The positive impact of peer support

When it comes to reasonable adjustments, many neurodivergent people may not know exactly what they need - or even whether it’s okay to ask, writes Laura Playforth, Group Quality Improvement Director at IVC Evidensia. But sometimes, simply hearing someone in a similar situation say, "This helped me," can bring clarity and the confidence to seek change.

As a neurodivergent person, I didn’t always know what I needed - or even that I could ask.

This is a common experience for many people. Adjustments aren’t always obvious when you’re neurodivergent, especially if you are new to discovering this part of your identity. Often, we don’t realise that something in our work environment is draining us, or that a small change could make a big difference. And sometimes, the insight we need doesn’t come from looking inward - it comes from someone else saying: "This helped me."

There's something uniquely powerful about talking to someone
who understands your experience. 

There’s something uniquely powerful about talking to someone who understands your experience - who gets it without you having to explain every detail. Whether it’s another neurodivergent colleague or a peer who’s been through a similar workplace challenge, these conversations can bring both comfort and clarity.

In the support group I’ve been part of, I’ve witnessed the quiet strength of these connections. People show up unsure of what they need - but through sharing and listening, they uncover adjustments they hadn’t considered or finally put words to needs they’ve felt but never voiced. It’s not about fixing each other. It’s about being heard and discovering what’s possible.

Supporting others often feels more straightforward than asking for what we need ourselves. In the group, I’ve seen people advocate clearly and compassionately for someone else, only to realise they’d never given themselves that same permission.

One person supported a colleague to request flexible scheduling after recognising the toll of long shifts. In talking it through, they suddenly paused and said, "I’ve never even asked for that myself - and I’ve been struggling for months."

Shared experiences help people see that they're not being unreasonable.

These shared experiences help people see that they’re not being unreasonable or asking too much. They’re asking for what helps them do their best work - and that’s not only allowed, it’s essential.

Many people don’t know what they’re allowed to ask for. The term “reasonable adjustments” can sound formal and daunting. But when we break it down, it often means asking for something that removes an unnecessary barrier - something that makes work more sustainable.

In our support group, people don’t need to have all the answers. It’s a safe space to say, "I’m not sure what’s wrong, but I’m struggling," or "I’m trying something new and I don’t know if it’ll help."

These spaces are non-judgemental by design. Members help each other explore ideas, test out wording, or reframe self-doubt. They provide the validation many of us need before feeling confident to speak up. People don’t have to earn the right to be heard. They just need a space to explore.

The sentence "I didn't know that was even possible" comes up a lot. 

One person, after hearing how others coped with sensory overwhelm, realised they needed regular rest breaks - not just during lunch, but woven into the day. Another was inspired by the idea of writing a user manual that explained their working preferences and communication needs. They said, "I didn’t know that was even possible."

That sentence - "I didn’t know that was even possible" - comes up a lot. And it’s one of the clearest signs that peer support is working. It opens doors we didn’t know were there.

Line managers and leaders can learn a lot from these models of peer support. At the heart of it is a mindset: listen first. Make it safe for people to share what they need, even if they’re not sure how to say it. Create the kind of psychological safety that support groups thrive on - where uncertainty is met with curiosity, not judgement.

Managers can spark these conversations with simple, open-ended questions like:

• "What helps you thrive at work?”
• "Are there any parts of your day that feel harder than they need to?”
• "Is there anything we could try that might make things easier?”

Peer support doesn’t replace formal processes - it complements them. It helps people identify what they need and gives them the confidence to take the next step. Formal requests and HR policies still matter, but the first shift often happens in a quiet, human conversation.

So, let’s keep talking. Whether you’re an employee, a line manager, or part of the wider team, start a conversation. Join a group. Ask someone: "What helps you do your best work?"

Because sometimes, the first adjustment we need is simply knowing we’re not alone.

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