Museu inspirador: exercício de aplicação da ferramenta de auto-avaliação - Inspiring learning for all em quatro serviços educativos de museus portugueses

Esta dissertação tem como objectivo principal procurar contribuir para a discussão em torno das valências das ferramentas da Qualidade aplicadas ao campo museal. O seu enfoque particular desenvolve-se ao nível dos serviços educativos, procurando avaliar os seus processos e resultados. Partindo da premissa de que os museus que aplicam os princípios da Qualidade nas suas práticas museais estão mais aptos a inspirarem e apoiarem as necessidades de aprendizagem dos seus utilizadores, esta dissertação defenderá as instituições museológicas enquanto organizações de conhecimento, sendo a aprendizagem o âmago da sua acção. A sua questão orientadora centra-se em torno da pertinência da aplicação da ferramenta de auto-avaliação Inspiring Learning for All em museus portugueses.

Social Work in the Portuguese empire Health Services

Muitos historiadores, particularmente estrangeiros, que vêem Portugal “de fora”, têm-se mostrado críticos do mau desempenho do império colonial português.Aintolerância religiosa, uso excessivo de força para conseguir o monopólio de especiarias, são alguns aspectos que mereceram críticas mais duras [Devo admitir que fui eu um destes críticos!] mas quase sempre bem fundamentadas e difíceis de rejeitar. Mas é preciso admitir que a história colonial portuguesa é também feita de elementos positivos e menos violentos. Os portugueses devem ser considerados pioneiros de assistência social através das suas políticas inovadoras que providenciaram cuidados para os doentes e desgraçados, embora estas políticas não abrangessem os sujeitos não-Cristãos do império.

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