For many organisations, the question is no longer whether inclusion matters, it's where to begin.

Leaders and managers recognise the importance of improving experiences for autistic and neurodivergent people.  They understand the ethical, operational and reputational case - they may even have delivered awareness training or introduced policy updates.

But it's not always clear what the next steps look like.

Should you review policies first?
Train managers?
Audit environments?
Focus on recruitment?
Develop a strategy?

The number of possible starting points can feel overwhelming - particularly when teams already feel stretched, and of course, when everything feels important it becomes difficult to prioritise anything at all.

There is no single "right" first step

One of the reasons organisations struggle to know where to start is because inclusive practice looks different depending on the context.

In education, it may relate to curriculum delivery and transitions, whilst in health and social care, it may relate more to communication, appointment structures and sensory environments.  Workplaces may look towards their recruitment processes, leadership confidence and flexibility around reasonable adjustments, whilst public-facing environments may focus on their customer journeys and frontline interactions.

The appropriate starting point depends on your sector, your current level of knowledge and expertise, and the challenges you are already encountering - what works for one organisation may not be the right sequence for another.

Start with clarity, not activity

A common instinct is to "do something quickly" - to demonstrate progress or respond to pressure.

While momentum can be valuable, inclusive practice is most effective when it begins with clarity.

Clarity about:

• what is already working well
• where uncertainty or inconsistency exists
• how confident staff currently feel
• whether adjustments are embedded or reactive
• how autistic and other neurodivergent people experience your organisation

Without this understanding, organisations can invest time and resource into activity that does not address the underlying barriers.

Starting with clarity allows you to prioritise realistically and adapt thoughtfully.

Three patterns that can unintentionally slow progress

Across sectors, three patterns often slow progress.

1. Treating inclusion as a standalone project

When inclusion sits separately from core strategy, it can become marginalised. Sustainable change usually happens when inclusive practice is integrated into existing systems, rather than bolted on.

2. Relying on individual champions

Passionate individuals can drive momentum, but without structural support their impact can only go so far. Embedding inclusive practice requires shared responsibility.

3. Focusing only on awareness

Awareness is foundational, but it does not automatically translate into confident decision-making or consistent implementation. Without frameworks and reinforcement, knowledge can remain theoretical.

Recognising these patterns early can save time and reduce frustration later.

Think in stages, not quick fixes

Inclusive practice rarely transforms overnight. Organisations that see meaningful progress often move through stages.

• The build understanding
• They strengthen confidence
• They review systems
• The embed consistent approaches
• They monitor and refine

The order and emphasis will vary, but the principle - purposeful progression - remains consistent.

When to seek structured support

Autism and wider neurodivergence are nuanced, and whilst many organisations begin with internal reflection, over time they often recognise that an external perspective is required to help put those principles into practice.

Structured support can help organisations:

• identify realistic starting points
• prioritise action without overwhelm
• build staff confidence in a consistent way
• avoid unintended gaps or duplication
• move from isolated initiatives to embedded practice

A practical first question

If you are wondering where to start, consider this:

Are we confident that our current approach is consistent, informed and embedded - or are we relying on good intentions and individual effort?

That question alone can inform your next step.

Inclusive practice is not about achieving perfection immediately. It is about making thoughtful, informed progress that reduces barriers and strengthens confidence over time.

For many organisations, the most important first step isn't what they do, it's understanding where they currently are - from there, the route forward becomes clearer.

Work with us 

National Autistic Society: Learn supports organisations and professionals to develop inclusive practice that improves experiences and outcomes for autistic and other neurodivergent people. 

If you’re not sure where to begin, we can help you identify the right starting point and next step. 

• Explore our learning and support pathways
• Speak to our team about your context and goals
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