The Urge to Be Invisible at Work: An Autistic Perspective (ASD Level 1 / Asperger’s)

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Last update 14 May 2025
Reading time 12 mins

⚠️ Author’s Note / Disclaimer This article specifically discusses the experiences of highly functional autistic individuals—those diagnosed with ASD Level 1 or formerly referred to as having Asperger’s Syndrome. These individuals typically do not require daily support in basic functioning, but experience significant sensory, cognitive, and emotional challenges in standard workplace environments. Their needs and strategies differ significantly from autistic people who require higher levels of support, for whom structured guidance and supervision can be essential and helpful. Also note that the experience by every autistic person is different. Though this topic of perceivedness at work can be found to be discussed more often it’s not something that everyone experiences.

For many autistic individuals, especially those with Asperger’s (ASD Level 1), the workplace can feel like a performance stage—where every glance, sound, and expectation from others weighs heavily. One deeply rooted but rarely discussed aspect is the urge not to be perceived while working. Importantly, this does not refer to the evaluation of the result of the work, which is usually welcome—even if very critical. Many autistic individuals actively seek constructive feedback, not to fish for compliments, but because they strive to improve and value meaningful critique. It concerns the process itself, the moments of doing, thinking, and concentrating that are disrupted by observation. This article explores the origins of this feeling, its manifestations in modern work environments, and its often overlooked consequences.

Origins of the Urge

The intense desire not to be observed isn’t about introversion or antisocial tendencies. Rather, it is a self-protective response to sensory overload, constant social evaluation, and the exhausting process of masking—suppressing natural behaviors to fit neurotypical norms. Unfortunately, this need for invisibility is often misinterpreted: as if the person is trying to hide incompetence, avoid scrutiny for doing something wrong, or even as a form of defiance or disrespect toward managerial authority. These misreadings can trigger defensiveness in supervisors or colleagues and feed into false assumptions about capability or attitude.

For those with a PDA (Pathological Demand Avoidance) profile, the urge can be even more intense. PDA is a profile within the autism spectrum characterized by an extreme avoidance of everyday demands and expectations, driven not by defiance but by high levels of anxiety and a deep need for control. This often manifests as withdrawal, resistance, or even shutdowns when someone feels pressured or observed. In the workplace, this means that being scrutinized or expected to perform can trigger intense distress, leading to a self-protective retreat in order to preserve autonomy and regulate internal stress.

The Modern Workplace: A Sensory and Social Minefield

Open-Plan Offices

Open-plan offices are praised for encouraging communication and team spirit. However, for autistic employees, they are often a nightmare of uncontrolled sensory input—loud conversations, unpredictable movements, phones ringing, and the complete absence of visual privacy. Even many neurotypical employees dislike them, but for those on the spectrum, they can be genuinely disabling. The mere knowledge that others can look over at any time can paralyze focus. Noise-canceling headphones, often recommended as a workaround, do little to mitigate the visual distractions of people moving around or the feeling of being watched—problems that lie at the heart of the issue. The situation becomes even more difficult when companies implement hot-desking policies, where employees have no fixed desks. These are usually introduced to save space and make environments appear “less crowded,” rather than actually providing the physical separation between desks that would be more effective. The lack of routine and predictability further prevents autistic individuals from developing a sense of safety and stability in their environment, making the workspace not just inefficient, but unmanageable.

Pair Programming and “Working Together”

Collaboration-focused methods like pair programming or “co-working days” are often lauded as productivity boosters. For autistic minds, however, these methods can be mentally exhausting and deeply counterproductive. Continuous social engagement not only drains energy but also forces a constant need to translate neurodivergent thought processes into neurotypical frameworks. This effort can be compared to having to translate between two languages while simultaneously solving a complex problem—completely unsustainable over time. The lack of downtime, limited autonomy, and absence of safe retreat make it impossible to enter a productive, focused state. What works far better for many autistic individuals is being given a task with clear expectations and time to work independently—often for days or weeks—before returning with results. This preserves energy, avoids the cognitive drain of constant interpersonal negotiation, and plays to the autistic strength of deep, focused work.

Back-to-Back Desks and Unpredictable Interruptions

Many office layouts place desks back-to-back, often as a space-saving measure intended to make the room feel ‘less crowded’—a visual trick that prioritizes open sightlines over genuine separation or privacy. While this may seem efficient, it introduces a host of problems. The constant potential for a colleague to suddenly stand, turn around, or address one directly can feel like an ambush and create a lingering sense of vulnerability. This setup also means everyone in the room is visible to one another, which can draw unwanted attention to those who sit or work in unconventional postures—such as sitting with their feet on a chair, or surrounding themselves with irregularly placed materials or notes. These harmless accommodations for comfort or concentration may be perceived as odd or unprofessional. As a result, many autistic employees find themselves instinctively turning away from their desks, placing a laptop on their lap while facing a corner or wall to avoid the constant tension of having someone behind them. This leads to unhealthy posture, diminished focus, and lower overall productivity. In the long term, it erodes both physical well-being and mental stamina.

Transparent Walls and Bosses Who “Just Check In”

Some workplaces use glass doors and transparent walls as symbols of openness. In practice, however, they often serve as surveillance tools that amplify the feeling of being permanently watched. For autistic individuals, who are already highly sensitive to visual and sensory input, the constant exposure and absence of visual privacy can lead to chronic stress and attention fragmentation. There is no real opportunity to regulate or retreat when someone might be watching at any moment, even unintentionally.

This environment is made even more difficult by managerial behaviors that reinforce surveillance—such as walking in unannounced under the guise of “just checking in.” While often presented as casual or friendly, these interruptions create a jarring rupture in focus and emotional regulation. For some managers, the underlying urge to monitor or assert visibility over their team reflects a deeper hierarchical need to feel in control or reassured. But this constant low-level supervision is not neutral—it’s deeply counterproductive. It undermines trust, blocks concentration, and turns the workplace into an anxiety-inducing space rather than a productive one. Once disturbed, it may take hours for an autistic employee to rebuild their internal structure of focus, clarity, and calm.

Misunderstandings and Damaging Consequences

These challenges are often invisible. Autistic employees may be perceived as uncollaborative or unmotivated when in fact they are struggling to function in an overwhelming setting. Because this often leads to misjudgments about competence, autistic professionals may find themselves sidelined into lower-paying, lower-autonomy roles—roles that paradoxically demand even more social interaction.

This cycle is not only unfair, it is unsustainable. It leads to burnout, disengagement, and underemployment, despite high qualifications and strong abilities in focused, independent work. Moreover, society tends to funnel those who burn out or become unemployed into low-paid jobs that are typically highly surveilled, tightly regulated, and offer very little autonomy. This approach is not only counterproductive—it is deeply harmful. For autistic individuals, these environments worsen the very issues that led to burnout in the first place. The actual solution would be to offer recovery time and transition such individuals into roles that are more autonomous, less observed, and designed around stability and predictability. These roles better align with their strengths and needs, fostering not just productivity but long-term well-being.

Moving Toward Inclusive Environments

To build truly inclusive workplaces, it’s critical to move beyond token accessibility and understand the sensory and psychological experiences of autistic individuals. This also requires a genuine willingness from colleagues and leadership to care about these differences—not just intellectually acknowledge them. Too often, there’s an unspoken assumption that everyone should function in the same way, and anyone who doesn’t is seen as less committed or less capable. Inclusive design starts with the understanding that different cognitive styles are not flaws, but valid modes of human experience that deserve respect and accommodation.

Environmental Solutions

Organizational Culture Changes

Conclusion

The need not to be perceived at work isn’t a flaw or eccentricity—it’s a logical response to an environment that is often overwhelming and misaligned with neurodivergent needs. It often arises because many workplaces are shaped by assumptions that everyone should approach tasks in the same way, and deviations from this norm are judged harshly. Autistic individuals regularly face pressure to conform not just in behavior but in cognitive style—expected to follow the same procedures, express thoughts the same way, and adopt the same work rhythms as neurotypical colleagues. This imposition of uniformity creates immense internal friction and is met with continuous masking: a mentally and emotionally exhausting effort to appear ‘normal.’ Over time, this leads to autistic burnout—an intense state of physical and emotional exhaustion that can take months or even years to recover from. In the worst cases, it can lead to total withdrawal, depression, or suicidal ideation. Recognizing and supporting the need for invisibility means rejecting the impulse to standardize minds, and instead embracing diverse modes of functioning. It allows autistic individuals to thrive on their own terms, bringing their full talents into the workplace without sacrificing their mental health. A more inclusive design isn’t only fair—it’s smarter, more humane, and better for everyone.

References

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Dipl.-Ing. Thomas Spielauer, Wien (webcomplains389t48957@tspi.at)

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