GUEST POST : The Power of Cognitive Inclusion

By Ozoda Muminova, data and research consultant and the Director of The Good Insight. Also, recently diagnosed with Autism.

Chuffed to share our first guest post with you all, something we look forward to doing more of.

As Director of the Good insight. Ozoda collaborates with values-driven organisations, with clients including The Guardian, Great Place to Work, and Backlight. Previously, she held senior roles at major media outlets such as The Guardian, the BBC, and The Telegraph. Recently diagnosed as autistic, Ozoda is committed to using data and research to challenge stigma and promote a better understanding of neurodivergence, and as you can see, corrals the points so thoughtfully and well in this interesting piece!

Ozoda Muminova, The Good Insight

______________________________________________________________________________________

In his book Rebel Ideas, Matthew Syed describes how in 1942, The Daily Telegraph hosted a crossword competition, offering to donate £100 to charity if any of the 30 competitors could complete the crossword within 10 minutes. What no one knew at the time was that a member of the British Secret Intelligence Service was observing the event. A week later, the competition’s winner joined legendary minds, including Alan Turing, at Bletchley Park to help crack the infamous Enigma code.

The competition was set up to recruit a different mind to the likes of Turing and other mathematicians, and with that, gain an alternative perspective. The team at Bletchley Park understood that solving the Enigma code required more than just mathematical brilliance – it demanded cognitive diversity.

Beyond recruiting the best mathematicians, Bletchley Park also sought out cultural historians, linguists, and ethnographers. They recognised that a team of only Alan Turings, despite their individual brilliance, would lack the diverse ways of thinking needed to tackle such a complex challenge. Bletchley Park knew that diversity of thought was an asset, and would prove so much more powerful than filling the room with the most brilliant mathematicians. Historians estimate that if this team of cognitively diverse individuals didn’t break the Enigma Code, WWII would have lasted 2 to 4 years longer.

What is Cognitive Inclusion?

Cognitive inclusion is the inclusion of individuals who bring different:

• General mindsets

• Knowledge and experiences

• Neurotypes

• Viewpoints and perspectives

• Thinking and information-processing styles

• Learning and problem-solving approaches

• Ways of interacting with others

• Methods for engaging with new, uncertain, and complex situations

Since we all have unique brains, life experiences, and ways of thinking, cognitive inclusion ensures that everyone feels supported, empowered, and valued. When people are included in ways that honour their cognitive differences, they can contribute to their full potential.

Great minds think alike, but great teams are made up of minds that think differently - the Business Case for Cognitive Inclusion

Academic studies, such as I Aggarwal et al, “The Impact of Cognitive Style Diversity on Implicit Learning in Teams”, show that there is a positive measurable correlation between teams who embrace cognitive inclusion, and teams who exhibit high creativity, innovation and collaborative performance.

Alex Edmans, Professor of Finance at London Business School, told Great Place to Work, the global authority on workplace cultures, that “true diversity encompasses more than just race and gender. Employers who also recognise and harness employees' cognitive diversity are more likely to see improved financial performance, higher valuation, and boosted innovation”.

Indeed, the 2025 European Workforce Study conducted by Great Place to Work, surveying almost 25,000 employees in 19 European Countries, including the UK, shows an uplift in business outcomes for cognitively inclusive organisations vs. those perceived as not being cognitively inclusive.

Key Findings:

• Employees in cognitively inclusive workplaces report 5 x higher overall job satisfaction.

• These employees also report 2.5 x higher customer satisfaction.

• They are 3 x less likely to look for another job.

• They are 6 x more likely to recommend their employer.

Moreover, cognitive inclusion is essential for driving innovation and change. The study found that:

• 81% of employees in cognitively inclusive organisations felt they had opportunities to develop new ideas and improve processes.

• This compares to only 25% in non-inclusive organisations and 67% in merely demographically inclusive organisations (those that focus on gender, race, age, and sexual orientation).

Conclusion

In a rapidly changing world, cognitive inclusion is one of the most important factors for organisational success. The complexity of modern business challenges demands diverse ways of thinking. By embracing cognitive inclusion, including neuro-inclusion, organisations can retain and motivate employees, enhance customer satisfaction, and drive innovation.

Organisations that prioritise cognitive inclusion don’t just create better workplaces - they build stronger, more adaptable, and more innovative teams.

Ozoda Muminova, Director of The Good Insight

If you would like to contribute to our guest or forthcoming leadership series, it is so welcome! The more conversations that happen, and the more more senior players in the industry who normalise these conversations, the greater and quicker progress of true neuroinclusion will be made. Please respond with interest, or feel free to recommend anyone who you think we should include. Thanks!