Knowledge that works.

It comes from pressure, often self-made. From a PhD leadership course at UZH: four levers that make the difference, catch anger early, show direction, let people grow, and stop sitting on things.

Neurodivergent people are roughly 8× more likely to be unemployed (Volpone & Hennekam, 2026). A systematic review of 244 studies shows the problem doesn't sit in recruiting alone, it runs across the entire employee lifecycle, from onboarding to retention. What that means for Swiss organizations.

AI tools rate résumés that mention a disability lower, even when they're objectively better (Glazko et al., 2024). Hit hardest: autism and deafness. What it means for Swiss organizations, and why structured selection protects you.

A professor just said "variation", and moved on. Why ADHD is at once a clinical disorder and a natural human variation (Faraone et al., 2024; Sonuga-Barke et al., 2023), and why at work it's not the label that counts, but the fit.

Changing attitudes isn't enough, the intention-behavior gap sits in between. What the COM-B model (Capability × Opportunity × Motivation) means for leadership and organizational development in Swiss organizations, and why change so often fizzles out day to day.

A new meta-analysis (Tran et al., 2025) shows: ADHD drives entrepreneurial behavior, but guarantees no success. The environment decides that. Why neurodivergent talent leaves companies, and what it costs Swiss organizations.

ADHD, autism, dyslexia, 15-20% of the working population is neurodivergent. Your recruiting process filters them out before you ever see their potential. What it costs, and how three adjustments make the difference.

An original empirical study with 24 interviews shows: when those affected help develop the tool, empathy improves measurably (Wilcoxon p = .016, r = .89). What this means for recruiting, leadership, and teamwork in Swiss organizations, including three ADHD-specific takeaways for tomorrow.