The XXI century mountains: sustainable management of mountainous areas based on animal traction

According to the Food and Agriculture Organization of the United Nations (FAO), there are around 300 million working animals worldwide. They play a fundamental role in human livelihoods through their contribution to financial, human and social capital, supporting between 300 and 600 million people globally, particularly in poorer areas, where animal energy represents a huge and extremely important sustainable power resource. Yet their recognition remains largely neglected, with animal traction being largely ignored by decision and policy makers and even by civil society at all levels, which compromises a real development and improvement of this technology as well as animal welfare. On the other hand, a collective ecological and economical consciousness and an increasing awareness of public opinion about the need to reduce the excessive industrialization and mechanization of agriculture and forestry has led some sectors of society to consider the (re)use of animal traction as a valid modern source of energy. Indeed, working animals optimally transform the consumed biomass in energy and natural fertilizer, which avoids soil degradation and contributes to a sustainable management of arable lands, forests and sensitive areas. The need to maintain biodiversity, reduce carbon emissions, encourage self-reliance and reduce consumption of resources also contributes to this trend

Error climate and individuals dealing with errors in the workplace

This cross-sectional field study investigates the effect of contextual influences (error climate) on reactions to errors (how individuals deal with errors). We surveyed n = 830 apprentices in various trainee positions in the hotel and restaurant industry. The responses show that perceived error climate in the training company, as well as the self-concept of professional competence, predict the way in which apprentices deal individually with errors. Moreover, the findings indicate that both – socio-demographic group and the characteristics of the organization – also influence affective responses to errors