Albert-László Barabási, Linked – The New Science of Networks, Perseus, Cambridge, 2002. Duncan J. Watts, Six Degrees – The Science of a Connected Age, William Heinemann, Londres, 2003.

Com a criação da teoria das redes, assistiu-se nos últimos anos a uma revolução científica de carácter interdisciplinar Não é uma teoria inteiramente nova, tendo sido precedida pela criação por P. Erdvos, nos anos sessenta, da teoria dos grafos aleatórios. Esta última é uma teoria puramente matemática, donde termos escrito “grafo” em lugar de “rede”. Apenas recentemente podemos falar de uma efectiva teoria das redes reais, e isso devido ao abandono de algumas das ideias essenciais avançadas por Erdvos, em especial a ideia de partir de um conjunto previamente dado de nós, os quais de seguida vão sendo conectados aleatoriamente com probabilidade p. Este quadro geral começou a ser modificado pelo chamado modelo dos “mundo-pequenos” proposto em 1998 por Duncan Watts e Steve Strogatz, modificação que se tornou ainda mais radical quando, em 1999, Albert Barabási e colaboradores propuseram um modelo no qual os nós vão progressivamente nascendo e conectados por uma função de preferência: um nó conecta-se em proporção às ligações que os outros nós já possuem, pelo que quantas mais ligações um nó possui maior a probabilidade de receber ulteriores ligações.

Systems thinking: learning or driving?

The ability to foresee how behaviour of a system arises from the interaction of its components over time - i.e. its dynamic complexity – is seen an important ability to take effective decisions in our turbulent world. Dynamic complexity emerges frequently from interrelated simple structures, such as stocks and flows, feedbacks and delays (Forrester, 1961). Common sense assumes an intuitive understanding of their dynamic behaviour. However, recent researches have pointed to a persistent and systematic error in people understanding of those building blocks of complex systems. This paper describes an empirical study concerning the native ability to understand systems thinking concepts. Two different groups - one, academic, the other, professional – submitted to four tasks, proposed by Sweeney and Sterman (2000) and Sterman (2002). The results confirm a poor intuitive understanding of the basic systems concepts, even when subjects have background in mathematics and sciences.

A Feedback Learning and Mental Models Perspective on Strategic Decision Making

This study aims to be a contribution to a theoretical model that explains the effectiveness of the learning and decision-making processes by means of a feedback and mental models perspective. With appropriate mental models, managers should be able to improve their capacity to deal with dynamically complex contexts, in order to achieve long-term success. We present a set of hypotheses about the influence of feedback information and systems thinking facilitation on mental models and management performance. We explore, under controlled conditions, the role of mental models in terms of structure and behaviour. A test based on a simulation experiment with a system dynamics model was performed. Three out of the four hypotheses were confirmed. Causal diagramming positively influences mental model structure similarity, mental model structure similarity positively influences mental model behaviour similarity, and mental model behaviour similarity positively influences the quality of the decision.

Systems thinking: learning or driving?

The ability to foresee how behaviour of a system arises from the interaction of its components over time - i.e. its dynamic complexity – is seen an important ability to take effective decisions in our turbulent world. Dynamic complexity emerges frequently from interrelated simple structures, such as stocks and flows, feedbacks and delays (Forrester, 1961). Common sense assumes an intuitive understanding of their dynamic behaviour. However, recent researches have pointed to a persistent and systematic error in people understanding of those building blocks of complex systems. This paper describes an empirical study concerning the native ability to understand systems thinking concepts. Two different groups - one, academic, the other, professional – submitted to four tasks, proposed by Sweeney and Sterman (2000) and Sterman (2002). The results confirm a poor intuitive understanding of the basic systems concepts, even when subjects have background in mathematics and sciences.

A Feedback Learning and Mental Models Perspective on Strategic Decision Making

This study aims to be a contribution to a theoretical model that explains the effectiveness of the learning and decision-making processes by means of a feedback and mental models perspective. With appropriate mental models, managers should be able to improve their capacity to deal with dynamically complex contexts, in order to achieve long-term success. We present a set of hypotheses about the influence of feedback information and systems thinking facilitation on mental models and management performance. We explore, under controlled conditions, the role of mental models in terms of structure and behaviour. A test based on a simulation experiment with a system dynamics model was performed. Three out of the four hypotheses were confirmed. Causal diagramming positively influences mental model structure similarity, mental model structure similarity positively influences mental model behaviour similarity, and mental model behaviour similarity positively influences the quality of the decision