What a Two-Week Sport Camp Revealed About Autism and Participation
A two-week multidisciplinary sports camp studied by Cei and colleagues through parents’ reports of children's experiences.
Evidence-led analysis of Human Performance, Decision Making, Leadership and the forces that shape how people perform under pressure.
Revisiting Alberto Cei’s 1994 approach to attention assessment and match analysis in elite football.
A two-week multidisciplinary sports camp studied by Cei and colleagues through parents’ reports of children's experiences.
Leadership is not a title or a universal personality type. It is the practice of creating direction, conditions for coordinated action and accountability under real constraints.
Pressure does not erase expertise. It can redirect attention, increase self-monitoring or fill limited mental capacity with consequences that compete with the task.
A serious political consultant is not paid to protect the candidate from contradiction. The job is to improve decision quality and keep inconvenient information alive long enough to matter.
Explore ALTIUS through its core authority areas: Human Performance, Decision Making and Leadership, supported by research in psychology, communication, sport and society.
A research feature on concentration and self-talk in football through the work of Mirko Farina and Alberto Cei.
An evidence-conscious editorial overview of research by Alberto Cei, published in 2011.
Early physical advantage can look like lasting football potential. Research suggests selectors should be careful about treating the two as equivalent.
Consensus can be valuable. The risk begins when agreement is treated as proof that a group has examined the right information.
What happens when the body begins to say no after decades of being an athlete? Alberto Cei examines the deeper challenge of retirement: discovering who you are when sport can no longer define you.
Elite performance is visible in competition, but much of what makes it possible is built earlier through recovery, sleep, nutrition, load management and psychological preparation.
Leaders are often told to be more direct. Recent organisational research suggests a better question: what does the listener need to understand, infer and own after the message?
Belonging is one of the strongest forces in collective life. The harder question is whether identity can remain intact when the group disagrees.
Healthy groups need coordination, but coordination becomes dangerous when loyalty is confused with surrendering judgement.
Competence answers whether an institution can act. Integrity and accountability shape what people expect it to do with that capacity. Trust cannot be reduced to performance alone.
Silence inside an organisation is easily mistaken for agreement. Yet people often withhold useful information because experience has taught them to question either the safety or the usefulness of speaking.
A suggestion from a peer and the same suggestion from a powerful leader are not the same message. Hierarchy changes the practical meaning of language.