ERC Proof of Concept Grant
ERC-2026-PoC call funding ERC grantees to explore the innovation potential of their frontier research; a lump sum of EUR 150,000 for a period of 18 months, with one application per Principal Investigator per call.
ERC Plus Grant 2026
The ERC Plus Grant supports a single principal investigator pursuing an ambitious, transformative frontier-research project beyond the scope of existing ERC grants, with four to seven years of lump-sum funding.
Connecting structure and function in early visual circuits
How does the brain interpret signals from the outside world? Walking through a park, you might take for granted the ease with which you can understand what you see. Rather than seeing a series of still snapshots, you are able to see simple, fluid movement — of dogs running, squirrels foraging, or kids playing basketball. You can track their paths and know where they are headed without much thought. “How does this process take place?” asks Rudy Behnia, PhD, a principal investigator at Columbia’s Mortimer B. Zuckerman Mind Brain Behavior Institute. “For most of us, it’s hard to imagine a world where we can’t see motion, shapes, and color; where we can’t have a representation of the physical world in our head.” And yet this representation does not happen automatically — our brain has no direct connection with the outside world. Instead, it interprets information taken in by our senses. Dr. Behnia is studying how the brain builds these representations. As a starting point, she focuses on how we see motion
A Manifesto for Big Team Science
Progress in psychology has been frustrated by challenges concerning replicability, generalizability, strategy selection, inferential reproducibility, and computational reproducibility. Although often discussed separately, I argue that these five challenges share a common cause: insufficient investment of resources into the typical psychology study. I further suggest that big team science can help address these challenges by allowing researchers to pool their resources to efficiently and drastically increase the amount of resources available for a single study. However, the current incentives, infrastructure, and institutions in academic science have all developed under the assumption that science is conducted by solo Principal Investigators and their dependent trainees. These barriers must be overcome if big team science is to be sustainable. Big team science likely also carries unique risks, such as the potential for big team science institutions to monopolize power, become overly conservative, make mistakes at a grand scale, or fail entirely due to mismanagement and a lack of financial sustainability. I illustrate the promise, barriers, and risks of big team science with the experiences of the Psychological Science Accelerator, a global research network of over 1400 members from 70+ countries.