> The OCD mention functions similarly and it explains the overanalysis as a feature, not something that might be creating friction with colleagues.

Because it is both and this is a very classic problem for neurodivergent people.

As a ADHD person I could very much relate. My pattern recognition allows me to see connections and structure where neurotypical people only see chaos. I am often three, four, five steps ahead and can see potential problems and solutions so much earlier.

Of course this doesn't help. If I point these things out, I will only be met with resistance regardless if I happen to be right later on or not.

So really the best solution is to just shut up. Let them catch up eventually. It just feels so isolating and frustrating. Not only do I have to mask the deficits that ADHD gives me but also my talents.

I think this is the core issue here. OP is hated and discriminated for their OCD. Corporations are not equipped harness the talents of people that think differently. They are not a "culture fit".

I don't really have a solution. Yes you can learn to mask and play the game but that is also not healthy in the long term.

> My pattern recognition allows me to see connections and structure where neurotypical people only see chaos. I am often three, four, five steps ahead and can see potential problems and solutions so much earlier.

A little humility would probably help a lot. Your post is already blaming everyone else for not listening to you. This isn't really about you thinking differently.

I find that there is a big difference between how people that use the fact that they are "A perfectionist OCD person".

Some wield it at a weapon. Some use it as an excuse. Some start with the assumption that it can be harness into something good. And some beat them self up over it uses it to degrade them self.

I think its most helpful to view it as a "know thy self" data point, and not make it someone else problem, but use it as information as to what is ones own challenges that must be kept in check. And if one is relay good, use it for something productive.

I'd push back gently on 'just shut up' as the solution. In my experience, people like you are usually CORRECT about the problem, and the anger and annoyance is well funded. It can be annoyance with the bad architecture, the wasteful meetings, the dysfunctional team dynamics. But you are falling into the same pattern as the author... Where it breaks down is treating 'being right' as the end of the job. Figuring out how to get others to see what you see, that's the actual unsolved problem, and it is more often than not solvable. Giving up on it means real problems stay unfixed, which helps nobody. If you channel the energy into solving what annoys you, in a productive way, you make both your life and your team better.

> I don't really have a solution.

The trick is to be the Oracle of Delphi, not Cassandra.

Make the prediction once, with politeness and humility, and preferably in enough company that your opinion is noted even if (when) it is overridden. Use it as an opportunity to be seen as wise, not just smart.

Then, keep contingency plans. When the problem manifests, have a solution ready as best you can given your limited position. Even when it's too late to avoid the whole problem, you might be able to limit the blast radius. Again, be public but polite about it, and most importantly never say "I told you so" or otherwise appear smug.

You want to cultivate the reputation of "the person who is right but easy to work with, and who always has your back in a pinch."