Knowledge that works.

People with toxic behavior patterns often make the strongest impression in interviews. Why that happens, and how to check for it systematically (Reynolds & Rogelberg, 2026).

Positive feedback reliably improves performance. Negative feedback does not — it depends on the relationship. Why leadership often does the wrong thing under pressure (Heine, Stouten & Liden, 2026).

A day as a "book" at a Living Library. On honest curiosity from strangers, vulnerability — and what it has to do with professional practice.

The same AI can relieve one team and burden another. The difference isn't the tool, but two questions: choice and collaboration (Bakker et al., 2026).

Groups prefer to discuss what everyone already knows. What only one person knows often stays hidden — even in good teams (Stasser & Titus, 1985). Why this happens, and what two countermeasures achieve.

"He just fits us better." Likeability is not a bad signal, it is simply rarely matched by an equally rigorous test of competence. Teams built on only one of the two break at the same point (Chen et al., 2026). Three steps that make the difference.

Five years after bullying, it's disproportionately the targets who are gone — the perpetrators are still there (Glambek et al.). Why organizations lose the wrong people, what it costs, and three levers that change the process.

Employers rate their organization as ready (70 to 75 percent). Only 32 to 38 percent of neurodivergent employees feel safe enough to disclose (City & Guilds Foundation, Neurodiversity Index 2026). Why the gap is not about attitude, but about process.

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.