»People are more likely to support projects when they are intrinsically motivated«
In conversation with Beccs Riley, sensitivity consultant, board member of the Minzgespinst collective and economics student
Why is diversity so important to you?
Beccs Riley: I’m an autistic, openly non-binary trans person with a severe disability who also requires care. So I didn’t really have a choice. I founded Minzgespinst in 2020, and we became a registered association in 2024. My team consists entirely of people who are chronically ill, neurodivergent and/or severely disabled. We want to spark a quiet revolution. We’re weaving something new out of fine threads of candy floss (Gespinst, or weave), with a certain sharpness (Minz, or mint) that can sometimes feel uncomfortable.
What do you mean by a “quiet revolution”?
Often, someone decides: “We’re going to do something about diversity now.” But if there’s no communication about why that decision was made or who stands to benefit, resistance builds. For me, a quiet revolution means acknowledging the projections and concerns people in the team bring with them—and involving them in the decision. That way, we move from “we have to do this” to “we want to do this”.
People simply support projects more when they are intrinsically motivated.
What mistakes do people make when they think about inclusion?
Inclusion is often treated as a kind of charity project. Disabled people are frequently the subject of research but not involved in its development on an equal footing. But we’re not just objects—we’re subjects, with our own perspectives and views. And we shouldn’t forget that 97 percent of disabilities are not present from birth. Inclusion measures are also preventive measures.
In May 2026, Adlershof is hosting its Diversity Conference for the fourth time. Why is inclusion so important for diversity in working life?
When organisations recognise and build on existing diversity, they benefit on several levels. Obviously, you get more—and more creative—solutions when different perspectives are included. But on a deeper level, it also strengthens resilience, conflict competence, and, ultimately, democracy— because contradictions can be acknowledged and even resolved. Diversity creates complexity and, from that, innovation emerges. A good example is dropped kerbs: Originally designed for wheelchair users, they also benefit pushchairs, bicycles, walking frames and suitcases. The same applies to electric toothbrushes.
Neurodivergence is an important topic. How can workplaces better support people with autism or ADHD, for example?
At the team level: start with a simple “good morning”. Structurally: learn to tolerate complexity—and ask questions. There’s no one-size-fits-all solution. Should everyone work in an open-plan office or in individual rooms? Is there a fixed desk, or a flexible system? For many people with ADHD, flexible arrangements can work well. For autistic people, they can be a nightmare, because constant change disrupts the routines they rely on.
In your keynote “Inclusion—from microcosm to macrocosm” at the Diversity Conference, you offer practical guidance for implementing inclusion in everyday working life. Can you provide a manual for dismantling barriers?
Barriers in people’s minds are invisible— that’s why I don’t start by trying to remove them. Instead, I encourage people to question their existing structures. If everyone shares the first solution that comes to mind, you immediately see a range of different approaches. That’s how new structures can begin to emerge.
Susanne Gietl for Potenzial
Diversity Conference Adlershof - WISTA Management GmbH