Innovation doesn’t happen in a vacuum. It’s born when different perspectives collide, challenge each other and ultimately lead to something far greater than any single mind could create on its own. As someone who’s worked with neurodivergent and neurotypical thinkers across my career, I’ve seen firsthand how the fusion of diverse thinking styles can unlock the kinds of breakthrough solutions that companies dream of.

At its core, collaborative intelligence is about bringing together diverse minds, those that think fast, creatively and unconventionally, alongside those that plan meticulously, break down complexity and ensure things get done. It’s not just a ‘nice-to-have’ in today’s fast-moving world; it’s the secret weapon of any organisation that wants to thrive in the face of complexity.

In this article, I (hope to), show how neurodivergent and neurotypical thinkers can work together to drive innovation and share some practical strategies for leaders to create environments where collaborative intelligence can flourish.

1. Embrace Productive Chaos

Last week I had the pleasure and privilege to present a talk to some brilliant heavy hitters at the consulting behemoth, EY, and share a term we’ve coined at HAM. A term that captures the essence of what happens when different minds collaborate: productive chaos. This isn’t about letting things spiral out of control, it’s about creating a space where both neurodivergent thinkers (those of us with ADHD, dyslexia and other neurodivergent conditions) and neurotypical thinkers can bring their strengths to the table. 

Neurodivergent thinkers often bring bold, out-of-the-box ideas. They challenge conventional thinking and propose entirely new ways of looking at problems. Disruption. But without neurotypical thinkers to ground these ideas in practical reality, chaos can stay just that, chaos. Neurotypical minds excel at translating abstract concepts into actionable steps. They bring structure and methodology, ensuring that wild ideas don’t just remain on a whiteboard but are fleshed out, organised and executed in a way that brings results.

At HAM, we were working on a complex strategy for a healthcare client. Our creatives came up with a brilliant concept, something no one had seen before, but it was the PMs who took that big idea, organised it into a clear roadmap and brought the campaign to life, ensuring it stayed on brand and aligned with client objectives. Without both perspectives, the idea either wouldn’t have existed or wouldn’t have worked.

Practical Takeaways:
Encourage brainstorming sessions where chaos is welcomed. Create spaces where ideas can be shared freely, but follow those up with structured sessions where the ideas are turned into actionable plans. Pair neurodivergent thinkers with neurotypical ones to ensure a balance of creative ideation and practical execution. It sounds obvious, but it works. 

2. Create Psychological Safety

To unlock the power of collaborative intelligence, it’s crucial to create a culture of psychological safety. This is something I emphasised in my EY talk. Psychological safety allows people to feel safe to share ideas, no matter how bold, unconventional or risky they might seem. Without it, neurodivergent thinkers, in particular, might hold back their most creative contributions for fear of being misunderstood or dismissed.

A leader’s role is to foster an environment where both neurotypical and neurodivergent minds feel comfortable not only to contribute but also to challenge each other. The healthiest teams are those where ideas are debated, refined and evolved without fear of judgement.

In my work with Oneday, mentoring young entrepreneurs, we often see brilliant minds who are reluctant to share their off-the-wall ideas. Once they feel supported and know that their thinking, whether linear or abstract, will be valued, their creativity explodes. The result is a melting pot of ideas where every voice contributes to the bigger picture.

Practical Takeaways:
Set the tone for psychological safety by openly welcoming all perspectives. Encourage disagreement in a way that is constructive. Make sure all voices are actively invited to contribute and ensure that any form of criticism is aimed at improving ideas, not shutting them down.

3. Build Flexible Workflows

When managing teams with diverse thinking and working styles, flexibility is key. Some may work best in bursts of creativity, whilst others might prefer steady, predictable workflows. Recognising and accommodating these differences is essential if you want your team to function at its peak.

We’ve found success in creating workflows that allow for creativity followed by convergent planning. This allows team members to work when they’re feeling most inspired, whilst team members can create the structure that ensures ideas get implemented efficiently. It’s about balancing spontaneity with structure.

Practical Takeaways:
Design workflows that allow for flexibility in how and when work gets done. Let people explore ideas in a free-flowing way, and then create checkpoints where structured thinkers can help develop those ideas into concrete plans. Recognise that people work differently and allow space for those differences to drive success.

4. Leverage Cognitive Styles: A Framework from John Furey’s MindTime

One of the most impactful frameworks I’ve come across in understanding cognitive diversity is John Furey’s MindTime model. I have had the pleasure to spend time with John (and map similarly). 

This model breaks thinking styles down into three distinct time perspectives, past, present, and future, that inform how individuals perceive and solve problems. We’ve used this framework to better understand the strengths of a client’s team members. Whether they lean towards future thinking, seeing possibilities and new directions, or may focus on past or present thinking, providing context or ensuring immediate, actionable steps, by mapping out these different cognitive styles using MindTime, leaders can better align tasks with individuals’ strengths. This creates a more dynamic and balanced approach to solving complex problems, where each thinker contributes their perspective toward a unified goal.

Practical Takeaways:
Consider integrating MindTime or similar frameworks into your team-building strategies. Understanding the cognitive styles within your team will allow you to design workflows that play to individual strengths, increasing collaboration and reducing friction.

5. Celebrate Wins, Big and Small

When teams with diverse cognitive strengths come together to solve problems, it’s important to celebrate the journey as much as the outcome. Recognising the small wins along the way is key to keeping momentum going. This doesn’t just apply to the big “aha” moments, but also to the times when a bold idea gets refined or a practical solution is proposed that no one else had thought of.

Practical Takeaways:
Celebrate not only the final outcomes but also the process. Make a point to acknowledge how every person each played a role in bringing the project to life. By highlighting the value of all contributions, you reinforce the importance of collaborative intelligence.

Innovation Thrives on Diversity

The future of innovation belongs to teams that harness collaborative intelligence. When leaders create environments where all minds can work together, they’re not just encouraging creativity and innovation, they’re fostering breakthrough solutions that are resilient, adaptable and capable of tackling the complex challenges of today’s world.

Leaders who embrace cognitive diversity, foster psychological safety and build flexible workflows will unlock the full potential of their teams. And in doing so, they won’t just create success, they’ll create the kind of innovations that change industries and push boundaries.

It’s time to celebrate the power of different minds working together. Innovation doesn’t come from thinking alike, it comes from thinking together!