Mostrando postagens com marcador BNDES. Mostrar todas as postagens
Mostrando postagens com marcador BNDES. Mostrar todas as postagens

sexta-feira, 28 de abril de 2017

CESGRANRIO 2013 – BNDES – PROFISSIONAL BÁSICO

www.cesgranrio.org.br

  • Texto – Coworking: Sharing How We Work | http://workawesome.com |
  • 10 Multiple Choice Questions Five-Option Question |
❑ TEXTO
Coworking: Sharing How We Work
Coworking: Compartilhando como trabalhamos

  • Genevieve DeGuzman
  • Communication
[1º parágrafo]
In the past, when trying to find places to work, independent workers, small businesses, and organizations often had to choose between several scenarios (a), all with their attendant advantages and disadvantages: working from home; working from a coffee shop, library, or other public venue; or leasing an executive suite or other commercial space.
No passado, ao tentar encontrar lugares para trabalhar, trabalhadores independentes, pequenas empresas e organizações muitas vezes tinham que escolher entre vários cenários (a), todos com suas vantagens e desvantagens: trabalhar em casa; trabalhar em uma cafeteria, biblioteca ou outro local público; ou alugar uma suíte executiva ou outro espaço comercial.

[2º parágrafo]
Is there a better way to work? Yes. Enter coworking. 
Há uma maneira melhor de trabalhar? Sim. Entre no coworking.

[3º parágrafo]
Coworking takes freelancers, indie workers, and entrepreneurs who feel that they have been dormant or isolated working alone at home or who have been migrating from a coffee shop to a friend's garage or languishing in a sterile business center — to a space where they can truly roost.
O coworking leva freelancers, trabalhadores independentes e empreendedores que se sentem adormecidos ou isolados trabalhando sozinhos em casa ou que estão migrando de uma cafeteria para a garagem de um amigo ou definhando em um business center estéril — para um espaço onde eles podem realmente se acomodar.

[4º parágrafo]
"We can come out of hiding," a coworker tells us, "and be in a space that's comfortable, friendly, and has an aesthetic appeal that’s a far cry from the typical cookie-cutter office environment."
"Podemos sair do esconderijo", conta um colega de trabalho, "e estar em um espaço confortável, amigável e com um apelo estético muito diferente do ambiente típico de escritório."

[5º parágrafo]
For many, it might be puzzling to pay for a wellequipped space teeming with other people(c), even with the chance of free coffee and inspiration.
Para muitos, pode ser intrigante pagar por um espaço bem equipado e lotado de outras pessoas(c), mesmo com a chance de café e inspiração grátis.

You might ask yourself, "Well, why pay for a place to work when I'm perfectly comfortable at home and paying nothing?"
Você pode se perguntar: "Bem, por que pagar por um lugar para trabalhar quando estou perfeitamente confortável em casa e não pago nada?"

Or, "Isn't the whole point of telecommuting or starting my own business a chance to avoid 'going to the office'?"
Ou, "O objetivo do teletrabalho ou de começar meu próprio negócio não é uma chance de evitar 'ir ao escritório'?"

[6º parágrafo]
Coworking may sound like an unnecessary expense, but let's consider what you get from being a part of the space.
O coworking pode parecer uma despesa desnecessária, mas vamos considerar o que você ganha ao fazer parte do espaço.

[7º parágrafo]
At its most basic level, coworking is the phenomenon of workers coming together in a shared or collaborative workspace for one or more of these reasons: to reduce costs by having shared facilities and equipment, to access a community of fellow entrepreneurs, and to seek out collaboration within and across fields.
Em seu nível mais básico, o coworking é o fenômeno de trabalhadores se reunindo em um espaço de trabalho compartilhado ou colaborativo por um ou mais destes motivos: para reduzir custos por ter instalações e equipamentos compartilhados, para acessar uma comunidade de colegas empreendedores e para buscar colaboração dentro e entre campos.

Coworking spaces offer an exciting alternative for people longing to escape the confines of their cubicle walls, the isolation of working solo at home, or the inconveniences of public venues.
Os espaços de coworking oferecem uma alternativa empolgante para pessoas que desejam escapar dos limites das paredes de seus cubículos, do isolamento de trabalhar sozinhas em casa ou das inconveniências de locais públicos.


[8º parágrafo]
The benefits and cost-savings in productivity and overall happiness and well-being reaped from coworking are also potentially huge. 
Os benefícios e economias de custos em produtividade e felicidade geral e bem-estar colhidos do coworking também são potencialmente enormes.

Enthusiasm and creativity become contagious and multiply when you diversify your work environment with people from different fields or backgrounds. 
Entusiasmo e criatividade se tornam contagiosos e se multiplicam quando você diversifica seu ambiente de trabalho com pessoas de diferentes áreas ou origens.

At coworking spaces, members pass each other during the day, conversations get going, and miraculously idea-fusion happens with everyone benefitting from the shared thinking and brainstorming.
Em espaços de coworking, os membros se cruzam durante o dia, as conversas acontecem e, milagrosamente, a fusão de ideias acontece com todos se beneficiando do pensamento e do brainstorming compartilhados.

[9º parágrafo]
Differences matter. 
Diferenças importam.

Coworking hinges on the belief that innovation and inspiration come from the cross-pollination of different people in different fields or specializations. 
O coworking depende da crença de que inovação e inspiração vêm da polinização cruzada de diferentes pessoas em diferentes campos ou especializações.

Random opportunities and discoveries that arise from interactions with others play a large role in coworking.
Oportunidades aleatórias e descobertas que surgem de interações com outros desempenham um grande papel no coworking.

[10º parágrafo]
To see this in action on a large scale, think about Google.
Para ver isso em ação em larga escala, pense no Google.

Google made the culture of sharing and collaboration in the workplace legend.
O Google tornou a cultura de compartilhamento e colaboração no local de trabalho uma lenda.

It deployed “grouplets” for initiatives that cover broader changes through the organization.
Ele implantou “grouplets” para iniciativas que abrangem mudanças mais amplas por toda a organização.

[11º parágrafo]
One remarkable story of a successful Google grouplet involved getting engineers to write their own testing code to reduce the incidence of bugs in software code.
Uma história notável de um grouplet bem-sucedido do Google envolveu fazer com que engenheiros escrevessem seu próprio código de teste para reduzir a incidência de bugs no código do software.

Thinking creatively, the grouplet came up with a campaign based on posting episodes discussing new and interesting testing techniques on the bathroom stalls
Pensando criativamente, o grouplet criou uma campanha baseada na publicação de episódios discutindo técnicas de teste novas e interessantes nas cabines do banheiro.

“Testing on the Toilet” spread fast and garnered both rants and raves. 
"Teste no vaso sanitário" se espalhou rapidamente e rendeu reclamações e elogios.

Soon, people were hungry for more, and the campaign ultimately developed enough inertia to become a de facto part of the coding culture. 
Logo, as pessoas estavam famintas por mais, e a campanha acabou desenvolvendo inércia suficiente para se tornar uma parte de fato da cultura de codificação.

They moved out of the restrooms and into the mainstream. 
Eles saíram dos banheiros e entraram no mainstream.

[12º parágrafo]
Keith Sawyer, a professor of psychology and education at Washington University in St. Louis, MO, has written widely on collaboration and innovation. 
Keith Sawyer, professor de psicologia e educação na Washington University em St. Louis, MO, escreveu amplamente sobre colaboração e inovação.

In his study of jazz performances, Keith Sawyer made this observation, “The group has the ideas, not the individual musicians.” 
Em seu estudo sobre performances de jazz, Keith Sawyer fez esta observação: "O grupo tem as ideias, não os músicos individuais".

Some of the most famous products were born out of this mosh pit of interaction — in contrast to the romantic idea of a lone working genius driving change. 
Alguns dos produtos mais famosos nasceram desse mosh pit de interação — em contraste com a ideia romântica de um gênio solitário e trabalhador impulsionando a mudança.

According to Sawyer, more often than not, true innovation emerges from an improvised process and draws from trial-by-error and many inputs.
De acordo com Sawyer, na maioria das vezes, a verdadeira inovação emerge de um processo improvisado e extrai de tentativa por erro e muitas entradas.

[13º parágrafo]
Unexpected insights emerge from the group dynamic. If increasing interaction among different peer groups within a single company could lead to promising results, imagine the possibilities for solopreneurs, small businesses, and indie workers — if only they could reach similar levels of peer access as those experienced by their bigger counterparts. It is this potential that coworking tries to capture for its members.
Insights inesperados emergem da dinâmica do grupo. Se aumentar a interação entre diferentes grupos de pares dentro de uma única empresa pode levar a resultados promissores, imagine as possibilidades para solopreneurs, pequenas empresas e trabalhadores independentes — se eles pudessem atingir níveis semelhantes de acesso de pares como aqueles experimentados por seus colegas maiores. É esse potencial que o coworking tenta capturar para seus membros.

  • Available at:<http://workawesome.com/productivity/coworking/>.Retrieved on: 21 Oct. 2011. Adapted. 
21  The main purpose of the text is to 
(A) convince people in different fields or specializations that they must work in pairs.
(B) suggest that coworking is an economic and socially stimulating alternative to boost workers' well-being and productivity.
(C) question the relevance of teeming with other coworkers if the professional can work peacefully from home.
(D) criticize organizations that do not offer their employees the opportunity to experience group dynamics.
(E) campaign for the installation of comfortable coworking spaces in all companies to encourage employees' creativity and enthusiasm.

22  
The expression "indie workers", refers to
(A) retired civil servants
(B) lazy businessmen aiming for profit 
(C) self-employed independent professionals
(D) expert employees at international organizations 
(E) workaholic employers in large companies

23  The boldfaced verb form conveys the idea of strong necessity in
[a]"independent workers, small businesses, and organizations often had to choose between several scenarios".
[b]"to a space where they can truly roost."
[c]"it might be puzzling to pay for a well-equipped space teeming with other people".
[d]"Coworking may sound like an unnecessary expense".
[e]"If increasing interaction among different peer groups within a single company could lead to promising results."

24  Based on the meanings in the text,
[a]"puzzling" and confusing are antonyms.
[b]"longing" and desiring express contradictory ideas."
[c]"reaped" and derived express similar ideas.
[d]"hinges on" and contradicts are synonyms.
[e]"deployed" and spread out do not have equivalent meanings.

25  According to the text, all the reasons below are benefits that support the choice of a collaborative workplace, EXCEPT:
[a] stimulate shared thinking and brainstorming.
[b] reduce costs by sharing facilities and equipment.
[c] promote interaction among different peer groups.
[d] pay for workspace and having to commute to work.
[e] escape the isolation and discomfort when working in public spaces.

26  Google is mentioned in paragraphs 10 and 11 of the text in order to
[a] contrast the legends on workplace productivity with Google’s large scale marketing initiatives.
[b] argument with a counter-example to prove that coworking does not always bring about a successful result.
[c] suggest that it is essential to campaign for new techniques that will foster inertia in the work environment.
[d] illustrate how software engineers can find better solutions for bathroom installations.
[e] demonstrate through example how workers in different specializations can collaborate to find innovative solutions for the business.

27  In the fragments "and to seek out collaboration within and across fieldsand "the grouplet came up with a campaign based on posting episodes", the expressions seek out and came up with mean, respectively,
(A) get rid of / banned
(B) search for / produced
(C) come upon / discarded
(D) turn down / devised
(E) track down / excluded
      Comentários e Gabarito    B  
TÓPICO - PHRASAL VERBS 
:
In the fragments "and to seek out collaboration within and across fieldsand "the grouplet came up with a campaign based on posting episodes", the expressions seek out and came up with mean, respectively,
(A) get rid of / banned
(B) search for / produced
(C) come upon / discarded
(D) turn down / devised
(E) track down / excluded
>>FRAGMENTO 1:
>"and to seek out collaboration within and across fields"
> e buscar colaboração dentro e entre campos;
>>>"TO SEEK OUT"(procurar, buscar) e 
"TO SEARCH FOR"(procurar, buscar) são sinônimos.
>>FRAGMENTO 2:
"the grouplet came up with a campaign based on posting episodes"
"o grupo criou uma campanha baseada na publicação de episódios"
>>"TO COME UP WITH"(sugerir, propor) e 
"TO PRODUCE"(produzir) são sinônimos.

28  Professor Keith Sawyer mentions that "The group has the ideas, not the individual musicians." to mean that
[a]  the dispute among consumers is the key to profitable product-design changes.
[b] the famous products result from professionals working individually to achieve the aims of the group.
[c] improvisation and trial-and-error always leads to the best solutions for the market place.
[d] good jazz performances are made up of individual musicians who strive to play their instruments far louder than the others.
[e] it is the whole orchestra that makes the music sound pleasant just as it is the whole professional team that will achieve a successful solution.

29  In the fragment "as those experienced by their bigger counterpartsthe pronoun those refers to
[a] results.
[b] possibilities.
[c] solopreneurs.
[d] levels.
[e] counterparts

30  The statements below represent opinions collected from different workers. The only one which can be considered as an argument against coworking is:
(A) ‘One of the best things is that I pay lower than I would for a dedicated office, so I don’t feel pressured to go to the coworking facility every day.’
(B) ‘Though my home office is great and I love it, I sometimes need the distance and collaborative environment that my coworking space provides.’
(C) ‘The vibe of being around others can feel like a wave carrying you even when you’re not sure where to go – if you need a little social boost.’
(D) ‘Perhaps you won’t like any of the other people at your coworking space, or that the proprietors aren’t putting much effort into socializing or collaboration.’
(E) ‘The shared space provides instant community and a stimulating atmosphere around other professionals working towards the same intentions as I am.’

sexta-feira, 26 de setembro de 2014

CESGRANRIO 2011 - BNDES - Profissional Básico - Aplicada em (27/03/2011)

Hey,what's up guys!!!...How have you been?!
👍Neste post, veremos a Prova de INGLÊS - Órgão: BANCO NACIONAL DE DESENVOLVIMENTO ECONÔMICO E SOCIAL – BNDES - Cargo: PROFISSIONAL BÁSICO - Aplicada em 27/03/2011.
[a]Banca/Organizador
CESGRANRIO - Fundação Cesgranrio.
[b]Padrão da PROVA DA CESGRANRIO 
➦01 TEXTO  
➦10 QUESTÕES
👉  TEXTO   "Why Companies Need Less Innovation"(Por que as empresas precisam de menos inovações) 
👉  Tema    
👉  Fonte   http://www.businessweek.com 
Why Companies Need Less Innovation
By Pat Lencioni
          Perhaps the most popular—and misunderstood— term of the first decade of the new millennium is “innovation.” A new stack of books and articles is produced every year asserting the critical importance of innovation for organizations that want to survive, especially during these challenging times. And to a large extent, I agree with that assertion. Unfortunately, most organizations in search of innovation seem to be generating as much cynicism as they are new thinking.
          The problem isn’t so much that we’re overstating the importance of innovation; it’s more about what so many leaders are doing with it. Too many of them are exhorting all of their employees to be more innovative, providing classes and workshops designed to teach everyone how to think outside the box. They’re also doing their best to include innovation on a list of core values, emblazoning the word on annual reports and hallway posters, hoping that this will inspire people to come up with new ideas that will revolutionize the long-term strategic and financial prospects of the company.
          For all the talk about innovation, most executives don’t really like the prospect of their people generating new ways to do things, hoping instead that they’ll simply do what they’re being asked to do in the most enthusiastic, professional way possible. So it is no surprise when leaders get pounded for preaching innovation without really valuing it.
Only a Few Innovators
          What should leaders do? Be more open to new ideas from employees? Probably not. Better yet, they should stop overhyping innovation to the masses and come to the realization that only a limited number of people in any company really needs to be innovative.
          As heretical as that may seem to those who want to believe that “innovation is everyone’s business,” consider that even the most innovative and creative organizations need far more people to be dutiful, enthusiastic, and consistent in their work than innovative or creative.
          Think about a movie set. For every writer or director or actor on the payroll, there are hordes of people who have to be technically proficient, consistent, patient, and disciplined in their responsibilities. If they innovate, the project turns to chaos.
          And the most creative restaurant requires the work of a single chef to design a fabulous menu, and dozens of cooks and waitresses and waiters and dishwashers who will do their jobs with commitment, consistency, and dutifulness. If the cooks innovate, consistency is gone and customers can’t rely on what they’re going to get. Even a high-tech company doesn’t want or need its finance department or sales staff to be truly innovative.
          What should leaders demand of their people, if not innovation? How about a combination of interpersonal creativity and autonomy? “Creatonomy.” I realize that sounds like a protein drink for bodybuilders; however, what it means is that we need our employees to take complete responsibility to do their jobs and satisfy customers in the most effective and charismatic way possible, but within the bounds of sound business principles. For those who say “Well, that’s what we mean when we use the word ‘innovation’,” one needs to realize that it’s not what employees are hearing.
The Creatonomy Factor
           Creatonomy is something that thrives in great companies. The world’s best airlines, quick-service restaurant companies, department stores, and entrepreneurial businesses excel in it. Their employees are passionate and committed and take complete responsibility for their work, consistently turning customers into loyal fans. Sure, they’re encouraged to share their ideas about new ways to work, but most of what they are known for is being great at what has already been defined as the product or service that their company offers. And most leaders I know would take that any day, even before innovation.
          There is one group of people in an organization that has to exercise the capacity for innovation, regardless of their functional area. That group is the leadership team. Those who are chartered with overseeing a company’s various departments from the top are the keepers of innovation. They are ultimately responsible for determining the boundaries of change that are acceptable and, perhaps most important of all, identifying the handful of others within their departments who have the invitation and freedom to innovate.
          Therefore, if you’re a leader, the next time you think about giving a speech or sending out an e-mail calling for your people to innovate, consider being more specific about what you really want from them. And if you really believe that your organization isn’t innovative enough, focus your efforts first on the people at the top.
http://www.businessweek.com/innovate/content/aug2010/ id20100825_409624.htm, retrieved on December 19, 2010. (slightly adapted)
👉  Questão   21 
The author's intention in this text is to
(A) warn organizations that 21st century employees should abandon creatonomy at work.
(B) clarify the scope of innovation in business environments and restrain its relevance to certain jobs.
(C) blame employees for distorting the original meaning of innovation for their benefit.
(D) encourage employees to become more creative and innovative than the leadership team.
(E) suggest that top leaders in industrial companies should avoid being innovative.
👍 Comentários e Gabarito - Questão  21(B) 
*
👉  Questão   22 
The fragment “…to teach everyone how to think outside the box.” (lines 15-16) suggests that company leaders are
(A) stimulating employees to adopt classic ways of thinking and behaving.
(B) defending that all workers must learn to organize their materials in classified boxes.
(C) showing their employees how to look further and see things from unconventional perspectives.
(D) finding ways to criticize the business executives’ lateral thought processes which contradict standard ideas.
(E) planning new courses and training sessions that will teach workers to follow all of the norms for out-of-company procedures.
👍 Comentários e Gabarito - Questão  22(C) 
*
👉  Questão   23 
In “…only a limited number of people in any company really needs to be innovative.” (lines 34-35), the fragment “really needs to be” transmits the idea of
(A) minor ability
(B) strong necessity
(C) weak possibility
(D) severe regulation
(E) inevitable advice
👍 Comentários e Gabarito - Questão  23(B) 
*
👉  Questão   24 
In the fragments “…this will inspire people to come up with new ideas that will revolutionize the long-term strategic and financial prospects of the company.” (lines 19-22) and “…customers can’t rely on what they’re going to get.” (lines 52-53), “come up with” and “rely on” could be replaced in the text with, respectively,
(A) suggest – depend on
(B) propose – calculate
(C) supply – understand
(D) borrow – count on
(E) discard – believe in
👍 Comentários e Gabarito - Questão  24(A) 
*
👉  Questão   25 
In paragraphs 6 and 7 (lines 42-55), the contexts of a movie set and a creative restaurant are mentioned to illustrate the fact that
(A) those are the only areas in which innovation is, definitely, not welcome.
(B) only actors and cooks are allowed to take innovative actions in their jobs.
(C) chefs and movie directors must excel in innovation just as every business employee.
(D) all employees in the entertainment industry are taught to be innovative and creative all the time.
(E) in all business contexts, innovation and creativity  are essential aptitudes for only a part of the professionals.
👍 Comentários e Gabarito - Questão  25(E) 
*
👉  Questão   26 
In terms of reference,
(A) “...it.” (line 13) refers to “...problem...” (line 11)
(B) “...them...” (line 13) refers to “...employees...” (line 14)
(C) “...it.” (line 29) refers to “...surprise...” (line 28) (D) “they...” (line 32) refers to “...leaders...” (line 31)
(E) “...that...” (line 81) refers to “...innovation.” (line 81)
👍 Comentários e Gabarito - Questão  26(D) 
*
👉  Questão   27 
The question “What should leaders demand of their people, if not innovation?” (lines 56-57) implies that (A) people feel that innovation only matters for demanding business leaders.
(B) innovation is not in demand for all leaders and customers.
(C) innovation is irrelevant for most business leaders nowadays. 
(D) leaders should require all their people to be innovative.
(E) leaders should expect their subordinates to develop skills other than innovation.
👍 Comentários e Gabarito - Questão  27(E) 
*  
👉  Questão   28 
The boldfaced item is synonymous with the expression in parentheses in 
(A) “Unfortunately, most organizations in search of innovation seem to be generating as much cynicism as they are new thinking.” – lines 7-10 – (Definitely). (B) “So it is no surprise when leaders get pounded for preaching innovation without really valuing it.” – lines 27-29 – (Nonetheless).
(C) “If they innovate, the project turns to chaos.” – lines 45-46 – (Although).
(D) “however, what it means is that we need our employees to take complete responsibility to do their jobs…” – lines 59-61 – (moreover).
(E) “Therefore, if you’re a leader, the next time you think about giving a speech or sending out an e-mail calling for your people to innovate,” – lines 91-93 – (Thus).
👍 Comentários e Gabarito - Questão  28(E) 
*
👉  Questão   29 
Based on the meanings in the text,
(A) “...asserting...” (line 4) and denying are synonyms. 
(B) “...overstating...” (line 11) and emphasizing  express similar ideas.
(C) “...exhorting...” (line 14) and encouraging are antonyms.
(D) “...prospect...” (line 24) and possibility express contradictory ideas. 
(E) “...thrives...” (line 68) can not be substituted by 
 flourishes.
👍 Comentários e Gabarito - Questão  29(B) 
*
👉  Questão   30 
The author defends ‘creatonomy’ at work because
(A) creativity and autonomy are the only characteristics required of business leaders.
(B) employees should be extremely innovative and avoid following the norms for their jobs.
(C) customers request to be attended to by business assistants who follow the politeness principles.
(D) employees should be able to act responsibly and serve their clients appropriately and pleasantly. 
(E) people working in the same company should share feelings of harmony and credibility.
👍 Comentários e Gabarito - Questão  30(D) 

CESGRANRIO 2011 — BNDES – PROFISSIONAL BÁSICO

 PROVA DE LÍNGUA INGLESA:
• CESGRANRIO-2011-BNDES-PROFISSIONAL BÁSICO-01/11/2011.

 www.cesgranrio.org.br
 ESTRUTURA-PROVA:
 10 MCQs (Multiple Choice Questions) / 5 Options Each Question.
 Text – | Are You Training Yourself to Fail? | www.psychologytoday.com |

 TEXTO:
Are You Training Yourself to Fail?
Did you get done what you wanted to get done today?
By Peter Bregman. September 13, 2011 / Psychology Today
1            
Some people are naturally pre-disposed to being highly productive. They start their days with a clear and reasonable intention of what they plan to do, and then they work diligently throughout the day, sticking to their plans, focused on accomplishing their most important priorities, until the day ends and they’ve achieved precisely what they had expected. Each day moves them one day closer to what they intend to accomplish over the year.
2            
I am, unfortunately, not one of those people. Left to my own devices, I rarely end my day with the satisfaction of a plan well executed. My natural inclination is to start my morning with a long and overly ambitious list of what I hope to accomplish and push myself with sheer will to accomplish it. I’m prone to be so busy — answering emails, multitasking, taking phone calls, taking care of errands — that, without intervention, I would get very little of importance done.
3            
And then, exhausted by my busyness, but unsatisfied by how little of importance I’d accomplished, I would distract myself further by doing things that made me feel better in the moment, if not accomplished — like browsing the internet or eating something sweet.
4          
Our instincts most often drive us toward instant gratification. And the world around us conspires to lure us off task. Given total freedom, most of us would spend far too much time browsing websites and eating sweets. And being totally responsive to our environments would just have us running around like crazy catering to other people’s agendas.
5           
For me, the allure of accomplishing lots of little details would often override my focus on the big things I value. Each morning I would try to change my natural tendency by exerting self-control. I would talk to myself about how, starting this morning, I would be more focused, psych myself up to have a productive day, and commit to myself that I wouldn’t do any errands until the important work was done.
6          
It almost never worked. Certainly not reliably.
7
And so, without understanding it at the time, I was teaching myself to fail. People talk about failure — I talk about failure — as critical to learning. But what if we don’t learn? What if we do the same things, repeatedly, hoping for different results but not changing our behavior?
8          
Then we are training ourselves to fail repeatedly.
9
Because the more we continue to make the same mistakes, the more we ingrain the ineffective behaviors into our lives. Our failures become our rituals, our rituals become our habits, and our habits become our identity. We no longer experience an unproductive day; we become unproductive people.
10
You can’t get out of this pattern by telling yourself you’re a productive person. You’re smarter than that; you won’t believe yourself and the data won’t support the illusion.
11
You have to climb out the same way you climbed in: with new rituals.
12
For me, the best way to discover the most effective rituals to help me achieve my most important priorities was through trial and error. Every evening I looked at what worked and repeated it the next. I looked at what didn’t and stopped it.
13            
What I found is that rather than trying to develop super-human discipline and focus, I needed to rely on a process to make it more likely that I would be focused and productive and less likely that I would be scattered and ineffective.
14            
Rituals like these: Spending five minutes in the morning to place my most important work onto my calendar, stopping every hour to ask myself whether I’m sticking to my plan, and spending five minutes in the evening to learn from my successes and failures. Answering my emails in chunks at predetermined times during the day instead of whenever they come in. And never letting anything stay on my to do list for more than three days (after which I either do it immediately, schedule it in my calendar, or delete it).
15           
It doesn’t take long for these rituals to become habits and for the habits to become your identity. And then, you become a productive person.
16            
The trick then is to stay productive. Once your identity changes, you are at risk of letting go of your rituals. You don’t need them anymore, you think to yourself, because you are now a productive person. You no longer suffer from the problem the rituals saved you from.
17            
But that’s a mistake. Rituals don’t change us. They simply modify our behavior as long as we practice them. Once we stop, we lose their benefit. In other words, being productive — forever more — requires that you maintain the rituals that keep you productive — forever more.
18           
I would love to say that I am now one of those people who is naturally pre-disposed to being highly productive. But I’m not. There’s nothing natural about productivity for me.
Available in: <http://www.psychologytoday.com/blog/
how-we-work/201109/are-you-training-yourself-fail>.
Retrieved on: Sept. 17, 2011.
👉 Questão  21 :
The author’s intention in this text is to
(A) list all the daily tasks that end up in repeated failure at work.
(B) suggest a strategy to keep focused on the main items on one’s to-do list.
(C) illustrate how he has easily overcome his problem of distraction from relevant goals.
(D) deny that rituals are good habits for developing discipline and focusing on important tasks.
(E) defend the idea that those who invest their time and energy in modifying their habits are never successful.

👍 Comentários e Gabarito  B :
TÓPICO - IDEIA CONTEXTUAL ou INFORMAÇÃO DENTRO DO TEXTO:
The author’s intention in this text is to
(A) list all the daily tasks that end up in repeated failure at work.
(B) suggest a strategy to keep focused on the main items on one’s to-do list.
(C) illustrate how he has easily overcome his problem of distraction from relevant goals.
(D) deny that rituals are good habits for developing discipline and focusing on important tasks.
(E) defend the idea that those who invest their time and energy in modifying their habits are never successful.
👉 Questão  22 :
In the first paragraph, Peter Bregman mentions people who are naturally pre-disposed to being highly productive because he
(A) wishes he could be like them.
(B) would like to be as busy as they are.
(C) does not understand why they like rituals.
(D) never feels pleasure in accomplishing his tasks.
(E) considers himself happier and more dynamic than these people.
👍 Comentários e Gabarito  A :
TÓPICO - IDEIA CONTEXTUAL ou INFORMAÇÃO DENTRO DO TEXTO:
(A) wishes he could be like them.
(B) would like to be as busy as they are.
(C) does not understand why they like rituals.
(D) never feels pleasure in accomplishing his tasks.
(E) considers himself happier and more dynamic than these people.
👉 Questão  23 :
The expression busyness (line 19) is in italics to
(A) confuse the reader by referring to all of Peter Bregman’s financial problems.
(B) show that the author is not immediately accessible to talk to other people at work.
(C) point out that all the author’s enterprises are giving him a succession of bad results.
(D) highlight that the author is referring to himself as being extremely full of activities.
(E) convey to the reader that Peter Bregman has dedicated himself to the company that he owns.
👍 Comentários e Gabarito  D :
TÓPICO - IDEIA CONTEXTUAL ou INFORMAÇÃO DENTRO DO TEXTO:
The expression busyness (line 19) is in italics to
(A) confuse the reader by referring to all of Peter Bregman’s financial problems.
(B) show that the author is not immediately accessible to talk to other people at work.
(C) point out that all the author’s enterprises are giving him a succession of bad results.
(D) highlight that the author is referring to himself as being extremely full of activities.
(E) convey to the reader that Peter Bregman has dedicated himself to the company that he owns.
👉 Questão  24 :
The sentence “It almost never worked.” (line 40) refers to the fact that the author
(A) tried to control his impulse of doing irrelevant errands before facing his commitments.
(B) had to change his goals to concentrate only on the details of his daily tasks.
(C) could never see the relevance of doing important work very early in the morning on weekdays.
(D) believes that failure is critical to learning, so it is not essential to control oneself to do the right things.
(E) thinks that the world conspires to make people deny their responsibilities and spend their time on leisure activities.
👍 Comentários e Gabarito  A :
TÓPICO - IDEIA CONTEXTUAL ou INFORMAÇÃO DENTRO DO TEXTO:
(A) tried to control his impulse of doing irrelevant errands before facing his commitments.
(B) had to change his goals to concentrate only on the details of his daily tasks.
(C) could never see the relevance of doing important work very early in the morning on weekdays.
(D) believes that failure is critical to learning, so it is not essential to control oneself to do the right things.
(E) thinks that the world conspires to make people deny their responsibilities and spend their time on leisure activities.
👉 Questão  25 :
Based on the meanings in the text,
(A) overly (line 13) could be substituted by “moderately”.
(B) responsive (line 29) and “insensitive” are antonyms.
(C) override (line 33) and “invalidate” express opposite ideas.
(D) ingrain (line 49) and “reject” express similar ideas.
(E) scattered (line 69) and “concentrated” are synonyms.
👍 Comentários e Gabarito  B :
TÓPICO - IDEIA CONTEXTUAL ou INFORMAÇÃO DENTRO DO TEXTO:
(A) overly (line 13) could be substituted by “moderately”.
(B) responsive (line 29) and “insensitive” are antonyms.
(C) override (line 33) and “invalidate” express opposite ideas.
(D) ingrain (line 49) and “reject” express similar ideas.
(E) scattered (line 69) and “concentrated” are synonyms.
👉 Questão  26 :
In “Once your identity changes, you are at risk of letting go of your rituals.” (lines 84-86), the author implies that a change of identity
(A) will certainly lead to behavioral misconduct and inconvenient daily habits.
(B) will force you to be productive and remain so forever, never needing your  rituals anymore.
(C) will reveal that habits are not part of your identity as an under-achiever in the work environment.
(D) can eliminate rituals because they are usually ineffective strategies to achieve successful results.
(E) is essential to force yourself to become and remain productive along the days by establishing effective rituals.
👍 Comentários e Gabarito  E :
TÓPICO - IDEIA CONTEXTUAL ou INFORMAÇÃO DENTRO DO TEXTO:
(A) will certainly lead to behavioral misconduct and inconvenient daily habits.
(B) will force you to be productive and remain so forever, never needing your  rituals anymore.
(C) will reveal that habits are not part of your identity as an under-achiever in the work environment.
(D) can eliminate rituals because they are usually ineffective strategies to achieve successful results.
(E) is essential to force yourself to become and remain productive along the days by establishing effective rituals.
👉 Questão  27 :
In “Once we stop, we lose their benefit.” (line 92) the word “once” can be replaced, without changing the meaning of the sentence, by
(A) Despite the fact that
(B) As soon as
(C) As far as
(D) Though
(E) While
👍 Comentários e Gabarito  B :
TÓPICO - IDEIA CONTEXTUAL ou INFORMAÇÃO DENTRO DO TEXTO:
(A)  is constantly distracted from his most relevant goals for the day.
(B) leads a very busy professional life with no time for his family and friends.
(C) can only fulfill his professional tasks by making use of phone calls and emails.
(D) plans to do things that make him feel better before he attempts his daily assignments.
(E) has so many household tasks to accomplish that he constantly fails in most of his plans.
👉 Questão  28 :
“I’m prone to be so busy […] that, without intervention, I would get very little of importance done.” (lines 15-18) illustrates that the author
(A)  is constantly distracted from his most relevant goals for the day.
(B) leads a very busy professional life with no time for his family and friends.
(C) can only fulfill his professional tasks by making use of phone calls and emails.
(D) plans to do things that make him feel better before he attempts his daily assignments.
(E) has so many household tasks to accomplish that he constantly fails in most of his plans.
👍 Comentários e Gabarito  A :
TÓPICO - IDEIA CONTEXTUAL ou INFORMAÇÃO DENTRO DO TEXTO:
(A)  is constantly distracted from his most relevant goals for the day.
(B) leads a very busy professional life with no time for his family and friends.
(C) can only fulfill his professional tasks by making use of phone calls and emails.
(D) plans to do things that make him feel better before he attempts his daily assignments.
(E) has so many household tasks to accomplish that he constantly fails in most of his plans.
👉 Questão  29 :
The author ends the text in a tone of
(A) high hopes
(B) intense anger
(C) total conformity
(D) extreme satisfaction
(E) profound melancholy
👍 Comentários e Gabarito  C :
TÓPICO - IDEIA CONTEXTUAL ou INFORMAÇÃO DENTRO DO TEXTO: 
The author ends the text in a tone of
(A) high hopes
(B) intense anger
(C) total conformity
(D) extreme satisfaction
(E) profound melancholy
 
👉 Questão  30 :
In “You have to climb out the same way you climbed in: with new rituals” (lines 58-59) the modal that substitutes ‘have to’ without a change in meaning is
(A) may
(B) can
(C) must
(D) would
(E) might
👍 Comentários e Gabarito  C :
TÓPICO - IDEIA CONTEXTUAL ou INFORMAÇÃO DENTRO DO TEXTO:
(A) may
(B) can
(C) must
(D) would
(E) might