Social exclusion: practice and fear of exile (degredo) in Portuguese history

Vejo a sociedade portuguesa como sendo naturalmente inclusiva. Quero dizer que esta parece ser uma tendência mais forte do que, por exemplo, no meu país, nos Estados Unidos da América. Isto poderá explicar porque o degredo era eficaz e era muito temido. Dá para entender também os longos períodos de degredo em substituição de pena capital em Portugal. Segundo as estimativas do autor, pelo menos 50,000 portugueses foram deslocados para dentro e fora de Portugal continental entre 1550-1755. O número era muito significativo na segunda metade do século XVIII. O número dos degredados foi ainda maior no século XIX.

Recensão de: Adams, Roberts; Dominelli, Lena and Payne, Malcolm (Eds.), Social Work Futures: Crossing Boundaries, Transforming Practice, Hampshire, Palgrave, 2005.

Revista Lusófona de Ciências Sociais

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.

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