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Don't recall diagnosing him anywhere, but you go ahead and read what you want to read so that you can create a straw man.
I said that it's a possibility and therefore should be approached with the care that entails.
But your solution, reading your other response is to talk to the person. Which, if you had read the original post, you would have realised they have already tried to. And their response to that detailed.
So what do you propose? Because if the person who is annoyed by the co-worker shouldn't take time separate from their team to be able to complete aspects of their work, then the alternative is to....? The idea that a TL/manager whatever cannot trust their team to be able to leave them to work without them is obscene in itself. I guess the entire place falls apart when they have to go into meetings or trips etc.
I'm sure you'll decide to read whatever you want from the above as well, and you do that. I'll leave you to it.
Your entire post is about managing a neurodivergent person. That's a diagnosis.
It's completely inappropriate to make assumptions about a co-worker's mental faculties, and to act on those assumptions.
OP did try talking to the person but frankly, doesn't seem very experienced in that regard.
OP needs to build a working relationship with this guy such that he doesn't respond to feedback as though it's a personal attack. The only way to do that is talking.