3 . Three young American men were on a crowded train when they encountered a heavily armed terrorist. With little regard for their personal safety, they rushed the terrorist and controlled him. Only some people seem capable of this split-second form of heroism. Why some men rise to the occasion — and others don’t — has been a bit tricky to explain. Psychologists have explored this question through biological and personality psychology.

Of course, heroism and courage can appear in many forms, and men and women risk their reputations, health, and social standing to do what they think is right. When it comes to physically risky bravery, people assume that men will take the lead. There are sound biological reasons for this fixed image. One of the most common fears in men is that they’ll be outed as a coward (懦夫), and a man who fails to display physical courage will suffer damage to his reputation in a way that a woman will not. Throughout human history, attaining a position of high status or dominance among one’s peers (同龄人) has been the ticket that needs to get punched for men to attract mates and father children.

People tend to have an idea of what heroes are like. When rating the personalities of movie heroes, participants expected them to be more careful and hard-working, open to experience, agreeable, and emotionally stable than the average person. But some studies indicate that people who exhibit heroic behavior score high on personality usually associated with madmen: risk-taking, sensation seeking, coolness under stress, and a tendency to take over in social situations.

The study of the relationship between personality and heroism is at an early stage. Psychologists are still at a loss to predict in advance who will heroically step up when needed. Often, the hero is an otherwise ordinary person who finds himself in extraordinary circumstances. Meanwhile, some individuals trained to behave heroically might hesitate during a crisis. Future disasters will cry out for further acts of true heroism. Hopefully, the right mix of circumstances and personalities enable courage to carry the day.

4 . While an analysis of the Global Dietary Database for the years 1990, 2005, and 2018 found overall consumption of sweetened drinks increased—by nearly 16% worldwide over the 28-year period studied—regional intake widely varied, researchers say.

Sugary drinks have been widely associated with overweight and heart related diseases, which are among the leading causes of death and years lost to disability globally. Many national guidelines recommend limiting added sugars to less than 5% to 10% of daily calories, and because sodas (汽水) add no nutritional value, some countries tax their consumption to help their residents meet this goal.

The study, published in Nature Communications, is the latest presentation of how adults in 185 countries drink sugar-sweetened beverages (饮料). Intakes varied widely by world region. In 2018, the average person consumed 2.7 servings of sugary drinks per week, but this ranged from 0.7 servings per week in South Asia to 7.8 servings per week in Latin America. And some of the highest sugary drink intakes in the world were among urban, highly educated adults in Sub-Saharan Africa (12.4 servings per week) and in Latin America (8.5 servings per week). “We were struck by the wide variations by world regions in 2018; that Latin America had the largest intakes at all time points despite an overall decrease overtime; and that Sub-Saharan Africa had the greatest increases across all time points,” says Laura Lara-Castor, a PhD candidate at Tufts University.

“These results suggest that more work is needed such as marketing regulations, food labeling, and soda taxes.” Information from the Global Dietary Database, which gathers hundreds of survey results, also revealed a relationship between sugary beverages and socio-economic status. “Sugar-sweetened beverage intake has increased in the past few decades despite efforts to decrease their appeal,” says researchers. “Some populations are especially easily affected, and our findings provide evidence to inform the need and design of national and more targeted policies to reduce their intake worldwide.”

7 . Film Puts Justifiable Defense in Spotlight

The film, Article 20, directed by Zhang Yimou, draws its name from Article 20 of the Criminal Law, which focuses on the sometimes controversial legal concept of justifiable defense. Drawing inspiration from real-life cases of justifiable defense, the film gained widespread attention and struck a chord with the public during the Spring Festival holiday. The movie calls for a de tailed interpretation of legal terms and urges against compromising on unlawful conduct.

According to the Criminal Law, when a person, faced with an unlawful attack, takes action to protect his or her own rights or interests or those of others, and the attacker is thereby harmed, the defender will be considered to have acted in justifiable defense and will not bear criminal responsibility. For some time, justifiable defense has been regarded as a “dormant clause” (沉寂条款), due to the influence of misconceptions, such as “whoever is injured or killed is right”.

But the true meaning of the law should be to increase the responsibility for wrongdoers, rather than burdening good people. Recent cases have shown that, for ordinary citizens, justifiable defense is no longer a pipe dream. A high-profile case in Kunshan, Jiangsu province, in 2018 served as a wake-up call and caught the attention of authorities regarding such cases. In that case, a traffic argument led to a motorist who took a knife with him confronting another man. The motorist was killed, and police and judges determined that the defender’s actions constituted justifiable defense. Since then, the justifiable defense clause has been applied in several places across the nation. The concern over justifiable defense reflects the public’s demand for fairness, justice, security and rule of law.

Luo Xiang, a renowned professor of criminal law at China University of Political Science and Law, said in a recent comment about the film Article 20 that the public and judges should avoid taking a “godlike” perspective. Instead, they should consider the situation in which the defender was involved, empathize with the defender’s position, and stop themselves from making excessive demands on the defender, Luo said.

8 . The first person to receive a brain-monitoring device from neurotechnology company Neuralink can control a computer cursor(光标) with his mind, Elon Musk, the firm’s founder, revealed this week. But researchers say that this is not a major feat — and they are concerned about the secrecy around the device’s safety and performance.

Musk announced on 29 January that Neuralink had implanted a brain–computer interface (BCI) into a human for the first time. Neuralink, which is headquartered in Fremont, California, is the third company to start long-term trials in humans.

The Neuralink chip contains 64 flexible polymer threads, providing 1,024 sites for recording brain activity according to the company’s study brochure. That is considerably more than Blackrock Neurotech’s BCIs, the only other single-neuron recording system to have been implanted long-term in humans. So the Neuralink device can improve brain–machine communication.

The company has also produced a surgical robot for inserting its device. But it has not confirmed whether that system was used for the first human implant. Details about the first recipient are also scarce, although Neuralink’s volunteer recruitment brochure says that people with quadriplegia(四肢瘫痪者) stemming from certain conditions “may qualify”.

This week, Musk said on Spaces — an audio component of his social-media platform X — that the volunteer “seems to have made a full recovery, with no ill effects that we are aware of” and “is able to move a mouse around the screen by just thinking”.

To researchers working on implanted neurotechnologies, this achievement is underwhelming. Controlling a computer mouse with one’s thoughts could enable people living with paralysis to regain some independence and functionality. But it is a far cry from Musk’s ambitions for the Neuralink device. “Imagine if Stephen Hawking could communicate faster than a speed typist or auctioneer,” Musk wrote last month on X. “That is the goal.”

However, even more important at this stage, researchers say, is safety — of both the device and the surgery. Sheth says he and other researchers are in the dark about the system’s first application in the clinic.

10 . How many bosses could rely on their employees threatening to quit in mass if they were abruptly forced out? Sam Altman received such a show of support from more than 700 staff after he was fired from Open AI that he was swiftly restored to his position by the board. But this level of loyalty is not typical and may not always be a good thing.

Management experts say staff who are loyal to their employer are inclined to invest more time and effort in their jobs, helping to create an engaged and higher performing workplace. In turn they receive promotions and pay rises. They have a greater sense of belonging and potentially a longer career at the same organisation. But it is not all rosy. People who are too loyal are more likely to take actions that are deemed wrong to keep their jobs and protect their employer, according to a 2021 academic paper. They might overlook wrongdoing and be less likely to expose corruption. Loyalty is sometimes seen as such a force for good that it can be used to justify bad behavior.

Often companies and senior bosses are the real winner a of employee loyalty. Research led by Matthew Stanley at Duke University’s Fuqua School of Business published this year, found that managers were more likely to exploit loyal individuals. Stanley recruited almost 1,400 managers to read about a fictional 29-year-old employee called John, who worked for a company that was trying to keep costs down. They had to decide how willing they would be to ask John to work longer hours and take on more work without more pay. Researchers created various situations including labelling John as loyal versus other traits such as honest and fair. Managers were more willing to ask loyal John to take on the burden of unpaid work.

However, Consultancy Gallup’s latest state of the workplace report showed that half of the 122, 416 employees who took part in a global survey were looking out for new work. “You can’t guarantee anyone will stick around these days,” says a consultant who advises boards. This is particularly true of younger generations. They trust their bosses less and are not as patient when it comes to career progression, seeing little benefit in keeping their heads down and following orders if they do not see results quickly.