Cover image of the Neurodiversity Initiative featuring a colorful brain
News

Neurodiversity 2026 Initiative: "The Marvel of the Brain"

In the spring of 2026, pme Familienservice will shed light on the topic of neurodiversity Familienservice its “Wunderwerk Gehirn” initiative, offering a range of educational and discussion formats. The campaign highlights the potential and challenges of neurodivergent perspectives for families and businesses—and outlines concrete ways to promote genuine inclusion. 

"Our goal is to foster an objective, respectful dialogue about neurodiversity. We focus on the diverse voices of those directly affected—we want to highlight real perspectives and solutions rather than getting bogged down in debates about diagnoses." –Carline Krügl, Project Manager & Systemic Consultant

An Overview of the “Marvel of the Brain” Initiative 

People with neurodivergent conditions often navigate a world full of contrasts: daily challenges such as exhaustion and the need to hide their true selves (“masking”) stand in stark contrast to extraordinary creativity, deep authenticity, and a high capacity for innovation. This often gives rise to uncertainty and many unanswered questions—not only for the individuals themselves, but also for their parents and partners. 

The spectrum of neurodiversity—which includes diagnoses such as autism spectrum disorders, ADHD, dyslexia, dyscalculia, and other neurological developmental differences—can feel like a complex maze. This is exactly where the “Wunderwerk Gehirn” initiative from pme Familienservice comes Familienservice . It serves as a compass to guide you through this complex terrain.  

As part of this initiative, pme Familienservice will provide expert support Familienservice April through July 2026 through various educational and interactive formats, such as blog posts, podcasts, expert presentations, and group coaching sessions.

In this way, we foster the exchange of experiences not only among those affected and their families, but also with companies (employees and managers), and highlight the strengths of neurodiverse perspectives. 

 Formats and offerings of the initiative

 

Target audience of the initiative 

  • Parentsfind support, gain guidance, and feel more confident in dealing with schools, government agencies, and everyday challenges. 
  • Employeesare encouraged to develop their sense of self-efficacy and are supported in working together. 
  • Managersgain valuable insights into inclusive leadership and the development of realistic expectations. 
  • Companies and HR departmentsreceive support in developing sustainable inclusion strategies. 
Exclusive corporate forum with Deutsche Telekom and Capgemini Germany 

🗓️ April 28, 2026 / 12:30–1:30 p.m. (via Zoom) 

How Neurodiversity Networks Are Transforming Your Business

Learn how companies such as Deutsche Telekom, Capgemini Germany, and Sogeti (part of Capgemini) are leveraging networks, awareness initiatives, and inclusive programs to empower neurodivergent talent and actively shape their corporate culture. 

For HR professionals, diversity officers, and executives. 

Values and Vision: The Foundation of the “Wunderwerk Gehirn” Initiative 

The “Marvel of the Brain” initiative is based on the following principles:

  • True inclusion: The goal is structural change that goes beyond mere pressure to adapt. 
  • Exchange & mutual support: Learning from real-life experiences forms the foundation of our collective progress. 
  • Recognizing the issue: Challenges are always identified and taken seriously. 
  • Empowering parents: Providing knowledge, support, and practical solutions to help them navigate everyday life. 
  • Highlighting Strengths: Recognizing neurodivergent ways of thinking as a valuable source of innovation, quality, and diversity. 
  • Practicality: Providing concrete, actionable solutions. 
  • Best Practices & Role Models: Highlighting successful approaches and promoting their transferability. 
  • Appreciation & Respect: A holistic view of people on the spectrum—with all their strengths and challenges.  

Understanding Neurodiversity: The Path to Inclusion in Practice 

Neurodiversity refers to the fascinating range of ways in which people think, perceive, and process information. This includes, among other things, the autism spectrum as well as conditions such as ADHD, dyslexia, and Tourette syndrome. 

The initiative does not turn a blind eye to the daily stresses of everyday life: We openly address challenges such as impulsivity, exhaustion, and putting on a brave face, and work with experts and those affected to develop practical solutions.  

At the same time, attention is repeatedly drawn to the extraordinary strengths that characterize neurodivergent perspectives. These include, for example: 

  • Sensitive and nuanced perception 
  • Exceptional creativity
  • Innovative and interconnected thinking 
  • Strong problem-solving skills 
  • Strong ability to recognize details and patterns (for example, in people on the autism spectrum) 
  • Ability to hyperfocus 
  • Unwavering authenticity 
  • Often strong communication skills (such as spontaneity, enthusiasm, and an empathetic manner, as are frequently observed in individuals with ADHD)

These qualities can enrich teams, leadership cultures, and innovation processes in a way that is truly unique.  

Free webinar on July 13, 2026: ADHD in the Workplace

AD(H)D in the Workplace – Superpower or Stumbling Block?

🗓️ July 13, 2026 / 1:00–1:30 p.m. (via Zoom)

Learn from Carline Krügl how to create an inclusive work environment for people with ADHD that embraces diversity, unlocks potential, and boosts both satisfaction and productivity.

Key Questions About Neurodiversity in the Context of the Initiative 

What is neurodiversity?

The natural diversity of neurological traits, including ADHD, autism, dyslexia, giftedness, and other neurodivergent conditions.

How can you tell if someone is neurodivergent?

These often involve specific strengths or challenges in perception, learning, and social behavior. A diagnosis is made following consultations and tests conducted by specialists, such as psychologists or neurologists. Self-assessment tests provide initial insights but do not replace a professional evaluation.

How can we promote neurodiversity?

Neurodiversity can be promoted by valuing differences, providing individualized support, and designing flexible structures in schools, the workplace, and daily life. Key factors include education and raising awareness about different ways of thinking and learning, accessible and inclusive environments, and the active involvement of those affected. Strength-based support and the promotion of personal development further help ensure that everyone can reach their full potential. Learn more atthe “Wunderwerk Gehirn” initiative. 

Who is affected by neurodiversity?

Neurodiversity affects people of all ages and from all walks of life. Estimates suggest that approximately 10–20% of people are neurodivergent, a figure derived from a synthesis of studies on individual developmental and learning differences; for example, a large-scale survey by the Centers for Disease Control and Preventionshows that around 17% of children have a developmental disorder (CDC, 2019).
​​​​​​​In a school classroom or an office, it is quite likely that several people are neurodivergent—even if you don’t always notice it.

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zero What does a generation manager do? - Everything about the training

Father and son from 2 generations work in the DIY store
Leadership & HR

What does a generation manager do?

Each generation has its own expectations of working life. With smart generation management, employers can bridge differences and ensure the transfer of knowledge between generations.

Germany's companies are facing a capacity and performance risk of unprecedented proportions. Baby boomers are gradually leaving the labor market. A younger generation is replacing them, but they will not be able to close the personnel gap. This is because the group of older people is growing, while younger people are becoming fewer and fewer.

Generation Z: More life than work please!

Demographic change is also leading to new demands from the younger generation in working life: More life than work, more salary and less career, is the credo of Generation Z.

This requirement alone can lead to conflicts in the cooperation between different generations, which need to be managed. Generation management addresses this challenge.

Why is generation management important?

Five generations currently come together in the workplace in Germany. The age range in a team can be more than 40 years. This is a challenge for managers and HR, as conflicts can arise on many levels when the different generations work together. 

Generation managers know which factors have a positive influence on the working atmosphere. They mediate confidently between the different requirements of the generations, build age-appropriate and cross-generational social networks and structures within the company and mediate in conflict situations.

Or think about your "customers", they probably belong to different age groups and employees from different generations can better respond to their different needs and preferences.

Overall, generational diversity is an essential component of a dynamic and resilient work environment. Companies that integrate the different perspectives and experiences of all generations are better equipped to respond to the challenges and opportunities of the modern business world and achieve long-term success.

What are common areas of conflict between the generations?

1. different values and attitudes to work

Attitudes towards work have changed in recent years. While the baby boomer generation often prioritized work above all else, younger employees place a higher value on leisure time and work-life balance. 

There are also differences that can lead to tensions when it comes to loyalty: older employees often stay with the company for longer, while younger employees are more willing to change employers.

2. different communication styles

Every generation has its own way of communicating, be it in person, by phone, email or social media. And it's not just the preferred communication channels that differ; the style - formal/less formal - can also vary between generations.

3. different ways of dealing with technological change

Members of younger generations have often grown up with the latest technologies and may have a better understanding of how they can be used in companies. Older employees, on the other hand, may be less familiar with new technologies and more skeptical about change. Conflicts can arise, for example, when new technologies are introduced or working methods are changed. 

4. different expectations of leadership styles

Generations may have different expectations of the hierarchy and management style in a company. Younger employees may prefer flatter hierarchies, open communication and more participation, while older employees may prefer a clearer hierarchy and more authoritarian leadership.

What does a generation manager do?

Generation managers ensure that relevant knowledge for the company's development is secured within the company. They help employees to better understand each other and their differences, e.g. in terms of mentality, age and individual attitudes to work and career.  

1. identify mentalities and attitudes

As a first step, every generation manager should look into the respective mentalities and attitudes of the age-generative teams in order to better assess their attitude towards performance and self-realization.

2. recognize unconscious prejudices

The second step is to transform unconscious prejudices and divisive bias into a trusting and successful collaboration. This means ensuring that employees approach each other even more and that the strengths of individual generations are better recognized and utilized so that every age group in the team feels equally valued.

3. recruiting and target group-oriented communication

Generation managers also deal intensively with the topic of recruiting. How should job advertisements be formulated? How do we attract baby boomers who are already toying with retirement and young people from Generation Z? Benefits that match the interests of the different generations also play an important role. Target group-oriented communication and the question of which target group is reached via which channels is also an important topic.

4. develop strategies for inclusion

Generation managers also look at the status quo, the company's current branding, structures, benefits and corporate communications. From this, tailored strategies for inclusion are developed in order to implement a changed mindset for process-oriented thinking, successfully attract and retain the necessary personnel and create modern framework conditions so that people of all ages can develop and feel safe at work.

Who can become a generation manager?

The training is aimed at employees from a wide range of companies who want to successfully mediate between the generations: This includes HR experts, managers, social workers, works councils, HR managers and employees who are concerned about diversity and personnel development.

What does the "GenIHK" certification course offer?

A certification course with the pme Familienservice offers practical methods for successfully implementing what you have learned. You have the opportunity to develop an individual concept for your company and benefit from expert exchange and close support.

Joint exchange opportunities and flexible working methods such as online meetings and self-study for self-reflection enable effective learning that can be easily integrated into everyday working life.

A certification course with the IHK offers a recognized qualification that is practice-oriented and directly tailored to the requirements of the job market. The course provides you with relevant skills and knowledge that can improve your career opportunities. It also offers the opportunity to build valuable networks and keep your knowledge up to date.

An IHK certificate signals credibility and trust and strengthens your professional image towards potential employers, customers and business partners.

Structure of the certification course for generation managers

The training course comprises a total of 50 teaching units, of which 8 units are reserved for self-study and can be completed flexibly.

The remaining 42 teaching units will be held online, but in the form of live events taking place over a period of 3 weeks on Mondays and Tuesdays. Each of these online meetings lasts from 9 am to 4 pm.

The training also includes e-learning modules. During these modules, the self-study time amounts to a total of 8 hours.

Within this framework, four days are scheduled for live units, which are conducted digitally in the form of dialog-oriented webinars. In between, the participants work independently on the basic thematic knowledge in suitable e-learning modules, which present the content in a clear audiovisual way and deepen it in interactive exercises.

In the live units, what has been learned is then reflected on and discussed in the context of the respective company in order to promote practical application. This digital format not only enables efficient and uncomplicated access to the learning materials, but also promotes a lively exchange between the participants. The fifth day can optionally be organized as a face-to-face event and concludes with a standardized test procedure.

The certificates are presented by the IHK after the training.