The Triage Trap: Why do we defend the systems that rely on our crisis?

I wanted to share some thoughts not to focus on frustration, but to help us constructively look at why navigating these systems can feel so incredibly exhausting. By gently unpacking the core mechanics of the structures around us, we can stop spending our finite energy trying to fit into spaces that weren't built for us, and instead start looking at how to cultivate a genuine way forward.
Following on from the discussion regarding the structural limitations of the NHS, I’ve been reflecting on how the concept of "triage"—which we normalised as an acceptable operating model—actually impacts almost every other major pillar of neurodivergent life.
Triage is, by definition, a battlefield necessity born out of extreme scarcity. It was designed to sort the immediately dying from those who can wait. When we carry this wartime mindset into peacetime society, it creates a perverse infrastructure that can actively punish proactive management and force neurodivergent people into visible crisis just to receive basic human adjustments.
From my perspective, we see this identical "battlefield triage" model playing out across three major areas:
1. The Education System: Triage at the School Gate
Because school budgets and specialized staff are under permanent scarcity, resources (like 1-to-1 support or sensory spaces) are strictly rationed. To get help, a child often must be in a state of visible, disruptive crisis—acting out or school-refusing. Autistic children who default to internalizing their anxiety, masking, or quietly slipping under the radar are pushed to the bottom of the pile because they aren't "disrupting the battlefield" of the classroom. Their slow-motion burnout is ignored until they completely collapse.
2. The Workplace: Reactive HR, Not Proactive Design
Corporations heavily market their "neuroinclusive" credentials, but their operational models remain entirely crisis-driven. Offices and workflows are rarely designed with sensory sensitivities or executive dysfunction in mind from the outset. Instead, the corporate triage machine only kicks in when an employee hits a breaking point—resulting in a performance failure or prolonged sick leave. Only when it becomes a financial or legal risk does HR step in to patch things up, rather than building a peacetime environment where they could have thrived from day one.
3. State Support and Benefits: The Deficit Trap
The entire infrastructure for disability support operates on this exact same battlefield mindset: prove to us how broken you are today so we can decide if you qualify for support. It demands that we describe our absolute worst, most dysfunctional days, stripping away the context of dynamic disability. If an autistic adult manages to scrape by through immense personal effort and preventative self-care, the system views them as "healed" and strips the safety net away—inevitably triggering the very crisis they were working to avoid.
The Solution and the Psychological Barrier
Many of the posts I read across this forum already describe these exact battles in heartbreaking detail. We know the system is blind to slow-motion, chronic challenges. But when we talk about solutions, we often fall into a trap. We instinctively adopt the establishment's language—arguing about tax hits, macroeconomics, or why radical change "can't be done."
In a way, it can feel like turkeys voting for Christmas. It is a known psychological defense mechanism: it is far less painful to believe that the system is broken because of "budgets" or "poor funding" than it is to confront the harsh reality that the current design relies on a level of structural spite and hostility toward neurodiversity. If we convince ourselves that a better, bespoke world is an impossible luxury, the mistreatment we endure right now becomes easier to accept.
This isn't about wallowing in despair; it is about accurately identifying the problem so we can finally start talking about a realistic way out. But if we are ever going to find a sustainable path forward, we have to stop accepting the excuses of a crisis-driven model that treats our well-being as an afterthought.
How do we, as a community, step away from this cycle of accommodation and survival? If we were to stop trying to adapt to frameworks that are simply working exactly as they were structurally designed to, what does a genuinely supportive, proactive environment look like to you?
Parents
  • With encouragement

    continue to talk about the things that matter to you

    thanks.

    here's a take on what i suggest a genuinely supportive environment in each of these areas looks like to me:

    1 - the schools and education.

    Put simply for me autistic children need to be identified early on and preparation put in place before they get there.  Childhood visual impairment is routinely screened for at pre-school or reception age.  Speech and language development is too - so get rid of the lag in referring to autism assessment.  Don't wait until the child is already deeply in a muddle and their brain already plastically adapting to what may be permanent disability long term before doing something about it 

    Then when they are there make sure the environment is fit for all - sensory friendly, chill zones etc etc and make sure that staff actually know what they're dealing with - there is no excuse in my opinion for the neurotypical education system and its staff to have problems with their side of the "double empathy problem" when being with children that they are in loco parentis of.

    An education system that is capable of sustaining and maintaining the mononotropic capabilities of autistic children and helping them to both get the best out of them and manage the strategies needed to combine within a neurotypical society.  Likewise teaching other children by normalising the experience of empathy with autistic children  to combine with "autistic society"

    2 - The Workplace 

    Design workplaces that from the start are set up to appreciate that everyone's different.  Stop the crazy "you're broken so we'll do something about it" process - if it was a case of "ah, you've got asbestosis - perhaps we ought to remove the asbestos from your workspace" there'd be a public health outcry.  This would mean offering the same options w/r/to quiet workspaces and staff health friendly work processes etc. to everyone.  Managers and work colleagues would genuinely care about their staff and their work and have time and resources to do so.  Measurement of what really counts w/r/to work outcomes not daft performance metrics that create an illusion of productivity or short term profit would be the basis of work success.  The double empathy that begins in schools would continue. 

    3 - State Support and benefits

    Primarily disabilities are not in the main fixed - they are dynamic.  Stop people having to prove just how badly disabled they are on a bad day in order to get support transiently on a rationed basis.  The service should be designed to provide people what they need to be thriving and healthy and maybe even happy in the long term.  If someone improves with the support they're given then it's proof it's working so DON'T TAKE IT AWAY at least until it's damn certain that they have demonstrated for a prolonged period that they don't need it. Get rid of deficit based assessments that feel like some sort of adversarial criminal interview where livelihood depends upon and replace them with a continuous collaborative process which promotes dignity and independance.

    So broadly speaking I'm saying get rid to the wartime mentality and triage for people who are "bleeding out" and only treating them.

    Get rid of the "them and us" cr"p and the loss to producitity and increased cost personally and socially of treating people damaged by the war.

    And since I'm going "all in" on the unmasked no AI filter and polish stuff I'll sign off with a quote from the great Nestor Robert Marley

    One Love 

  • Schools - the things I found difficult were (1) sitting still and listening to a lecture and (2) having to hide I was doing something else at the same time. I once incensed a techer by admittiung I was doing English homework during the lesson but also answering all her questions correctly. 

    Managers and work colleagues would genuinely care about their staff and their work and have time and resources to do so. 

    Absolutely. I did what I could to rage against the system on behalf of my staff and they appreciated me treating them as people.

    The service should be designed to provide people what they need to be thriving and healthy and maybe even happy in the long term. 

    YES!!!

Reply
  • Schools - the things I found difficult were (1) sitting still and listening to a lecture and (2) having to hide I was doing something else at the same time. I once incensed a techer by admittiung I was doing English homework during the lesson but also answering all her questions correctly. 

    Managers and work colleagues would genuinely care about their staff and their work and have time and resources to do so. 

    Absolutely. I did what I could to rage against the system on behalf of my staff and they appreciated me treating them as people.

    The service should be designed to provide people what they need to be thriving and healthy and maybe even happy in the long term. 

    YES!!!

Children