Cover image of the Neurodiversity Initiative featuring a colorful brain
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14.04.2026 Ifenna Ekezie 12975

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 Burnout among employees: What managers need to know

Man on a tightrope in the mountain
13.10.2021 Sabrina Ludwig 41542

Burnout among employees: What managers need to know!

When a team colleague returns to work after a burnout, colleagues and managers almost always ask themselves with some concern: How should we deal with him or her? Will he or she be back at work? Carola Kleinschmidt is a trainer and expert on burnout and knows how managers can manage this balancing act.

Psychologist and Managing Director of Oberbergkliniken. For many years, she established concepts for mental health in the workplace in companies. Kentgens gives many educational talks and workshops in companies of all sizes, and wherever she goes, she always encounters the same uncertainty: "How do I as a colleague or boss deal with the person coming back from illness?

This is a question that concerns a lot of people," explains Kentgens. "The questioners in another department have often seen someone come back to the office but only stay at work for a few hours and then go home again. And they asked themselves: Is he allowed to do that because he was ill? Will that always be the case now?".

Reintegration after burnout: in stages from four to eight weeks

"There is usually a misunderstanding here," explains psychologist Kentgens. Bosses and colleagues often don't know that those returning to work are doing a phased reintegration . During this time, they are still officially on sick leave and the health insurance companies pay the wage costs.

As a rule, a gradual reintegration takes four to eight weeks. This period gives returnees the opportunity to gradually acclimatize to everyday working life and their activities again - without too much pressure. "During this time, special arrangements apply that are underpinned by medical or therapeutic advice. There is an agreed step-by-step plan, which is ideally agreed between the returnee, the person receiving treatment, the manager, the HR department, the works council and the company doctor," explains Kentgens. This means that it is quite possible that only a few hours of work per day have been agreed initially or that other special regulations apply to the employee during this time. Ideally, the employee's resilience will increase continuously.

How to deal with a colleague?

Of course, colleagues who don't know this quickly see someone from the outside who is only able to cope with little stress. And it is not uncommon for this initial image of the returnee to become established. A vicious circle can begin: You don't trust the employee to do much - and thus deprive them of the chance to fully reintegrate into day-to-day business.

"We therefore advise managers to communicate the employee's current status within the company to the team. Temporary special arrangements that have been negotiated with the person concerned, such as no business trips or reduced customer contact, should also be communicated so that the team is aware."

Such agreements can still apply between managers and employees even after gradual reintegration. Even then, it is best to communicate this to everyone. This transparency makes it much easier to reintegrate the returnee into the team and prevents rumors, false consideration and gossip.

After the burnout: no false consideration

Once reintegration is complete, which is usually the case after four to eight weeks, the employee is healthy again and can be fully deployed in the company.

"After reintegration and when any special arrangements have expired, the employee is considered fully resilient again," explains Kentgens. From the psychologist's point of view, this is the right thing to do, as there is a risk, especially after a mental health crisis, that the person will remain in a certain protective posture - or be pushed into the corner of "he's no longer resilient" by those around him out of false consideration."

Such developments are counterproductive for health and, above all, for recovery," explains Kentgens. The aim of reintegration is therefore for the employee to be able to return to their old job with the usual stresses and strains. Ideally, after successful treatment, the employee's attitude, resilience and resistance to stress will have improved - including the ability to say "no" from time to time.

"The biggest concern of those affected is that they will be looked at the wrong way when they return to the company."

If the employee notices before returning to work or during the reintegration process that they no longer want to carry out certain activities that were previously part of their duties, then it is not up to the manager or team to automatically take them off their hands. Rather, it is up to the employee to change their tasks and workload, explains Kentgens. This means that they can negotiate their tasks with their manager and also at HR department level in order to make the work suitable for them.

Talks as part of the reintegration process can also be the place for such adjustments. For example, some burnout sufferers want to reduce their working hours or look after fewer customers than before, and in some cases also want to move to other positions with less responsibility. "This clear appeal to the personal responsibility and clarity of those formerly affected may sound rigid," says Kentgens. But she knows from the everyday experience of therapists who work with burnout sufferers: "The biggest concern of those affected is that they will be looked at the wrong way for months after returning to the company, that they are no longer trusted to do anything and that this is precisely why they will not be able to perform again". Clarity in the reintegration process counteracts this discrimination and is therefore beneficial - for everyone involved.

 

About Carola Kleinschmidt:

Carola Kleinschmidt is a graduate biologist, journalist and certified trainer (additional training in communication psychology, Schulz-von-Thun Institute/University of Hamburg).

She has been working on the topic of "health and the world of work" for 15 years. Stern magazine described her non-fiction book "Bevor der Job krank macht" (Before the job makes you ill) as "one of the best books on the subject of burnout". It has sold over 25,000 copies. Follow-up books: "Das hält keiner bis zur Rente durch" (2014), "Burnout - und dann?" (2016). Carola Kleinschmidt gives lectures and workshops in organizations and companies on the topic of "Good Work & Mental Health". www.carolakleinschmidt.de

 

 

 

Literature tip: "Burnout - and then?" (2016)

Every year, millions of people get back to life after a burnout. They all ask themselves: How will my life go on? Should I expect relapses? What and how much do I need to change in my life?

Carola Kleinschmidt has accompanied many sufferers over the years. She describes what life is like after the crisis, what difficulties arise in the new everyday life and what characterizes the people who leave the spiral of exhaustion behind them for good. Short interviews with experts place the individual experiences in a broader picture and explain which strategies are most suitable. The result is a comprehensive picture of how to find your way back to a positive attitude to life after a burnout and ensure that it stays that way.