Good Systems · public information library
What can I do at work to help someone when they need more or less structure than other people?
People come here to understand why something in everyday life feels harder, different or more costly than it should — and what might make it work better.
Short answer
Offer enough structure to make work clear, while allowing people to choose how they do it.
What this can look like
A template or check-in may help one task and become pointless reporting for another.
Why it can happen
Useful structure can include priorities, deadlines, templates and check-ins. Over-control creates another burden, so review whether the system is helping.
What might help
Keep the minimum structure that makes ownership, priority and next steps clear. Ask regularly whether the process saves time or creates work.
What the research helps explain
Executive-function research describes attention, working memory and flexibility as limited, context-sensitive processes. Australian work guidance recognises that cognitive demands, time pressure, role clarity, support and control can shape whether work is manageable.
What can vary
Do not infer a diagnosis, capability level or private health information from a work pattern. Ask about the task conditions, provide equitable options and handle performance concerns fairly.
For this situation
For you, standardise the outcome and essential safeguards, not every personal work method.
More info and original sources
Poko summarises the relevance of public original sources and links out for anyone who wants to read more.
- Executive Functions — Explains attention, working memory and flexibility in goal-directed tasks.
- Job demands — Australian guidance on cognitive demands, role clarity, workload, control and support.