The NEST project investigates how neurodivergent workers act as "sentinels" within organizational environments, detecting early signs of risk and structural dysfunctions. The study draws on Critical Management Studies (CMS) and Sensemaking Theory (Weick, 1995) and adopts a qualitative approach through semi-structured interviews with managers and employees, complemented by socio-demographic and organizational data collection. The project aims to submit an international scientific article, develop an inclusion toolkit, and prepare future national and international funding applications.

Despite the growing emphasis on diversity policies, the full integration of neurodivergent workers remains challenging. The project addresses the contradictions between inclusive narratives and real practices, exploring how early warning signs are either ignored or incorporated into organizational responses.

Qualitative approach based on semi-structured interviews with managers and neurodivergent employees across multiple companies. Collection of socio-demographic and organizational data, thematic analysis with dual coding and inter-rater reliability (Cohen's ?≥0.70). Integrates Critical Management Studies and Sensemaking Theory to develop a conceptual model of the "canary effect".

 Integrates Critical Management Studies and Sensemaking Theory, contributing to a novel theoretical model on neurodiversity and organizational innovation. Expected outputs include an article in an international indexed journal and foundations for future national and international projects.

 Provides practical recommendations for managers, HR professionals, and policy makers regarding the inclusion of neurodivergent workers. Develops a toolkit to foster inclusive management practices and detect psychosocial risks.

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