Neuroconvergent Thinking: Beyond the Neurodivergent Binary

As the founder of Divergent Potential, and as someone who discovered my own autism and ADHD mid-career, I’ve become increasingly uneasy with how we talk about neurodiversity in professional spaces.

The binary of “neurodivergent vs. neurotypical” has been useful for recognition and advocacy. But after years of coaching ADHD and autistic professionals in tech leadership, I believe we need a more accurate, empowering model—one that better reflects how human brains actually work.

Enter neuroconvergent thinking.

This is a new framework built on a simple but powerful truth: all brains have access to diverse thinking modes. Neuroconvergent thinking moves beyond labels and asks a more strategic question – what environments help us access the full range of our cognitive abilities, and how can we harness them at work?

“Rather than replacing neurodivergence, neuroconvergence builds upon this foundation by recognising that all brains—regardless of neurotype—can access both divergent and convergent modes under the right conditions. ”

Moving Beyond the Binary

Too often, neurodivergent people are stereotypically cast as predominantly creative, non-linear thinkers—those who see patterns across disparate fields and generate unexpected ideas—while neurotypical people are generalised as primarily logical and structured—those who excel at sequential reasoning and organised processes. This oversimplification misrepresents the cognitive diversity within both groups and creates several problems:

• It limits how neurodivergent professionals are perceived and utilised in the workplace

• It overlooks the cognitive flexibility that naturally exists in all humans

• It reinforces artificial divisions instead of highlighting complementary strengths

• It can lead to self-limiting beliefs about one's capabilities based on neurological identity

• It hinders the development of truly inclusive environments that value diverse thinking styles
  

We need to stop assigning thinking styles to neurotypes and start recognising that everyone’s brain is capable of both divergent and convergent thought, just in different ways, and under different conditions.

Neurodivergence remains a powerful framework for understanding our inherent neurological differences. It gives many of us identity, community, and a language to describe our lived experiences. But neuroconvergent thinking takes us a step further. Rather than replacing neurodivergence, it builds upon this foundation by recognising that all brains—regardless of neurotype—can access both divergent and convergent modes under the right conditions.

What sets us apart isn't whether we can think divergently or convergently, but how and when we naturally access these modes. Neuroconvergent thinking doesn't eliminate the reality of neurological differences—it acknowledges them while focusing on cognitive abilities we all possess, just in different distributions and with varying points of access. This perspective frees us from limiting stereotypes while still honouring the unique cognitive landscape that makes each of us who we are.

The Building Blocks of Neuroconvergent Thinking

Psychologist J.P. Guilford laid the foundation for this shift in 1956, describing two core modes of thinking:

• Divergent thinking is expansive and imaginative. It generates many possibilities, explores new connections, and thrives in open-ended problem-solving.

• Convergent thinking is focused and analytical. It narrows ideas down, applies logic, and evaluates feasibility under constraints.
  
  

The traditional neurodiversity perspective often associates these thinking modes with specific neurological labels. Neuroconvergent thinking takes a different view. It sees these modes as valuable tools we all possess—with the meaningful distinction being how readily and when each person naturally accesses them.

“This isn’t about forcing neurodivergent professionals to “think more normally.” It’s about dismantling the binary and recognising cognitive styles as dynamic, not fixed.”

What Is Neuroconvergent Thinking?

Neuroconvergent thinking is the ability to fluidly shift between divergent and convergent modes, regardless of neurotype. It’s about understanding how individuals naturally think, and designing environments that support their cognitive strengths.

In my own career, from software engineer to tech exec, I’ve seen how my ADHD and autistic brain can move between detail-focused analysis and big-picture innovation. The breakthrough wasn’t changing how I think, it was discovering the conditions that let me access both modes effectively.

This isn’t about forcing neurodivergent professionals to "think more normally." It’s about dismantling the binary and recognising cognitive styles as dynamic, not fixed.

Neuroconvergent Teams: The Business Growth Engine

Neuroconvergent thinking isn't just about inclusion—it's a powerful business advantage. When teams harness the full spectrum of cognitive approaches, they drive measurable results.

What Makes Neuroconvergent Teams Outperform:

1. They deploy thinking styles strategically

Leaders match cognitive approaches to business challenges. Pattern recognition for innovation, linear processing for implementation, systems thinking for architecture—each mode becomes a powerful business tool.

2. They design integrated workflows

Rather than making exceptions for "different" thinkers, they create systems that naturally incorporate diverse thinking styles, improving innovation, quality, and execution for everyone.

3. They question workplace norms

They examine how standard practices might privilege certain thinking styles and redesign environments to support cognitive diversity as a competitive advantage.

4. They discover individual talents

Your "detail-oriented" developer might be your best systems thinker. Your "creative" designer may have untapped analytical abilities. By seeing beyond labels, organisations unlock potential they never knew existed.

5. They coach rather than command

Leaders help team members access their optimal thinking mode for each challenge. This coaching mindset replaces directive oversight, resulting in higher engagement and better outcomes.

6. They navigate resistance skilfully

They address the natural tension that emerges when challenging established ways of working, creating dialogue that builds understanding across different cognitive styles.

The most successful tech companies I've worked with don't just accommodate cognitive differences—they strategically leverage them. They've discovered that innovation isn't about hiring more "creative types" but creating environments where everyone can access their full cognitive range.

The Power of Reframing: Real-World Impact

In my own journey as an autistic and ADHD professional, I've found that acknowledging my neurodivergence gave me identity and explanation, but understanding neuroconvergence gave me agency. I discovered that my brain wasn't 'locked' into certain thinking patterns—I just needed different environments to access different cognitive modes than my neurotypical colleagues.

As one autistic engineering leader I coached put it: "Understanding I was neurodivergent helped me stop trying to be someone else. Understanding neuroconvergence helped me recognise when I needed to shift environments—not change my brain—to access different thinking styles."

One of my clients, a neurodivergent UX designer, described this realisation perfectly: "For years I thought my hyperfocus was my only strength. Through understanding neuroconvergent thinking, I realised I can also be highly analytical and structured—just not in open office environments or after back-to-back meetings."

“This is more than a shift in terminology. It’s a shift in mindset—one that recognises the complexity of human cognition and builds systems that bring out the best in all of us.”

A New Perspective on How We Think

Neuroconvergent thinking asks us to reframe the foundations of how we define intelligence, collaboration, and leadership. It challenges the categories of “neurodivergent” and “neurotypical,” not to erase difference, but to deepen our understanding of it. This is more than a shift in terminology. It’s a shift in mindset—one that recognises the complexity of human cognition and builds systems that bring out the best in all of us. If we want truly inclusive, high-performing workplaces, we can’t stop at awareness. We have to evolve how we design work, how we lead teams, and how we talk about brains. Because when we stop asking who fits and start asking what fits whom, we don’t just make space—we unlock immense potential.

What’s Your Perspective?

Does the neuroconvergent framework resonate with your experience? How could this shift reframe your leadership—or your team’s potential?

#Neurodiversity #NeuroconvergentThinking #CognitiveFlexibility #InclusiveLeadership #FutureOfWork