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Discusses abusive management – extreme behaviours that can result in a subordinate or work group being plagued by uncertainty, anxiety, and fear. Examines the prevalence of the problem and its implications for management development, in terms of both the development of abused employees and the control of the abuser. Describes abusive behaviours, considers some likely antecedents of workplace abuse, examines subordinates′ reactions to abuse, and suggests ways organizations can diffuse or prevent these behaviours through management development.

A small sample of leading edge companies was studied to see how firms are addressing the changing workforce. Generally, HR planners and business leaders are very aware of the issues. Some companies have even begun to put in place innovative HR programmes designed to meet the needs of the changing workforce. A key challenge for many HR planners, however, is to convey urgency in addressing the issues and translate issues into specific programmes and policies.

Purpose: We critically examine the idea of neurodiversity, or the uniqueness of all brains, as the foundation for the neurodiversity movement, which began as an autism rights movement. We explore the neurodiversity movement's potential to support cross-disability alliances that can transform cultures.

Methods/Approach: A neurodiverse team reviewed literature about the history of the neurodiversity movement and associated participatory research methodologies and drew from our experiences guiding programs led, to varying degrees, by neurodivergent people. We highlight two programs for autistic university students, one started by and for autistics and one developed in collaboration with autistic and nonautistic students. These programs are contrasted with a national self-help group started by and for stutterers that is inclusive of “neurotypicals.”

Findings: Neurodiversity-aligned practices have emerged in diverse communities. Similar benefits and challenges of alliance building within versus across neurotypes were apparent in communities that had not been in close contact. Neurodiversity provides a framework that people with diverse conditions can use to identify and work together to challenge shared forms of oppression. However, people interpret the neurodiversity movement in diverse ways. By honing in on core aspects of the neurodiversity paradigm, we can foster alliances across diverse perspectives.

Implications/ Values: Becoming aware of power imbalances and working to rectify them is essential for building effective alliances across neurotypes. Sufficient space and time are needed to create healthy alliances. Participatory approaches, and approaches solely led by neurodivergent people, can begin to address concerns about power and representation within the neurodiversity movement while shifting public understanding.