narrative has been a powerful tool for destigmatizing neurodivergence and promoting inclusion in professional spaces. Instead of being viewed as liabilities, neurodivergent individuals are celebrated for their contributions. Highlighting strengths such as hyperfocus, pattern recognition, or creative problem-solving can help empower neurodivergent individuals by reframing their differences as assets that make them unique.

And yet, the “branding” of these strengths as uniquely valuable in certain roles or industries can come dangerously close to mistaking utilitarian value to organizations for human value, assigning lower human value to those who do experience neurodivergence as a disability. It can also result in negative consequences for those cast as “superheroes.”

The Hidden Dangers of The Superpower Narrative In The Workplace

While the superpower narrative offers a positive shift from the deficit-focused view of neurodivergence, in its extreme, it can create an additional set of issues. Here are key reasons why the superpower narrative can be a trap, particularly when it’s used in place of meaningful inclusion efforts:

1. Unrealistic Expectations and Pressure
The superpower narrative implies that neurodivergent employees possess exceptional talents that make them more valuable or productive than neurotypical peers in certain areas. However, this framing creates unrealistic expectations. Not every neurodivergent person has stereotypical abilities or extreme abilities. And those who do may not be able to leverage those strengths consistently or without support.

For example, abilities such as hyperfocus or creativity are not “resources” that can be “tapped” on demand. The superpower narrative can create pressure for neurodivergent employees to continuously perform at a “superhuman” level – a likely recipe for burnout.

2. Oversimplification of Neurodivergent Strengths
Often, the same neurodivergent characteristic can both be a source of high performance and vulnerability. The superpower focus ignores this complexity. For example, like some other autistic people, I’ve always had a rather exceptional memory. While this has been an asset in both school and work, it has a dark side. Remembering every word every bully has ever said to me – and I’ve been bullied for years, every day, all day – creates an exceptionally high level of trauma as well. Likewise, extremes of hyperfocus can make one vulnerable to overwork and burnout.

3. The Danger of Envy-based Bullying
Research shows that high performance can be associated with envy-based bullying.  Touting the group-level neurodivergent “advantage,” especially in highly competitive environments, can result in envy-based bullying of neurodivergent employees regardless of individual performance or the actual “superpowers,” but simply because of the perceived group-level threat in competition for resources.

4. Hierarchical Exceptionalism
The superpower narrative is still rooted in a hierarchical worldview that ranks individuals against a narrow set of standards. It doesn’t dismantle this exclusionary system; it simply replaces one set of privileged traits with another. Instead of stigmatizing neurodivergence as inferior, it flips the script by valorizing certain neurodivergent traits – be it pattern-seeking, visual thinking, or innovativeness – as superior. This creates a new hierarchy, where those who exhibit certain exceptional traits are now “on top,” leaving out those who do not fit the “superpower mold” or have the ability pattern different from the one currently “in fashion” while the “less fashionable” neurotypes are forgotten.

This hierarchical superpower narrative doesn’t solve the problem of marginalization—it just shifts the “criteria.” Neurodivergent or neurotypical individuals whose abilities don’t align with the privileged set of “superhuman” traits are still marginalized. Just as stigmatization excludes neurodivergent people from fully participating in society, the superpower narrative reinforces inequities by centering exceptionality rather than inclusion, failing to appreciate the value of the full range of diverse perspectives and strengths in the workplace.

5. Overlooking Environmental Barriers
One of the most critical issues with the superpower narrative is that it can downplay the real barriers neurodivergent employees face. Workplaces are often designed with neurotypical preferences in mind, and this creates environments that are disabling for neurodivergent employees. By assuming that “superpowers will conquer,” organizations may fail to address these systemic barriers—such as rigid work schedules, sensory overload in office spaces, or unclear communication.

Rather than expecting that neurodivergent talent will succeed through their superpowers alone, organizations need to focus on creating environments that reduce disabling barriers and allow all employees to thrive. This includes rethinking workplace design, adopting flexible policies, and ensuring that managers are trained in neuroinclusive leadership, as described in my book, The Canary Code: A Guide to Neurodiversity, Dignity, and Intersectional Belonging at Work.

Moving Toward True Inclusion: Valuing Humanity, Respecting Complexity

True inclusion means recognizing the full range of human abilities—both neurodivergent and neurotypical—without creating hierarchies of value. It requires moving beyond both stigmatization and superpower narratives, recognizing that vulnerabilities and strengths are often deeply intertwined.

This complex reality is illustrated by the canary in the coal mine metaphor. Until 1980s, canaries were used to detect toxic gases in mines. The same intense air metabolism that allows birds to fly makes them more sensitive to toxic gases, and seeing the canary in distress allowed the miners to evacuate before they were affected (and also to give canaries oxygen). The canary’s susceptibility to toxins reveals the dangers in an environment, and others rely on this susceptibility as a superpower essential to their survival. Canary’s sensitivity is a highly valuable trait. Yet, the same trait makes the canary vulnerable, and exploiting canaries’ superpowers without also having canary-sized oxygen tanks at the ready would kill canaries.

Instead of flipping neuro-normativity and valorizing neurodivergent superpowers, organizations should focus on building environments that support everyone’s wellbeing and diverse ways of thinking and working. This includes creating flexible workspaces, providing tailored accommodations, and nurturing a culture that values collaboration over cutthroat internal competition. In such environments, both neurodivergent and neurotypical people can thrive, not because of their superpowers, but because they are seen as valuable humans whose contributions enrich the organization as a whole.

By moving beyond the false dichotomy of stigma versus superiority, organizations can shift the focus to human value and dignity. When we stop trying to label neurodivergent people as either deficient or superhuman, we can begin to appreciate their full humanity, along with the fact that both strengths and vulnerabilities exist in all people. The ultimate inclusion is creating workplaces where everyone’s contributions are valued and where everyone can breathe and contribute freely and safely.