Development of a video analysis protocol and assessment of fall characteristics in equestrian cross-country eventing.

Cross-country eventing is one of the highest-risk sporting activities for serious injury outcomes. This study investigated relationships between fall characteristics and high-risk falls at jumps in cross-country eventing. A video analysis protocol was systematically developed to analyze 87 video recordings of high-risk rider falls; defined as when the rider's head impacted the ground and/or where there was potential horse impact with the rider. Falls were classified according to competition type, jump type, horse-related, and rider-related factors. At least one high-risk fall characteristic was observed in 45 of 87 examined falls. Multivariable best subsets regression identified five independent variables explaining 38.4% of the variance in the number of high-risk falls. Increased likelihood of high-risk falls was associated with continuation of horse direction or speed upon rider ground impact, higher jump approach speed, changes in rider body posture upon landing, rider air jacket usage, and reduced rider fall time. The Eventing Fall Assessment Instrument (EFAI) video analysis protocol (attached as supplementary material) facilitated systematic examination of multiple characteristics associated with high-risk falls and identified likely influential characteristics. Based on EFAI and subsequent data analyses, findings suggest optimized approach speed for correct striding and take-off; jump design to enable run-out; and rider training could help reduce the occurrence of high-risk falls. Air jacket usage and their design characteristics warrant further investigation.

The 2020 Five Domains Model: Including Human-Animal Interactions in Assessments of Animal Welfare.

Throughout its 25-year history, the Five Domains Model for animal welfare assessment has been regularly updated to include at each stage the latest authenticated developments in animal welfare science thinking. The domains of the most up-to-date Model described here are: 1 Nutrition, 2 Physical Environment, 3 Health, 4 Behavioural Interactions and 5 Mental State. The first four domains focus attention on factors that give rise to specific negative or positive subjective experiences (affects), which contribute to the animal's mental state, as evaluated in Domain 5. More specifically, the first three domains focus mainly on factors that disturb or disrupt particular features of the body's internal stability. Each disturbed or disrupted feature generates sensory inputs which are processed by the brain to form specific negative affects, and these affects are associated with behaviours that act to restore the body's internal stability. As each such behaviour is essential for the survival of the animal, the affects associated with them are collectively referred to as "survival-critical affects". In contrast, Domain 4, now named Behavioural Interactions, focusses on evidence of animals consciously seeking specific goals when interacting behaviourally with (1) the environment, (2) other non-human animals and (3) as a new feature of the Model outlined here, humans. The associated affects, evaluated via Domain 5, are mainly generated by brain processing of sensory inputs elicited by external stimuli. The success of the animals' behavioural attempts to achieve their chosen goals is reflected in whether the associated affects are negative or positive. Collectively referred to as "situation-related affects", these outcomes are understood to contribute to animals' perceptions of their external circumstances. These observations reveal a key distinction between the way survival-critical and situation-related affects influence animals' aligned behaviours. The former mainly reflect compelling motivations to engage in genetically embedded behavioural responses, whereas the latter mainly involve conscious behavioural choices which are the hallmarks of agency. Finally, numerous examples of human-animal interactions and their attendant affects are described, and the qualitative grading of interactions that generate negative or positive affect is also illustrated.

SMART: Sensitivity models for animals in response to training.

Trained responses are said to be under stimulus control when they appear reliably and exclusively on cue. The SMART system is a conceptual, three-dimensional graphic that uses four quadrants to chart a horse's responsiveness to various cues from two reins and the trainer's legs and seat. The current plots have been designed for ridden horses. The models assume that the trainer's cues are bilaterally equivalent, unless the intention is to signal a turn or a lateral movement. The extent to which 'go' signals manifest as straight, forward locomotion reflect the bilateral balance of the horse's reactions to the trainer. The Z-axis shows the probability of a favourable response for the specific strength of stimulus from the trainer relative to competing stimuli from other sources. Where Z is 0 for a particular value of X and Y, the horse shows no desired response to the trainer. The X-axis shows left versus right movement; the Y-axis shows 'stop' versus 'go'.

Overshadowing: a silver lining to a dark cloud in horse training.

Overshadowing is a process known in behavioral science that occurs when two stimuli of different strengths are applied simultaneously to a nonhuman animal. Typically, the stronger stimulus overshadows the weaker one, resulting in attenuation of the weaker stimulus. This phenomenon explains ways in which the decreased responsiveness and consequent conflict behaviors (and possibly learned helplessness and wastage) in some performance horses can result from the application of two concurrent aversive stimuli. Despite some adverse consequences in the context of ridden horses, overshadowing can have serendipitous benefits because it offers an efficient method of desensitization for certain stimuli that are sometimes highly aversive: the saddle/girth pressure, clippers, aerosols, and needles. Desensitization with concurrent overshadowing appears to be comparatively rapid, particularly with highly aversive stimuli, possibly because attentional mechanisms are diverted to the more salient stimulus. It is important to note that, following the overshadowing procedure, the effects appear to be retained when assessed on subsequent days. Using 4 examples, this article presents a preliminary exploration of the beneficial use of a poorly understood, underutilized--yet promising--phenomenon that warrants further investigation.

Discovering your authentic leadership.

The ongoing problems in business leadership over the past five years have underscored the need for a new kind of leader in the twenty-first century: the authentic leader. Author Bill George, a Harvard Business School professor and the former chairman and CEO of Medtronic, and his colleagues, conducted the largest leadership development study ever undertaken. They interviewed 125 business leaders from different racial, religious, national, and socioeconomic backgrounds to understand how leaders become and remain authentic. Their interviews showed that you do not have to be born with any particular characteristics or traits to lead. You also do not have to be at the top of your organization. Anyone can learn to be an authentic leader. The journey begins with leaders understanding their life stories. Authentic leaders frame their stories in ways that allow them to see themselves not as passive observers but as individuals who learn from their experiences. These leaders make time to examine their experiences and to reflect on them, and in doing so they grow as individuals and as leaders. Authentic leaders also work hard at developing self-awareness through persistent and often courageous self-exploration. Denial can be the greatest hurdle that leaders face in becoming self-aware, but authentic leaders ask for, and listen to, honest feedback. They also use formal and informal support networks to help them stay grounded and lead integrated lives. The authors argue that achieving business results over a sustained period of time is the ultimate mark of authentic leadership. It may be possible to drive short-term outcomes without being authentic, but authentic leadership is the only way to create long-term results.

Are leaders portable?

Does management talent transfer from one company to another? The market certainly seems to think so. Stock prices spike when companies announce new CEOs from a talent generator like General Electric. But how do these executives perform over the long term? The authors studied the careers of 20 former GE executives who went on to lead other major organizations, with strikingly uneven results. Even the best management talent, the authors found, is transferable only if it maps to the challenges of the new environment. More specifically, the authors identified five types of skills that may or may not transfer to a new job: general management human capital, or the skills to gather, cultivate, and deploy financial, technical, and human resources; strategic human capital, or individuals' expertise in cost cutting, growth, or cyclical markets; industry human capital, meaning the technical and regulatory knowledge unique to an industry; relationship human capital, or the extent to which a manager's effectiveness can be attributed to his or her experience working with colleagues or as part of a team; and company-specific human capital, or the knowledge about routines and procedures, corporate culture and informal structures, and systems and processes that are unique to a company. The GE executives' performance as CEOs depended on whether their new organizations were able to leverage each type of skill. The authors'findings challenge the conventional wisdom on human capital, which holds that there are two types of skill: general management, which is readily transferable, and company specific, which is not. In fact, they argue, other types of management capabilities can make a significant contribution to performance, and company-specific skills can be an asset in a new job.