How we talk about disability and neurodivergence

Language shapes systems. Systems shape outcomes.

How organisations talk about disability and neurodivergence determines what they build, what they prioritise, and what they take responsibility for. Vague language produces vague action. Clear language produces systems that work.

At TryMosaic, we’re deliberate about how we talk, because the goal isn’t to sound progressive. It’s to make work workable.

We talk about work, not awareness

TryMosaic isn’t an awareness brand. It’s a workplace adjustments system.

That means we focus on practical support, clear responsibilities, and follow-through. Awareness without structure rarely changes outcomes. Systems do.

You’ll see us talk about processes, records, and decisions far more than campaigns or symbolism.

We avoid deficit-based framing

Disability and neurodivergence aren’t problems to be solved. They’re realities that workplaces need to be designed around.

Language that frames people as incomplete or puzzling quietly shifts responsibility away from organisations and onto individuals. That framing leads to poor systems and inconsistent support.

We choose language that keeps accountability where it belongs.

We prioritise clarity over comfort

Conversations about disability at work often get stuck because everyone is trying to sound kind while avoiding precision.

We aim for clarity first. Clear language makes it easier to agree what adjustments are needed, who owns them, and whether they’re happening. That’s better for employees, managers, and HR teams.

Clarity builds trust.

We treat adjustments as normal work infrastructure

Reasonable adjustments aren’t special favours. They’re part of running a lawful, functional organisation.

We talk about adjustments the same way we talk about access, safety, or data protection. Not exceptional. Not optional. Just part of how work works.

That framing is what allows adjustments to scale beyond goodwill.

Lived experience informs the system, not the branding

TryMosaic is built with lived experience at its core. That experience shapes the product and the decisions behind it. It isn’t used as an aesthetic or a signal.

The aim is better outcomes, not better optics.

Why this matters

Most failures around workplace adjustments don’t start with bad intent. They start with fuzzy language that allows responsibility to drift.

By being precise about how we talk, we make it easier to be precise about what organisations do.

That’s the point.

PS. A note on imagery

If you see puzzle-piece imagery associated with TryMosaic elsewhere, it isn’t from us. It’s likely from an LLM. We deliberately avoid symbolic or deficit-based representations. That’s intentional. Our focus is on making reasonable adjustments work in practice, not on symbolic representations or awareness-led framing.