Neurospicy symptoms versus disability

I was just listening to a radio programme that had medical professionals talking about ADHD. They were talking about the large increase in the number of people identified as having ADHD, and thus a large increase in the number of people claiming disability because of it and similar neurodiversity conditions.

Putting aside the many issues around whether this is because there are genuinely more Neurospicy people or if we simply never identified it properly before, one of the medical professionals made a strong point about symptoms versus disability.

They said that, with any non-neurotypical person, one of the key things they are now looking at is whether someone with symptoms of a neurodiverse condition is actually suffering a disability, rather than simply looking at how severe their symptoms are.

This relates to me personally, and is the reason for this blog post on what could be considered quite a contentious subject.

I am someone who has quite severe dyslexia. I couldn’t spell my own name until I was about ten, but once I learned to embrace it, it has never really been a disability to me. I have all the symptoms, but I simply work around them.

Indeed, in my areas of work, dyslexia can positively be an advantage. The help it gives me with analysis and large-scale problem solving is huge. For the bits where it causes me problems, I have spell checkers and other tools to deal with them.

So, even though my symptoms might compare badly with someone else’s, the actual disability they cause me is effectively nil. In some circumstances, I would even say the effect is positive.

And that is apparently where one of the key issues lies.

You can’t necessarily treat someone as disabled simply because they have a particular condition. Two people can have the same condition but experience it completely differently. Worse, from a medical or government point of view, the strength of someone’s symptoms does not necessarily denote the level of disability.

Some people might struggle hugely with a neurodiverse condition and find that it ruins their life. Another person with more severe symptoms from the same condition might find aspects of it an advantage and embrace it completely.

So how on earth, as a society, do we determine who genuinely needs help versus who is taking advantage of a disability label because it provides an easier route through something?

I can only speak personally about dyslexia, but I have met people with far milder versions of it than my own who use it as an excuse simply not to do things.

The way the medical professional put it on the radio really highlighted something I had not properly considered before: even the severity of the symptoms does not necessarily denote the severity of the disability that being neurospicy might cause.

One of the core factors in how severely people experience the disability caused by their neurodiversity may be whether they consider it an affliction or simply part of themselves.

I learned this the hard way.

I was taught very early on that dyslexia was to be considered an affliction, and my contact with government agencies reinforced the idea that it was a disability. You could get free audiobooks if you were dyslexic. You could have someone write your exam paper for you if you were dyslexic.

In my case, that mindset was changed by one simple comment from my father, which again shows how profound an effect our parents can have on us.

A friend of mine was having someone write out their GCSE paper for them, and I asked about doing the same thing.

My father simply said:

“Is someone going to write out your paperwork for you for the rest of your life?”

That simple statement made something click in my brain.

Dyslexia stopped being something I had to battle and became simply a part of me that I would have to deal with for the rest of my life. I embraced it, worked around it, and ultimately found ways in which it worked for me.

But if you don’t see it like that, and instead see it as a constant affliction, like a missing limb or a missing sense, then I can understand how it could feel very different.

Perhaps that is part of the difficulty with neurodiversity and disability. The condition, the symptoms and the disability are not necessarily the same thing.

What is the end goal? : A thought piece on enshittification.

I sometimes do these thought pieces, and I don’t tend to post them professionally, but it’s nice to think about these things. then put them into words to try and make some sense of the world we all live in.

One of the core things that I feel we see at the moment, and which is often very troubling for younger generations, is the question of why everything seems to be getting rotten.

We hear the term enshittification. We see billionaires, and we see that billionaires can never quite get enough. We try to go to “third places” to just be ourselves and enjoy a moment away from constant needs and delivery. Yet a lot of these spaces are now being turned into places where simply being there has to generate constant oppressive revenue.

I believe American bowling alleys are going through something like this. Historically, bowling was something you could budget for. I remember going bowling myself, where you’d expect to pay a reasonable amount, and that would be your Saturday night or your weekday evening.

Now, going to such places can feel like a constant battle over how much more money can be extracted from you. Sitting quietly and talking with friends starts to look, from the business’s point of view, like a wasted opportunity.

You see it all over the place.

Thankfully, people are fighting back. But activities where you would once spend a finite amount of money for a finite amount of enjoyment are being hunted endlessly for additional revenue.

And to what end?

We’ve seen it with things like Dungeons & Dragons. Traditionally, if you played it in a public place, you might pay for a few drinks and perhaps some shared crisps and stuff. The players would bring pens, paper, character sheets, and dice, and that would basically be the whole cost.

But that kind of model increasingly seems unacceptable. If people can continue enjoying something without paying again, somewhere there is a feeling that money has been left on the table.

We see the same thing with films and other media. Increasingly, ownership is replaced by access, and access is replaced by a recurring fee. You do not simply buy something and keep it. You rent permission to use it for a short period of time.

Why?

Where is this going?

I saw a great comedy video recently in which someone was asking:

What are the billionaires doing this for?

You’ve got a billion. You’ve won. Great.

Why are you still doing this?

Why must there always be more?

Where is the goal of contentment?

As someone now in their 50s, I love the internet. I love technology. I love life. But if I were coming into all of this as a much younger person, I would look at what we’ve done to it and be horrified.

We are walking ourselves towards a dystopian world in which more and more of ordinary life is licensed, metered, or rented. Every amusement needs an account. Every convenience has a recurring fee. More and more of what used to be simply yours becomes something you retain only while the payments continue.

I’m in a position to resist some of this.

I have a lot of local media, everything from books to hard drives full of backed-up films, music and other media. I also have the ability to enjoy those things in a home that I have a mortgage on and which, one day, will hopefully be completely mine.

But newer generations are looking at a world where they are increasingly merely renting their existence from incredibly powerful people.

And again, I repeat: why are these incredibly powerful people doing this?

What will they get when they win?

There is nothing they can’t already do. They are already billionaires. They can do practically anything. They can have practically anything.

It is something I genuinely can’t empathise with.

I do not understand the need for it.

And this is coming from somebody who works primarily in the finance industry. I have spent my working life getting financial systems to work with each other, meet goals and support growth. Having lived in the corporate world all my life, I can say that the majority of the corporate world isn’t like this.

There is something dirty somewhere, and it isn’t necessarily in your everyday corporation.

There will be growth goals, yes. There will be targets to meet, yes. There will even be large-scale changes imposed when, quite frankly, things have got out of control or become slack.

I see all of those.

But they are normally pieces of activity with a beginning, a middle, and an end, and there is usually a justification for doing them.

So much of this other stuff, this subscription-based life, and the pollution of everyone’s third places seems to have no end goal.

Other than, perhaps, the complete subjugation of absolutely everybody apart from a tiny number of people.

But even then, I know some rich people and when I talk to them, they’re not after this either.

So why are we doing it?

I once had a client where all the individual people were really nice people, but cumulatively they did terrible things to each other. Not even to their customers, just to each other. It was as if there was a never-ending grind to make everything worse and everything more painful.

Yet if you talked to any individual person, they would think you were mad.

“Of course we’re not doing that.”

And individually, they weren’t.

But cumulatively, somehow, they were.

That is what this increasingly feels like.

No single person necessarily sets out to turn life into an endless series of fees. But every organisation looks for one more revenue stream or opportunity to capture value. And when you add all of those reasonable-looking decisions together, you end up with something deeply poisonous.

It’s something I try to fight against and help people with as an individual, and I think we all have to do that.

I’ve reached the time of life where people can quite reasonably say, “Oh yes, you’re just talking about the good old days.”

But some parts of the good old days genuinely do need to be recovered.

A pub must be able to exist with overheads low enough that every moment one of its patrons isn’t throwing down a massively expensive drink and immediately ordering another isn’t treated as a financial failure.

It shouldn’t need to constantly squeeze people simply to cover its overheads.

It’s something that confuses me, and it’s something I watch.

As an individual, my only real action is to support the places, companies, and groups that pull back from this, even slightly.

If I see a third place where the model is simply that you can come in, do your thing, pay a reasonable fixed price, and leave, I will support it.

If I see a company selling a product where the model is simply that they make something, you purchase it, and you can then use it reasonably without an ongoing financial relationship, I will support that too.

We have to fight back against the idea that every part of life should become a recurring revenue stream.

And I think the best way most of us can do that is to look for the companies and places that are trying to do things differently.

Support them and fight against becoming merely a subscription.

Warhammer has stopped being a third place

Like many geeks, I do tabletop modeling. I play with “war dollies”. And if you are in England, the most common and biggest company for this hobby is Warhammer. 1 They produce quite frankly amazing models at a constant rate with lots of changes to rules to keep you engaged, and they make tons of money. 2

But at the ground root level, they are facing challenges, not so much in their product but in their stores. This has particularly shown up in London with the introduction of an Element Games store about an 8-minute walk away; this means that when you visit both, you realize why Warhammer, as a store, has stopped being a third place.

Let me explain, starting with one definition of a third place:

“A third place is a social space separate from the two usual social environments of home (“first place”) and workplace (“second place”).

“Karen Christensen argues that third places are the answer to loneliness, political polarization, and climate resilience.”

For nerds, third places are very, very important because they tend not to be fantastically social, and they want to go somewhere where everyone knows their name, and they’re always glad they came, somewhere where there’s their own kind of people, and they can be social in a relaxed environment. However, if you go into a modern Warhammer store, it’s not that anymore. It’s an Apple store. It’s a showroom. It’s a gateway to get people to buy their first boxes. Their stock isn’t even as good as the third-party supplier because of the way they have to present things. Everything has to be facing forward, so it’s easy to see and easy to sell.

Whereas often, when a geek wants to go and buy something, they either know exactly what they’re going for, or they want to browse existing stuff like you browse a secondhand bookstore, and that third place experience, where you go in and chatter to people and lounge around and rummage through new stuff, is what geek stores need to be if you want to obtain that third space feeling.

If that’s not what Warhammer wants. That’s fine. They’re making billions, and they will continue to make billions as long as they make good models and good games. But you can’t have everything. Go into a Warhammer store and look at it. Where could I sit down? Could I see myself chatting for an hour in here? No, I could not. It’s somewhere where I could ask a question, where someone knowledgeable will give me a quick answer and point me gently towards the till.

This is in complete contrast to the big “Warhammer World” headquarters in Nottingham, and this is often where I wonder whether the Games Workshop big wigs get it wrong. They will look around their huge area and say, “Well, this is a perfect safe space for geeks; we know how to order a store.” Yes, because you’ve managed to retain a whole separate area that is a third place where people can eat, drink, chat, and play. You have removed that third place from your retail shops, turning them into a polished money machine, and the third-party suppliers have stepped in.

So. At the moment, Warhammer is a corporate supplier who have showrooms, and as long as they miss the third space need, then the third-party shops will outsell them.

  1. formally called Games Workshop,[↩]
  2. Heck, I’ve even got a couple of their shares myself. [↩]

We are making it easy to replace ourselves.

I am currently sitting in that little used reception area that every giant corporate building seems to have for guests who are waiting for someone to come down and collect them. You know the sort of place: odd potted plants, huge chairs, and the sense that it has been designed to be used as little as possible.

The reason I am sitting here at the start of my working day is that I left my pass for this client on my desk at home because I am an idiot.

While sitting here, I assumed I could simply go to security, explain who I was, identify myself, get a temporary pass printed, and head upstairs to work. However, I was wrong. Those days no longer exist.

Autonomy by individuals, particularly in well-established service roles or roles seen as replaceable, has become massively limited, and it has become noticeably worse over time. Gone are the days when security guards would really know you. I normally know most of the security guards, cleaning staff, and the other support people who appear in the office at the same time as I do, which is usually about 6:30 in the morning. But they are all kept in very rigid boxes, because that makes them easy to replace with no impact on the smooth running of the building facilities.

And here is the nub of it: that also makes them easy to replace with non-humans.

I think this is one of the core and genuine worries about AI. Yes, there will always be things that require a human touch, and there will be things that robots have not yet mastered. But by allowing work to become so regimented, with such fixed boundaries around its deliverables and such an absence of adaptability, we have set ourselves up to be easily replaceable by AI and similar systems.

So if your job has very strict boundaries, very strict deliverables, and does not reward innovation or adaptability, then I think you are in the area of humanity that should be most worried about being replaced. That does not matter whether you are in the service industry, deeply technical, or anything else. If you cannot display humanity or any of its advantages during your working day, and if your work is bounded by strict borders with easily quantifiable inputs and outputs, then you are at real risk.

Historically, that risk meant being replaced by a cheaper human. I suspect that, eventually, it will mean being replaced by a cheaper non-human.

Let us step back and talk about General Electric, some 30 years ago, when the first major rounds of outsourcing were being done and call centre outsourcing was brand new. I started in a call centre doing help desk and support work, in an 800-person call centre in the middle of Leeds, Yorkshire. They were just beginning the first stages of outsourcing to India.

There was joking, of course, and there were practical issues. Postcodes were new to the country taking on the work, and they had to be explained. Training had to be done. Processes had to be documented. All that kind of thing, but it was still happening, and as a freshly hired person, I was worried that this was the beginning of the end when I had only just started, but a very clever person told me something that came back to me recently. Whether you can be replaced by another person, a piece of software, AI, or anything else comes down to a few simple things.

Can your work be wrapped in strict definitions?

Is it easy to encompass and define precisely?

When you do your job, do you simply deliver the average expected result?

That average delivery might not even be fully within your control. If there are exact SLAs to deliver against, and your job is simply to meet them, then you may already be in trouble. If the answer to these questions is yes, then you are at serious risk of being outsourced. Back then, that meant outsourcing to India. Today, it can mean outsourcing to AI, automation, or any number of other things.

So, how do we prevent it? Perhaps we do not. Perhaps the real answer is that we have to work with it.

Back then, I was told to make sure I was better than everybody else. Be value for money. Because regardless of what any company might say, value for money always matters. If you come in, do what you consider an ordinary day’s work, and nothing more, then you are at direct risk from AI. AI is, by definition, an average of what it has learned. If it uses the company’s internal data, it becomes the average of what that company has historically been able to do.

So if you are doing an average job, or even just a consistently good job within a tightly defined structure, you are at strong risk of being outsourced by something that can improve on average delivery. It can improve on cost, dependency, repeatability, and consistency.

The second question is whether your job is easily defined. The stricter and clearer the definition of what you actually do, the easier it is for AI to replace you. With traditional outsourcing, work had to be defined well enough for another person or team to take it on, but there would always be variance based on human understanding and interpretation. With AI, the better the definition, the easier the replacement becomes.

So now we know whether we can be replaced. The next question is how we adapt to the companies using AI to put that into practice.

I think the answer has to be defined at an individual level, rather than by industry or even job title. I strongly suspect that AI, just like outsourcing to cheaper countries, will eventually be able to do a large amount of non-physical, interaction-based, white-collar work. We are not going to win by pretending that will not happen. The Luddites did not stop progress by burning down machinery, and we will not stop this by simply objecting to it. Progress will march on.

So how do we deal with it?

We deal with it by using the default that AI provides as a stepping stone to become exceptional.

That is going to be hard in a number of areas, particularly where there is wholesale outsourcing or where there are hard definitions of what is absolutely correct. Copy editors are having a very difficult time at the moment, because their job is to make something complete and correct. If AI can do that, it is hard to go over and above to prove your value.

But for work that involves any form of soft skill, from customer service to facilities, management, consultancy, or technical delivery, we are going to have to produce better than average. That does not mean giving every hour of your life to various corporations. It means recognising that they will be able to supply the average through AI. You will have to remove the base part of the work and focus your effort on what AI produces, then improve it, shape it, and add value beyond it.

The main difference between historical outsourcing and AI outsourcing is the turnaround cycle. It is also about whether your improvements are learnt and absorbed by the AI.

For example, if your work was outsourced to another country, the comparison was whether you were better at the job than the outsourced team. As you learned and improved, you might have been able to stay ahead. They might have improved too, but there was still a human and organisational delay.

With AI, it may only be able to produce the best average result that all the data in your company can support. But it will constantly play catch up with you. That means you will have to keep re-referencing the baseline it produces. No longer will the question simply be, “Am I the best in the market?” The question will become, “Am I a meaningful percentage better than what the AI is already producing?”

That change will be particularly relevant to white-collar workers. I think they are especially vulnerable to this form of AI learning. But, ultimately, AI is here. The people with power see it as a way of producing better value for money with more consistency.

TLDR;

You are most at risk if you are an average worker doing an average day’s work, or if you are a white-collar worker whose output is easily defined and judged as either correct or incorrect. If there is softness in your delivery, use it. If your work requires judgement, adaptability, empathy, creativity, or context, keep developing those things.

Keep ahead of AI by using it as a starting point, rather than competing with it directly.

A Year in Review, 2025.

This year has possibly been the most complex soft skill learning year I have ever had.

A lot of what I deliver for clients is highly technical, which is both a joy to learn and relatively easy, and because I have spent my entire life playing keep-up with technology, it’s familiar ground.

This year, though, has brought a great many eye-opening lessons in areas that were far outside the usual. Everything from lots more finance work to extensive vendor negotiation has landed on my plate.

Normally I am brought in to fix problems caused by existing failings rather than set things up, but this year included complex, near-legal discussions on statements of work and costings. There was also a huge amount of cross-departmental paperwork aimed at understanding how large scale projects function inside giant multinationals, something of a black hole and easily as complicated as any technical delivery.

In addition to these finance areas, there have been a great many true soft skill lessons. I have had the privilege of working closely with people managing real accessibility challenges and have seen firsthand how they often work three or four times as hard as the rest of us simply to get through the working day. While we should agree that everyone should have equal opportunity regardless of disability, actually working alongside people facing these barriers has been eye-opening. They consistently put in more effort and represent extraordinary value to any corporation. It’s been a humbling experience all round but very rewarding.

The technical side has continued to grow at pace. I have had to pick up a lot of serious AI knowledge, so much so that in the coming year I am taking external courses to formalise it. There is such an overwhelming amount of fluff being pushed on AI’s supposed value that you reach the point where you must actually code solutions to really see how things work. It is good to get back to that and cut through the marketing bullshit. There has also been a strong swing towards Azure in my day-to-day work rather than AWS, purely due to the current client environment. The reality is that the three major cloud providers all move so quickly that you have to run to simply keep up.

Looping back from cloud to finance, there has been a lot of joined up learning. Everyone uses cloud services now, but many still fail to notice that day-to-day cloud costs are often higher than on-premise solutions. Nor does being in the cloud guarantee decent technical redundancy. Even highly skilled teams overlook painfully obvious risks. My favourite example this year was discovering a client relying on Azure private endpoints for multi-region disaster recovery, without realising that a full regional outage removes private endpoints entirely, meaning their multi-region DR would not work. At scale, cloud architecture is still not a mature discipline.

Next year has already made it clear that it will require a different set of expertise to 2025. Many major corporations are moving back towards pre-Covid behaviours, and while that shift was not obvious during the early days of the new world of supposed permanent remote working, it is now becoming very real.

Neither my partner nor I ever truly believed that everything would remain fully remote or that corporate life would permanently become looser and more relaxed. Because of that, we leaned further into central London. With the majority of clients now wanting people back on site, this has turned out to be a genuine advantage. It means I can be present whenever clients need me, suited and booted, and delivering what they require where they require it.

From a delivery perspective, it looks like security will once again occupy a significant part of my working life this year. This ties directly back to the last major wave of cloud adoption. Most organisations have now gone through their last big push to cloud services. Many no longer have any data centres at all, with leases expiring and on-premise estates being fully retired. A huge number of features and platforms have been moved over in a relatively short space of time.

Now, however, the costs are arriving. With that comes a level of wrangling that would not normally have taken place when teams were more rigidly siloed. Finance, security, architecture and delivery are all battling around the same conversations, often for the first time.

Working through this will require a mishmash of technical expertise and soft skills. There are many very clever people involved, all with strong opinions. Navigating those views, whether from finance, security, or pure functional practicality, is going to be a real roll-your-sleeves-up kind of challenge.

All in all, 2025 was real brain work and 2026 looks even harder