A trilogia do sucesso: a educação inclusiva, a investigação-acção e a intervenção no grupo, atendendo à sua diversidade

RESUMO: O presente trabalho de projecto teve como principal objectivo compreender de que modo se pode promover o sucesso de todos, através do sucesso de cada um, num grupo heterogéneo de crianças do 2º e 3º ano do 1º Ciclo, com diferentes níveis de aprendizagem e problemáticas diversificadas. Com o principal objectivo de provocar mudanças positivas na dinâmica e intervenientes deste contexto, adoptou-se a metodologia de investigação-acção e recorreu-se a técnicas de pesquisa documental, à entrevista semi-directiva, à observação naturalista e à sociometria. O processo interventivo seguiu um plano de acção, inicialmente delimitado face às problemáticas diagnosticadas. Realizou-se de Fevereiro a Junho de 2010 seguindo uma estrutura cíclica e em espiral, composto por etapas de planificação, acção, avaliação e reflexão, para nova acção, que se tornou progressivamente mais informada. Esta metodologia permitiu alcançar resultados muito positivos e mudanças importantes no contexto intervencionado. Especificamente, numa fase inicial, a turma apresentava baixos desempenhos sociais, relacionais, comportamentais e académicos. Conjugados com estas problemáticas, todos os alunos apresentavam uma baixa autonomia, auto-estima e motivação para o processo de ensino-aprendizagem. Para além destes factores, apesar da heterogeneidade do grupo, de onde se destacavam os alunos 5, 9, 11, 12 e 13, considerados com necessidades educativas especiais, a dinâmica da prática pedagógica desenvolvida assentava num modelo de ensino tradicional, centrado no professor e nos desempenhos do aluno médio, reveladora de uma baixa eficiência de resultados. A heterogeneidade da turma era encarada como um obstáculo à aprendizagem. A intervenção desenvolvida, de forma fundamentada, permitiu um ensino inclusivo na turma, suportado na diferenciação pedagógica inclusiva, alcançada através da aprendizagem cooperativa, da tutoria entre pares e de uma estrutura coesa de parceria pedagógica entre a professora titular da turma e a investigadora. Para além destes, a intervenção realizada permitiu resultados positivos ao nível do perfil do grupo-turma, nomeadamente pelo registo de uma melhoria muito significativa nos desempenhos cognitivos, sócio-afectivos e comportamentais dos alunos. ABSTRACT: The present project work had as main objective to understand the way one can promote the success of all through the success of each one in a heterogeneous group of children of the 2nd and 3rd years of the 1st Cycle with different levels of learning and several problematic. With the main purpose of causing positive changes in the dynamics and actors of this context, the action-research methodology was adopted as well as the techniques of documentary research, and the half-directive interview, the naturalistic observation and the sociometry. The intervention process followed an action plan, initially delimited face to the problematic ones diagnosed. It took place from February to June 2010 following a cyclical and spiral structure made of stages of planning, action, evaluation and reflection, to a new action that became gradually more informed. This methodology allowed to reach very positive results and important changes in the interventional context. Specifically, in an initial phase, the group presented low social, relational, behavioral and academics performances. Together with these problematic issues, all the pupils presented a low autonomy, low self-esteem and low motivation for the teach-learning process. In addition to these factors there was the heterogeneity of the group (a group of pupils 5, 9, 11, 12 and 13 considered with special needs), and the teaching process was based on a traditional model centered in the teacher and the performances of the average pupil, revealing a low efficiency of results. The heterogeneity of the group was faced as an obstacle to the learning process. The developed intervention allowed an inclusive educational model in the group based in the inclusive pedagogical differentiation, reached through the cooperative learning, peer tutoring and a cohesive structure of pedagogical partnership between the titular teacher of the group and the researcher. Beyond these aspects, the research allowed positive results in the class, mainly a significant improvement in the cognitive, socio-emotional and behavioral performances of the pupils.

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