Conference proceedings of the 5th Virtual Geoscience Conference, 21-22 September 2023, held in Dresden. The VGC is a multidisciplinary forum for researchers in geoscience, geomatics and related disciplines to share their latest developments and applications.:Short Courses 9 Workshops Stream 1 10 Workshop Stream 2 11 Workshop Stream 3 12 Session 1 – Point Cloud Processing: Workflows, Geometry & Semantics 14 Session 2 – Visualisation, communication & Teaching 27 Session 3 – Applying Machine Learning in Geosciences 36 Session 4 – Digital Outcrop Characterisation & Analysis 49 Session 5 – Airborne & Remote Mapping 58 Session 6 – Recent Developments in Geomorphic Process and Hazard Monitoring 69 Session 7 – Applications in Hydrology & Ecology 82 Poster Contributions 92

This study assessed effectiveness of the Dunn-Seiler Museum's Omeka Virtual Platform by comparing student learning after virtual and hands-on informal outreach activities. The research, conducted in two Mississippi middle schools, focused on students’ (N=99) content gains and affective responses when engaging with fossil specimens that illustrate shifts in sea levels in Mississippi’s geological past. Data were categorized into three sections: content, affective response, and drawing portion. This mixed-methods research encompassed scoring student tests, coding student drawings, and identifying stable themes through teacher interviews. Analysis of pre-and post-tests for Control (hands-on) and Experimental (virtual specimens) groups revealed no significant differences in content gain or affective response when the data were aggregated for Control versus Experimental groups. Five themes emerged from qualitative analysis of teacher interviews, including teachers’ perceived importance of classroom novelty. Findings indicate that virtual fossil specimens offer a comparable experience to hands-on specimens in the context of museum outreach.

The Council for Geoscience (CGS) is one of the National Science Councils of South Africa and is the legal successor to the Geological Survey of South Africa. The total staff complements numbered 291 as of March 2006, consisting of four executive managers, 18 unit managers, 124 professionals, 84 technicians, 41 administrative personnel, 17 unskilled labourers 3 skilled workers. The strength of the CGS is manifested in its core of competent geoscience and technical staff. The primary business of the CGS is science; therefore scientists, apart from human resources, finance and procurement, are appointed to senior positions in the organisation. The criteria for scientists to qualify for managerial positions are either a masters or doctorate degree in science. Although a sound knowledge of science is needed for these positions, the necessary managerial and leadership characteristics have never played a significant role in the appointment of unit leaders. Therefore, it is the aim of this study to determine the leadership style of the scientists that were appointed as unit leaders. Theories on leadership provide for a variety of potential explanations regarding effective leadership, including personal attributes, contingencies, and the role of subordinates. By analysing managerial leadership, it becomes important to consider and recognise the complex interplay among the structure of organisational life, patterns of behaviour, varied beliefs, values, interests, and initiatives of the individuals who create and work within this structure. Research on organisational leadership has grown systematically with the advance of industrialisation. Large work organisations are associated with bureaucratic and technological complexity that affects the demand for managers and the need for coordination and leadership roles. Leadership theories have evolved over time, becoming more sophisticated and even more applicable for their “innovation”. Different perspectives have featured throughout history. Theories of leadership are primarily analytical, directed at better understanding of the leadership process and the variations among them. The most up- to- date concept within leadership is the theory of transformational and transactional leadership. Transformational leadership comprises five factors — (1) idealised influence: attributed; (2) idealised influence: behaviour; (3) inspirational motivation; (4) intellectual simulation; and (5) individualised consideration — of which the first two factors refer to the concern, power, personal morality, and sacrifice of the leader, as well as his or her ability to instil collective pride in the group’s mission. The third factor relates to motivating the group to accomplish missions through challenging goals and by indicating certainty in areas of uncertainty, which, in turn, arouse individual and team spirit. The fourth factor refers to the leaders’ ability to relate at an individual level to the follower and the fifth factor to intellectual stimulation. Transactional leadership display behaviours associated with constructive and corrective transactions, and comprises three factors— (1) contingent reward leadership; (2) management-by-exception: active; and (3) management-by-exception: passive — of which relates to leaders who involve themselves only when things go wrong, i.e. the constructive style. Their interventions are associated with failure and punishment. The corrective style is labelled management-by-expectation: active, which refers to the closer involvement in monitoring the subordinates’ actions. Contingent reward leadership relates to rewards for work performance. The Multifactor Leadership Questionnaire (MLQ) has become a standard instrument for assessing a variety of transformational, transactional and non-leadership scales and was used to assess the leadership style of scientists of the Council for Geoscience. The instrument measures a broad range of leadership types: passive leaders, leaders who give contingent rewards to subordinates and leaders who transform their subordinates into leaders themselves. The objectives of the study were to (1) determine the leadership style of scientists in positions of unit leaders; (2) how their supervisors, peers and subordinates perceive their leadership style; and (3) whether scientists as unit leaders, perceive their own leadership style differently than do their supervisors, peers and subordinates. The MLQ instrument contains 45 items that identify and measure key leadership and effectiveness behaviours. A five point rating scale (0: 1: 2: 3: 4) is used for rating the frequency of observed leader behaviour where 0=not at all, and 4=frequently, if not always. The average scores of the MLQ questionnaire for the Council for Geoscience ranged from 2 to 3 on the transformational leadership factors. Participants in general perceive scientists in unit leader positions more as transformational leaders as apposed to transactional leaders. The 2.5 rating on transformational leadership indicates that the unit leaders are often influential in the awareness of what is important. The ratings of scientists as unit leaders were similar to the ratings of their peers and 'others'. Supervisors and subordinates, however, rated them lower. Transactional leadership ratings for the majority of leaders were between 2.0–3.0 on CR, and MBEA and 1.0–2.0 on MBEP. The ratings obtained, indicate that unit leaders would be seen as people wwho prefer to monitor and take action before failures occur. Supervisors, peers and others rated the scientists as unit leaders higher on transactional leadership, except for subordinates who rated them lower. Leaders are rated 0–1 on laissez-faire leadership style. Supervisors, peers and subordinates rated scientists as unit leaders higher on laissez-faire leadership style than the rating they gave themselves (self-rating). The low rating on the laissez-faire leadership style confirms that leaders do get involved in important issues and have a need to be involved in the decision-making process. Scientists as unit leaders, however, perceive themselves to be more involved than do supervisors and subordinates. Attribution ratings (extra-effort, effectiveness and satisfaction) varied from 2.0–3.0. For attribution dimensions, supervisors and subordinates rated the scientists as unit leaders lower on extra-effort, effectiveness and satisfaction, whereas peers rated them higher. The satisfaction dimension indicates that unit leaders often work with others in a satisfactory way. For attribution dimensions, supervisors and subordinates rated the scientists as unit leaders lower on extra-effort, effectiveness and satisfaction, whereas peers rated them higher. Supervisors are less satisfied with the leaders than subordinates are. The results obtained from the MLQ questionnaire for the leadership style of scientists in the Council for Geoscience are slightly different from those of United States companies. The Council for Geoscience, compared with United States (US) companies, rated lower on both transformational leadership and attribution dimensions (extra-effort, effectiveness and satisfaction) and higher on both transactional and laissez-faire leadership styles. This seems to indicate that the Council for Geoscience tends to follow a less inspirational and influential leadership style with more objective setting and less satisfying methods of leadership, compared with US companies. Transformational leadership development is recommended for the scientists as unit leaders of the Council for Geoscience. It is important to note that false transformational leaders (seemingly transformational leaders with a self-absorbed tendency) should be distinguished from the genuine ones. Optimism and employee frustration can be used in future surveys by the Council for Geoscience to determine the progress of transformational leadership development in the organisation. The leadership of an organisation influences the organisational culture. Upper management is responsible for the implementation of the necessary changes to promote transformational leadership. The culture of an organisation is a reflection of upper management. If upper management does not realise the importance of transformational leadership, the chances for the rest of the organisation to promote a transformational leadership culture in the organisation are not good. One recommendation to consider is for the Council for Geoscience to employ people with adequate managerial skills in unit leader positions. These skills would include leadership traits, operational skills, financial skills, etc. A decision needs to be taken by the Council for Geoscience that when scientists are employed as unit leaders or as members of the upper management cadre, they must have adequate managerial and leadership skills, and all parties have to agree with the competency and be satisfied with the management styles. / Graduate School of Business Leadership / M.B.L.

Turbidity currents are one of the primary means of transport of sediment in the ocean. They are fast-moving, destructive fluid flows which are able to entrain sediment from the seabed and accelerate downslope in a process known as `ignition'. In this thesis, we investigate one particular model for turbidity currents; the `Parker model' of Parker, Pantin and Fukushima (1986), which models the current as a continuous sediment stream and consists of four equations for the depth, velocity, sediment concentration and turbulent kinetic energy of the flow. We propose two reduced forms of the model; a one-equation velocity model and a two-equation shallow-water model. Both these models give an insight into the dynamics of a turbidity current propagating downstream and we find the slope profile to be particularly influential. Regions of supercritical and subcritical flow are identified and the model is solved through a combination of asymptotic approximations and numerical solutions. We next consider the dynamics of the four-equation model, which provides a particular focus on Parker's turbulent kinetic energy equation. This equation is found to fail catastrophically and predict complex-valued solutions when the sediment-induced stratification of the current becomes large. We propose a new `transition' model for turbulent kinetic energy which features a switch from an erosional, turbulent regime to a depositional, stably stratified regime. Finally, the transition model is solved for a series of case studies and a numerical parameter study is conducted in an attempt to answer the question `when does a turbidity current become extinct?'.

Made available in DSpace on 2017-07-21T18:13:40Z (GMT). No. of bitstreams: 1 Drielli Peyerl.pdf: 5151661 bytes, checksum: 907240b2811071e74121341de647d074 (MD5) Previous issue date: 2010-02-05 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / The person of Frederico Waldemar Lange (1911-1988) is the center of many information contained in the Collection of the Paleontology and Stratigraphy Lab of Ponta Grossa State University - UEPG. Lange gathered, in an organized, detailed and meticulous way, a rich material which embraces a group of relations in different levels, such as geographical, biological, historical, territorial and regional references. The Collection organization itself and the relationships among the different types of documentation with the History of Geoscience reveal part of the intellectual trajectory of this paleontologist. Thus, this dissertation aims to describe the trajectory of Lange and his participation in the scientific field, in regional and national contexts of the twentieth century, to history of Geosciences through the reading of his personal collection. / A pessoa de Frederico Waldemar Lange (1911-1988) é o centro de muitas das informações contidas no Acervo do Laboratório de Paleontologia e Estratigrafia da Universidade Estadual de Ponta Grossa - UEPG. Lange reuniu, de forma organizada, detalhada e meticulosa, um rico material que abrange um conjunto de relações de diversos níveis, tais como referências geográficas, biológicas, históricas, territoriais e regionais. A própria organização do acervo e as relações entre os diversos tipos de documentação com a História das Geociências revelam parte da trajetória intelectual do paleontólogo. Assim, esta dissertação pretende descrever a trajetória de Lange e sua participação no campo científico, no contexto nacional e regional do século XX, com a História das Geociências através da leitura do seu Acervo pessoal.

The Savannah River Site (SRS) deposits in the Southeastern US between 30-45 m of depth are calcium carbonate-rich, marine-skeletal, Eocene-aged sediments with varying clastic content and extensive diagenetic alteration, including meter-sized caves that coexist with brittle and hard limestone. An experimental investigation including geotechnical (P- and S-wave velocities, tensile strength, porosity) and geochemical (EDS, XRD, SEM, N2-adsorption, stable isotopes, K-Ar age dating, ICP-assisted solubility, groundwater) studies highlighted the contrast between hard and brittle limestones, their relationship with cave formation, and allowed calculation of parameters for geochemical modeling. Results demonstrate that brittle and hard limestones bear distinct geochemical signatures whereby the latter exhibits higher crystallinity, lower clastic load, and freshwater-influenced composition. Results also reveal carbonate diagenesis pathways likely driven by geologic-time seawater/freshwater cycles, microorganism-driven micritization, and freshwater micrite lithification. The second section of this investigation dealt with SRS surface soils which are largely coarse-grained and rich in iron oxides with various degrees of maturity. These soils were simulated in the laboratory using Ottawa sands that were chemically coated with goethite and hematite. Surface (SEM, AFM, N2-adsorption) and geotechnical properties (fabric, small-strain stiffness, shear strength) were investigated on the resulting "soil analog". Results indicate that iron-oxide coated sands bear distinct inherent fabric and enhanced small-strain stiffness and critical state parameters when compared to uncoated sands. Contact mechanics analyses suggest that iron oxide coatings yield an increased number of grain-to-grain contacts, higher surface roughness, and interlocking, which are believed to be responsible for the observed properties.

abstract: Climate change is not a thing of the future. Indigenous people are being affected by climate changes now. Native American Earth scientists could help Native communities deal with both climate change and environmental pollution issues, but are noticeably lacking in Earth Science degree programs. The Earth Sciences produce the lowest percentage of minority scientists when compared with other science and engineering fields. Twenty semi-structured interviews were gathered from American Indian/ Alaska Native Earth Scientists and program directors who work directly with Native students to broaden participation in the field. Data was analyzed using qualitative methods and constant comparison analysis. Barriers Native students faced in this field are discussed, as well as supports which go the furthest in assisting achievement of higher education goals. Program directors give insight into building pathways and programs to encourage Native student participation and success in Earth Science degree programs. Factors which impede obtaining a college degree include financial barriers, pressures from familial obligations, and health issues. Factors which impede the decision to study Earth Science include unfamiliarity with geoscience as a field of study and career choice, the uninviting nature of Earth Science as a profession, and curriculum that is irrelevant to the practical needs of Native communities or courses which are inaccessible geographically. Factors which impede progress that are embedded in Earth Science programs include educational preparation, academic information and counseling and the prevalence of a Western scientific perspective to the exclusion of all other perspectives. Intradepartmental relationships also pose barriers to the success of some students, particularly those who are non-traditional students (53%) or women (80%). Factors which support degree completion include financial assistance, mentors and mentoring, and research experiences. Earth scientists can begin broaden participation by engaging in community-inspired research, which stems from the needs of a community and is developed in collaboration with it. Designed to be useful in meeting the needs of the community, it should include using members of the community to help gather and analyze data. These community members could be students or potential students who might be persuaded to pursue an Earth Science degree. / Dissertation/Thesis / Ph.D. Curriculum and Instruction 2011

The Council for Geoscience (CGS) is one of the National Science Councils of South Africa and is the legal successor to the Geological Survey of South Africa. The total staff complements numbered 291 as of March 2006, consisting of four executive managers, 18 unit managers, 124 professionals, 84 technicians, 41 administrative personnel, 17 unskilled labourers 3 skilled workers. The strength of the CGS is manifested in its core of competent geoscience and technical staff. The primary business of the CGS is science; therefore scientists, apart from human resources, finance and procurement, are appointed to senior positions in the organisation. The criteria for scientists to qualify for managerial positions are either a masters or doctorate degree in science. Although a sound knowledge of science is needed for these positions, the necessary managerial and leadership characteristics have never played a significant role in the appointment of unit leaders. Therefore, it is the aim of this study to determine the leadership style of the scientists that were appointed as unit leaders. Theories on leadership provide for a variety of potential explanations regarding effective leadership, including personal attributes, contingencies, and the role of subordinates. By analysing managerial leadership, it becomes important to consider and recognise the complex interplay among the structure of organisational life, patterns of behaviour, varied beliefs, values, interests, and initiatives of the individuals who create and work within this structure. Research on organisational leadership has grown systematically with the advance of industrialisation. Large work organisations are associated with bureaucratic and technological complexity that affects the demand for managers and the need for coordination and leadership roles. Leadership theories have evolved over time, becoming more sophisticated and even more applicable for their “innovation”. Different perspectives have featured throughout history. Theories of leadership are primarily analytical, directed at better understanding of the leadership process and the variations among them. The most up- to- date concept within leadership is the theory of transformational and transactional leadership. Transformational leadership comprises five factors — (1) idealised influence: attributed; (2) idealised influence: behaviour; (3) inspirational motivation; (4) intellectual simulation; and (5) individualised consideration — of which the first two factors refer to the concern, power, personal morality, and sacrifice of the leader, as well as his or her ability to instil collective pride in the group’s mission. The third factor relates to motivating the group to accomplish missions through challenging goals and by indicating certainty in areas of uncertainty, which, in turn, arouse individual and team spirit. The fourth factor refers to the leaders’ ability to relate at an individual level to the follower and the fifth factor to intellectual stimulation. Transactional leadership display behaviours associated with constructive and corrective transactions, and comprises three factors— (1) contingent reward leadership; (2) management-by-exception: active; and (3) management-by-exception: passive — of which relates to leaders who involve themselves only when things go wrong, i.e. the constructive style. Their interventions are associated with failure and punishment. The corrective style is labelled management-by-expectation: active, which refers to the closer involvement in monitoring the subordinates’ actions. Contingent reward leadership relates to rewards for work performance. The Multifactor Leadership Questionnaire (MLQ) has become a standard instrument for assessing a variety of transformational, transactional and non-leadership scales and was used to assess the leadership style of scientists of the Council for Geoscience. The instrument measures a broad range of leadership types: passive leaders, leaders who give contingent rewards to subordinates and leaders who transform their subordinates into leaders themselves. The objectives of the study were to (1) determine the leadership style of scientists in positions of unit leaders; (2) how their supervisors, peers and subordinates perceive their leadership style; and (3) whether scientists as unit leaders, perceive their own leadership style differently than do their supervisors, peers and subordinates. The MLQ instrument contains 45 items that identify and measure key leadership and effectiveness behaviours. A five point rating scale (0: 1: 2: 3: 4) is used for rating the frequency of observed leader behaviour where 0=not at all, and 4=frequently, if not always. The average scores of the MLQ questionnaire for the Council for Geoscience ranged from 2 to 3 on the transformational leadership factors. Participants in general perceive scientists in unit leader positions more as transformational leaders as apposed to transactional leaders. The 2.5 rating on transformational leadership indicates that the unit leaders are often influential in the awareness of what is important. The ratings of scientists as unit leaders were similar to the ratings of their peers and 'others'. Supervisors and subordinates, however, rated them lower. Transactional leadership ratings for the majority of leaders were between 2.0–3.0 on CR, and MBEA and 1.0–2.0 on MBEP. The ratings obtained, indicate that unit leaders would be seen as people wwho prefer to monitor and take action before failures occur. Supervisors, peers and others rated the scientists as unit leaders higher on transactional leadership, except for subordinates who rated them lower. Leaders are rated 0–1 on laissez-faire leadership style. Supervisors, peers and subordinates rated scientists as unit leaders higher on laissez-faire leadership style than the rating they gave themselves (self-rating). The low rating on the laissez-faire leadership style confirms that leaders do get involved in important issues and have a need to be involved in the decision-making process. Scientists as unit leaders, however, perceive themselves to be more involved than do supervisors and subordinates. Attribution ratings (extra-effort, effectiveness and satisfaction) varied from 2.0–3.0. For attribution dimensions, supervisors and subordinates rated the scientists as unit leaders lower on extra-effort, effectiveness and satisfaction, whereas peers rated them higher. The satisfaction dimension indicates that unit leaders often work with others in a satisfactory way. For attribution dimensions, supervisors and subordinates rated the scientists as unit leaders lower on extra-effort, effectiveness and satisfaction, whereas peers rated them higher. Supervisors are less satisfied with the leaders than subordinates are. The results obtained from the MLQ questionnaire for the leadership style of scientists in the Council for Geoscience are slightly different from those of United States companies. The Council for Geoscience, compared with United States (US) companies, rated lower on both transformational leadership and attribution dimensions (extra-effort, effectiveness and satisfaction) and higher on both transactional and laissez-faire leadership styles. This seems to indicate that the Council for Geoscience tends to follow a less inspirational and influential leadership style with more objective setting and less satisfying methods of leadership, compared with US companies. Transformational leadership development is recommended for the scientists as unit leaders of the Council for Geoscience. It is important to note that false transformational leaders (seemingly transformational leaders with a self-absorbed tendency) should be distinguished from the genuine ones. Optimism and employee frustration can be used in future surveys by the Council for Geoscience to determine the progress of transformational leadership development in the organisation. The leadership of an organisation influences the organisational culture. Upper management is responsible for the implementation of the necessary changes to promote transformational leadership. The culture of an organisation is a reflection of upper management. If upper management does not realise the importance of transformational leadership, the chances for the rest of the organisation to promote a transformational leadership culture in the organisation are not good. One recommendation to consider is for the Council for Geoscience to employ people with adequate managerial skills in unit leader positions. These skills would include leadership traits, operational skills, financial skills, etc. A decision needs to be taken by the Council for Geoscience that when scientists are employed as unit leaders or as members of the upper management cadre, they must have adequate managerial and leadership skills, and all parties have to agree with the competency and be satisfied with the management styles. / Graduate School of Business Leadership / M.B.L.

abstract: Education through field exploration is fundamental in geoscience. But not all students enjoy equal access to field-based learning because of time, cost, distance, ability, and safety constraints. At the same time, technological advances afford ever more immersive, rich, and student-centered virtual field experiences. Virtual field trips may be the only practical options for most students to explore pedagogically rich but inaccessible places. A mixed-methods research project was conducted on an introductory and an advanced geology class to explore the implications of learning outcomes of in-person and virtual field-based instruction at Grand Canyon National Park. The study incorporated the Great Unconformity in the Grand Canyon, a 1.2 billion year break in the rock record; the Trail of Time, an interpretive walking timeline; and two immersive, interactive virtual field trips (iVFTs). The in-person field trip (ipFT) groups collectively explored the canyon and took an instructor-guided inquiry hike along the interpretive Trail of Time from rim level, while iVFT students individually explored the canyon and took a guided-inquiry virtual tour of Grand Canyon geology from river level. High-resolution 360° spherical images anchor the iVFTs and serve as a framework for programmed overlays that enable interactivity and allow the iVFT to provide feedback in response to student actions. Students in both modalities received pre- and post-trip Positive and Negative Affect Schedules (PANAS). The iVFT students recorded pre- to post-trip increases in positive affect (PA) scores and decreases in negative (NA) affect scores, representing an affective state conducive to learning. Pre- to post-trip mean scores on concept sketches used to assess visualization and geological knowledge increased for both classes and modalities. However, the iVFT pre- to post-trip increases were three times greater (statistically significant) than the ipFT gains. Both iVFT and ipFT students scored 92-98% on guided-inquiry worksheets completed during the trips, signifying both met learning outcomes. Virtual field trips do not trump traditional in-person field work, but they can meet and/or exceed similar learning objectives and may replace an inaccessible or impractical in-person field trip. / Dissertation/Thesis / Masters Thesis Geological Sciences 2018

Orientador: Rosely Aparecida Liguori Imbernon / Dissertação (mestrado) - Universidade Estadual de Campinas, Instituto de Geociências / Made available in DSpace on 2018-08-23T20:18:27Z (GMT). No. of bitstreams: 1 Munhoz_Edson_M.pdf: 8401694 bytes, checksum: 7ec538b899430a29cfa3c4fd8f3e4dd2 (MD5) Previous issue date: 2013 / Resumo: O presente trabalho é o resultado de projeto desenvolvido ao curso do ano letivo de 2011, na Escola Municipal Professora Othília Fornari de Lima, localizada no município de Pinhalzinho - SP, com estudantes do 6º ano do Ensino Fundamental. No contexto da disciplina de Geografia as atividades de campo foram aplicadas como estratégias para o desenvolvimento de conteúdos de Geociências e Educação Ambiental, de forma a contribuir para o desenvolvimento do processo cognitivo dos alunos e para o aperfeiçoamento como professor-pesquisador. Para tal proposta, quatro roteiros de campo foram selecionados, todos no entorno da escola. A abordagem metodológica aplicada para esse projeto adotou a pesquisa qualitativa, com enfoque descritivo das relações estabelecidas entre o professor e os estudantes, e das práticas pedagógicas desenvolvidas em três momentos distintos: nas aulas pré-campo, nas aulas de campo, e nas aulas pós-campo. A pesquisa-ação foi escolhida como método para o envolvimento dos alunos e do professor com a realidade local, e permitiu estabelecer uma identificação com os processos socioambientais do município, permitindo ao professor atuar ao mesmo tempo como pesquisador e observador crítico do próprio trabalho. A compreensão dos fenômenos naturais e as relações de conectividade entre tais processos e as ações antrópicas, revela-se na medida em que os alunos tenham, além das aulas teóricas, uma vivência prática e o reconhecimento do local onde vivem como fonte viva e dinâmica de pesquisa. Nesse sentido, a disciplina de Geografia tendo a contribuição dos trabalhos de campo como prática de ensino, possibilita a apreensão dos conhecimentos de forma mais sistematizada e contextualizada, criando-se, assim, uma identidade com o local e um sentido de pertencimento a essa realidade. Desta forma, duas questões nortearam o desenvolvimento do projeto, em que busquei analisar: em que medida a mediação do professor pode ter significância para o desenvolvimento dos processos cognitivos dos alunos? e, em um segundo momento, de que forma as práticas de campo possibilitam uma melhor compreensão do impacto das ações antrópicas sobre a dinâmica e os processos naturais que transformam dinamicamente as paisagens? A aplicação de mapas conceituais em atividades pré e pós-campo subsidiaram a análise dos conhecimentos prévios comparativamente aos conteúdos desenvolvidos e apreendidos. A sistematização para análise das produções dos estudantes envolveu quatro categorias de análise: mapas conceituais, desenhos, representações cartográficas e produções textuais / Abstract: The present work is the result from the developed project in the year of 2011, at "Escola Municipal Professora Othília Fornari de Lima" SP State, with students from the 6th grade on the primary school. On the geography contest the field activities were used as strategies for the development of the Geoscience and Environmental Education, trying to contribute for the development on the cognitive process for the students and for the improvement as a teacher-researcher. For this proposal, four field itineraries were chosen, all of them about the school. The metodological approach used in this project was the qualitative research, giving emphasis on the descritive relationships between the teacher and the students and the pedagogical practices developed in three different moments: on the prefield classes, on the classes and on the postclassses. The action research was chosen as a method to make the students and the teacher to participate with the local reality, and by this way they could set up an identification with the socioenvironmental processes in the town, leaving the teacher to act at the same time as a researcher and observer on the own work. The comprehension about the natural phenomenon and the connection relationship among these processes and the antropic actions, show according to the students as soon they have besides the theoretical classes, a practical study in and to recognize the place where they live as a live and dynamic source. By this way, the Geography subject having the field contribution as a practice teaching, gives the opening for the knowledge on an organized and with context.Then,this will give a sense of making part of this reality. Thinking about these two questions were made for the project that I tried to analyze: till when the teacher's participation can be significant for the cognitive processes from the students; on a second hand how the field practices can make possible a better comprehension on the antropic impact actions about the dynamic and the natural processes that change the landscape dynamically; The application of conception maps in activities pre and post field, gave area for the analysis from the previous knowledge comparing to the learned and developed subjects. The system area for the analysis about the students production added four categories: conception maps, pictures, maps representation and text produtions / Mestrado / Ensino e Historia de Ciencias da Terra / Mestre em Ensino e Historia de Ciencias da Terra