Academic libraries often pride themselves on collaboration, curiosity, and supporting diverse learners. But even in mission-driven environments, neurodivergent library workers frequently find themselves misunderstood, misinterpreted, or mislabeled—especially when their identities are invisible. Neurodivergence, like queerness, chronic illness, mixed-race identity, or trauma history, often operates as an invisible marginalized identity. Dannie Lynn Fountain’s Harvard Business Review article describes such identities as “walking like you have dynamite in your pocket”—a vivid metaphor for navigating spaces where your difference is real but unseen.

When neurodivergent traits aren’t recognized, colleagues often fill in the gaps with assumptions. What’s meant as enthusiasm might be labeled “too much.” What’s meant as efficiency gets called “rude.” What’s driven by impulse control challenges or excitement gets misinterpreted as “mansplaining.” These misreadings not only harm individuals—they reinforce toxic dynamics and make invisibility even riskier.

This post explores five common ways neurodivergent behaviors get misread in academic libraries, why invisibility heightens the harm, and most importantly, what neurodivergent workers and leaders can do to create safer, healthier workplaces.

How Invisible Identities Shape Neurodivergent Experiences at Work

Neurodivergent workers often carry a constant internal question: Should I tell people what’s actually behind this behavior—or is it safer to stay silent? Fountain notes that disclosure is never mandatory, and for good reason: people cannot un-know what they know. Disclosure can change team dynamics, advancement opportunities, and psychological safety. Remaining silent, however, can mean enduring constant misinterpretation, microaggressions, or punitive feedback based on assumptions, not reality.

In academic libraries—where indirect communication, politeness culture, and hierarchy shape expectations—neurodivergent behaviors don’t fit easily into unwritten norms. Directness gets read as challenge. Interrupting from excitement is framed as disrespect. Hyperfocus becomes obsession. A desire to help gets mistaken for neediness.

The real issue is not the behavior. It’s the invisible identity behind it.

1. When Genuine Enthusiasm Looks Like Over-Involvement

Many neurodivergent people express authentic curiosity, passion for learning, and excitement about collaboration. These traits—perfect for academic librarianship—are often misread in toxic workplaces.

Instead of being seen as commitment, enthusiasm becomes:

• “You’re doing too much”
• “You’re trying too hard”
• “Why do you care so much?”

Because colleagues can’t see the neurological difference shaping communication and motivation, they project neurotypical expectations onto neurodivergent behavior. This misalignment creates vulnerability: enthusiasm becomes a hook for exploitation, emotional overextension, or toxic power dynamics.

What helps: Clarity from supervisors, shared expectations, and explicit communication norms that name enthusiasm as a strength rather than a threat.

2. When Hyperfocus Is First Praised… Then Weaponized

Hyperfocus allows many neurodivergent workers to excel—diving deeply into projects, researching extensively, and solving complex problems quickly. In healthy library cultures, this is a superpower.

In toxic cultures, the pattern shifts:

• First it’s: “Your dedication is amazing!”
• Then: “You’re obsessive.”
• Finally: “You’re too much.”

The same behavior becomes both the reason for admiration and the justification for critique, isolation, or discipline. Because the identity behind the behavior is invisible, the interpretation flips based on convenience, not reality.

What helps: Written role expectations, documentation of work processes, and supervisors trained to differentiate depth from dysfunction.

3. When People-Pleasing Becomes a Survival Strategy

Years of being misunderstood, criticized, or socially excluded push many neurodivergent workers into over-accommodation. People-pleasing becomes a way to navigate environments that don’t understand your differences.

In academic libraries stretched thin by understaffing, this looks like:

• taking on invisible labor
• absorbing emotional volatility from colleagues
• smoothing over others’ stress
• saying yes to avoid conflict
• working harder to prove belonging

Toxic individuals exploit this tendency because it benefits them.

What helps: Boundaries treated as a professional skill, not a personal flaw; supervisors who balance workload distribution; and cultures that do not reward martyrdom.

4. When Interrupting From Excitement Gets You Labeled as “Mansplaining”

One of the most painful dynamics neurodivergent library workers face is being accused of mansplaining—even when their interruptions have nothing to do with dominance or gendered power.

Interruptions often come from:

• excitement
• fear of losing a thought
• pattern recognition
• impulse control challenges
• direct communication preferences

But invisibility invites misinterpretation. Colleagues see the behavior, not the neurological root. Neurodivergent women, nonbinary people, and BIPOC staff are especially vulnerable to this mislabeling, because stereotypes about expertise and authority compound the misunderstanding.

Being mislabeled as “rude” or “dominant” for neurologically driven behavior creates shame, self-censoring, and isolation—and reinforces toxic dynamics that punish difference.

What helps: Structured turn-taking in meetings, alternative communication channels, and training that teaches staff how neurodivergent communication differs from dominance behaviors.

5. When Stress Chemistry Creates Attachment to Toxic People

ADHD and autistic neurology often respond strongly to novelty, intensity, and conflict—especially inconsistent reinforcement. Toxic individuals, intentionally or not, create exactly this dynamic.

The push-pull cycle can feel like:

• connection
• urgency
• investment
• loyalty
• emotional intensity

This isn’t weakness—it’s chemistry. And toxic coworkers or supervisors may exploit it by oscillating between warmth and withdrawal, praise and criticism, inclusion and exclusion.

What helps: Support systems outside the toxic dynamic, ND-competent therapists, peers who understand your communication style, and leaders who recognize grooming behavior and emotional manipulation.

What Leaders Need to Understand About Invisible Neurodivergent Identities

Leaders should assume invisible identities are present on every team, even if no one discloses. Fountain emphasizes that disclosure is shaped by safety, not obligation. Leaders must create conditions where neurodivergent workers don’t need to reveal private information simply to be treated fairly.

This means:

• explicit communication norms
• multiple ways to participate in meetings
• rethinking professionalism beyond neurotypical scripts
• learning to distinguish neurodivergent patterns from disrespect
• reducing ambiguity and passive-aggressive culture
• offering confidential, identity-affirming support pathways

When leadership understands that invisibility does not mean absence, the entire work culture shifts.

Building Academic Library Cultures Where Neurodivergent Staff Can Thrive

Healthy academic libraries protect and amplify neurodivergent strengths—focus, creativity, honesty, deep thinking, passion for learning—rather than punishing how those strengths show up. This requires culturally aware policies, neuroinclusive communication, and accountability for toxic behaviors.

Structural changes matter:

• transparent expectations
• documented workflows
• equitable workload distribution
• trauma-informed management
• feedback systems that don’t penalize directness
• psychological safety built into team norms

When these elements are in place, neurodivergent workers can participate fully without fear of misinterpretation.

Eagerness Isn’t the Problem — Toxicity and Invisibility Are

Neurodivergent behaviors are not risks until they are misunderstood. Invisibility—and the assumptions it invites—is what allows harm to flourish.

When academic libraries build cultures of clarity, safety, curiosity, and inclusive communication, neurodivergent staff are not only protected—they are valued. Their passion, focus, creativity, and authenticity become assets rather than vulnerabilities.