Accommodations Audit
Where organisational scaffolding ends and individual work systems begin.
The Accommodations Audit is a structured, sponsor‑safe diagnostic that explains why current adjustments aren’t stabilising performance and where the real friction sits.
Its purpose is simple:
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understand why formal accommodations aren’t working
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identify where the system is leaking
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clarify the boundary between company responsibility (scaffolding) and individual responsibility (work systems)
This audit applies the successful inclusion philosophy.
External friction is the company’s job.
Internal friction is the individual’s job.
When these roles blur, companies over‑accommodate, individuals under‑perform, and managers absorb the hidden cost.
What Accommodations Are in Place
Company Responsibility: Scaffolding
We map every adjustment the organisation believes it has already provided:
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formal adjustments
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informal manager supports
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occupational health recommendations
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tools, templates, flexibility, meeting changes
Output:
A clear picture of the current scaffolding - what exists, what’s missing, and what’s being over‑relied on.
Why These Accommodations Are Failing
The limits of scaffolding
Most accommodations fail because they solve external friction, not internal friction.
Common failure modes:
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wrong accommodation for the actual friction
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too generic or passive
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not integrated into daily workflow
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dependent on manager bandwidth
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not addressing the real bottleneck (initiation, sequencing, switching, etc.)
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misaligned with the person’s natural work pattern
Output:
A mechanical, non‑emotional explanation of why “more adjustments” won’t fix the problem.
Where the Performance Friction Actually Is
Individual Responsibility: Work Systems
This is the heart of the audit — the point where accommodations stop working.
We identify the internal friction pattern:
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initiation
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prioritisation
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sequencing
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switching
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time to first action
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restart after interruption
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visibility gaps
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emotional overwhelm points
Output:
A friction map showing exactly where the individual needs work systems, not more scaffolding.
How the Friction Shows Up in the Business
Operational impact
We translate ADHD‑trait friction into business language:
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missed deadlines
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inconsistent delivery
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rework
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“last‑minute sprint” cycles
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communication breakdowns
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avoidance or freeze patterns
Output:
A clear link between internal friction and operational risk.
Does the Professional Know How to Use the Accommodations?
Skill gap vs system gap
We assess whether the issue is:
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knowledge (don’t know how)
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habit (don’t use consistently)
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system design (don’t know when or why)
Output:
Clarity on whether the accommodation is failing - or the implementation is.
Does the Professional Know What They Actually Need?
Self‑knowledge gap
We assess:
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can they articulate their pattern
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do they understand their friction points
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are they asking for the wrong things
Output:
A baseline of self‑awareness - essential for system installation.
The Managerial Shadow
The hidden cost of passive accommodations
We quantify how much executive function the manager is exporting:
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reminding
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prompting
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reprioritising
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rewriting
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rescuing
Output:
The “managerial drain” - the operational cost of relying on accommodations instead of systems.
Organisational Constraints
What belongs to the company
We identify structural friction:
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team norms
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meeting culture
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tooling
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delivery cadence
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communication expectations
Output:
A clear list of environmental blockers the company must address.
Environment vs Execution
The partnership model in action
We determine:
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is the issue environmental (scaffolding)
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is the issue executional (individual work systems)
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is it both
Output:
The exact boundary between company responsibility and individual responsibility.
What Happens After the Audit
If the friction is environmental, the company receives a clear list of structural fixes.
If the friction is executional, the next step is Step 3 - Intervention, where we install and stress‑test a bespoke individual work system.
Book a call to explore whether the Audit is needed