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Alpine destinations have a large number of decentralized actors who behave autonomously, but they jointly contribute to the tourism product of the destination. Guests expect quality standards comparable to those they experience in large businesses. Leadership is needed that goes beyond pure management tasks. The analysis of “Showcase Stubai” reveals how leadership for an alpine destination in Austria initiated a successful development of summer tourism by means of courageous goals, simple processes, and regionally adapted measures. The destination of Stubai is increasingly becoming a model for the hiking theme in the alpine region. Impressive numbers, data, and facts have confirmed the achievement of this development throughout the last five years.

In this chapter, the analysis-action nexus will be addressed by reviewing studies from across the chapters. The broad themes covered have included governance and sustainability, consumer benefits and experiences, and networking among entrepreneurs and associated opportunities. It is argued that addition to tourism intelligence often lies in improving communication, building trusted connections, and affirming local networks. A focus on the need for trust, the use of tools for insights, the value of identifying new trends, and understanding target markets, together with the usefulness of training and an appreciation of time, help smooth the journey along the long and winding road from analysis to action.

Purpose: We critically examine the idea of neurodiversity, or the uniqueness of all brains, as the foundation for the neurodiversity movement, which began as an autism rights movement. We explore the neurodiversity movement's potential to support cross-disability alliances that can transform cultures.

Methods/Approach: A neurodiverse team reviewed literature about the history of the neurodiversity movement and associated participatory research methodologies and drew from our experiences guiding programs led, to varying degrees, by neurodivergent people. We highlight two programs for autistic university students, one started by and for autistics and one developed in collaboration with autistic and nonautistic students. These programs are contrasted with a national self-help group started by and for stutterers that is inclusive of “neurotypicals.”

Findings: Neurodiversity-aligned practices have emerged in diverse communities. Similar benefits and challenges of alliance building within versus across neurotypes were apparent in communities that had not been in close contact. Neurodiversity provides a framework that people with diverse conditions can use to identify and work together to challenge shared forms of oppression. However, people interpret the neurodiversity movement in diverse ways. By honing in on core aspects of the neurodiversity paradigm, we can foster alliances across diverse perspectives.

Implications/ Values: Becoming aware of power imbalances and working to rectify them is essential for building effective alliances across neurotypes. Sufficient space and time are needed to create healthy alliances. Participatory approaches, and approaches solely led by neurodivergent people, can begin to address concerns about power and representation within the neurodiversity movement while shifting public understanding.