The LHCb upgrade I

The LHCb upgrade represents a major change of the experiment. The detectors have been almost completely renewed to allow running at an instantaneous luminosity five times larger than that of the previous running periods. Readout of all detectors into an all-software trigger is central to the new design, facilitating the reconstruction of events at the maximum LHC interaction rate, and their selection in real time. The experiment's tracking system has been completely upgraded with a new pixel vertex detector, a silicon tracker upstream of the dipole magnet and three scintillating fibre tracking stations downstream of the magnet. The whole photon detection system of the RICH detectors has been renewed and the readout electronics of the calorimeter and muon systems have been fully overhauled. The first stage of the all-software trigger is implemented on a GPU farm. The output of the trigger provides a combination of totally reconstructed physics objects, such as tracks and vertices, ready for final analysis, and of entire events which need further offline reprocessing. This scheme required a complete revision of the computing model and rewriting of the experiment's software

Promoting physical activity participation through social identity leadership: Evidence from two empirical studies

Although physical activity participation has numerous physiological and psychological benefits, inactivity rates remain high, and a greater understanding of the factors that drive participation is needed. Recent research points to a positive relationship between the strength of individuals’ social identification as a member of a particular physical activity group (e.g., an exercise group or sports team) and their group-relevant participation (e.g., in group training sessions and events). Building on this, we provide evidence from two empirical studies (one cross-sectional, one over time; combined N = 769) that, by engaging in social identity leadership, physical activity leaders may promote group members’ greater group identification and, through this, greater levels of group-relevant participation. Extending growing evidence for the influence of various social factors (e.g. social support, social capital) on individuals’ physical activity behaviours, findings highlight the potentially salient impact of physical activity leaders. Particularly, in line with identity leadership theorising, they point to the benefits of these leaders striving to create, represent, advance, and embed a shared sense of ‘us’ among the groups they lead

Leading ‘us’ to be active: The positive relationship between social identity leadership, group identification, and physical activity participation

Growing evidence indicates that when people develop a strong social identity (i.e. a strong self - definition) as a member of a particular physical activity group (e.g. a sports team or exercise group) it has positive implications for their participation in group - relevant activity. Despite this, the relationship between physical activity leaders engagement in social identity leadership — a theoretical perspective which asserts that successful leadership depends on a leaders capacity to create, rep resent, advance, and embed a shared sense of identity (i.e. a shared sense of 'us') among group members — and group members' participation has not been tested. Indeed, no studies have examined the relationship between any particular type of leadership and group members' participation in these settings. Building on promising findings in other domains, we hypothesized positive associations between (1) group members' perceptions of their physical activity leaders engagement in social identity leadership and their own group identification, and (2) members' group identification and their physical activity participation. We also hypothesized an indirect effect of perceptions of leader engagement in social identity leadership on members' participation through group identification

Examining the role of Donald Trump and his supporters in the 2021 assault on the U.S. Capitol: A dual-agency model of identity leadership and engaged followership

This article develops a dual‐agency model of leadership which treats collective phenomena as a co‐production involving both leaders and followers who identify with the same social group. The model integrates work on identity leadership and engaged followership derived from the social identity approach in social psychology. In contrast to binary models which view either leaders or followers as having agency, this work argues that leaders gain influence by defining the parameters of action in ways that frame the agency of their followers but leave space for creativity in how collective goals are accomplished. Followers in turn, exhibit their loyalty and attachment to the leader by striving to be effective in advancing these goals, thereby empowering and giving agency to the leader. We illustrate the model primarily through the events of 6th January 2021 when Donald Trump’s exhortations to his supporters that they should ‘fight’ to ‘stop the steal’ of the 2020 election was followed by an attack on the United States’ Capitol. We argue that it is Trump’s willing participation in this mutual process of identity enactment, rather than any instructions contained in his speech, that should be the basis for assessing his influence on, and responsibility for, the assault

Promoting open science: a holistic approach to changing behaviour

In this article, we provide a toolbox of recommendations and resources for those aspiring to promote the uptake of open scientific practices. Open Science encompasses a range of behaviours that aim to improve the transparency of scientific research. This paper is divided into seven sections, each devoted to different groups or institutions in the research ecosystem: colleagues, students, departments and faculties, universities, academic libraries, journals, and funders. We describe the behavioural influences and incentives for each of these stakeholders as well as changes they can make to foster Open Science. Our primary goal, however, is to suggest actions that researchers can take to promote these behaviours, inspired by simple principles of behaviour change: make it easy, social, and attractive. In isolation, a small shift in one person’s behaviour may appear to make little difference, but when combined, many shifts can radically alter shared norms and culture. We offer this toolbox to assist individuals and institutions in cultivating a more open research culture.Samuel G. Robson, Myriam A. Baum, Jennifer L. Beaudry, Julia Beitner, Hilmar Brohmer, Jason M. Chin, Katarzyna Jasko, Chrystyna D. Kouros, Ruben E. Laukkonen, David Moreau, Rachel A. Searston, Heleen A. Slagter, Niklas K. Steffens, Jason M. Tangen, Amberyn Thoma