Questões de Concursos Interpretação de texto Reading comprehension

When a person (or team or firm or government) decides how to act in dealings with other people (or teams or firms or governments), there must be some cross-effect of their actions; what one does must affect the outcome for the other. For the interaction to become a strategic game, however, we need the participants’ mutual awareness of this cross-effect. What the other person does affects you; if you know this, you can react to his actions, or take advance actions to forestall the bad effects his future actions may have on you and to facilitate any good effects, or even take advance actions so as to alter his future reactions toyour advantage. If you know that the other person knows that what you do affects him, you know that he will be taking similar actions. And so on. It is this mutual awareness of the cross-effects of actions and the actions taken as a result of this awareness that constitute the most interesting aspects of strategy.

When each participant is significant in the interaction, either because each is a large player to start with or because commitments or private information narrow the scope of the relationship to a point where each is an important player within the relationship, we must think of the interaction as a strategic game. Such situations are the rule rather than the exception in business, in politics, and even in social interactions. Therefore, the study of strategic games forms an important part of all fields that analyze these matters.

Avinash Dixit et al. Games of strategy.

New York: W.W. Norton & Coadapted, 2015 (adapted).

As the Olympics Approaches, a Lesson in Overcoming Adversity

Bert R. Mandelbaum, MD

July 20, 2016

I've known a lot of athletes who qualified for the Olympic Games ,______injuries. But I know of only one who qualified because of an injury.

Cliff Meidl’s story captures the spirit of the Olympics.

In November 1986, Cliff, a 20-year-old plumber's apprentice, hit three buried high-voltage electrical cables with a jackhammer. An estimated 30,000 volts surged through his body, exploding bone and cartilage from the inside ail the way up to his head. To put that into perspective, electric chairs use only 1500-2000 volts for executions. So it's safe to say that Cliff should have died.

And he nearly did. His heart stopped. Paramedics were able to get it going again, but they had to resuscitate him on the way to the hospital.

As part of a team with renowned plastic surgeon Malcolm Lesavoy, MD, and others, I got to work reconstructing Cliffs legs. Our best hope was to avoid amputation.

But very quickly, we noticed something else going on - something that had nothing to do with our expertise. Through every step of his painful rehabilitation, Cliff grew more and more determined. He never complained. He just asked, "What's next?"

Before he had even finished the rehabilitation, Cliff started paddling various watercrafts. The days spent on crutches had already strengthened his upper body, and he took naturally to the sport. The same year in which he was injured, he began competing in canoe and kayak events, and in 1996 he qualified for the Olympics - not the Paralympic Games, the Olympic Games.

Four years later, in Sydney, Australia, I was overseeing the sports medicine team at the Olympic soccer tournament. I was sitting in the stands during the opening ceremonies when Cliff walked into the Olympic Stadium carrying the Stars and Stripes.

It's a long-standing tradition for delegations of athletes to select one among their number to bear the flag, and the choice often symbolizes some extraordinary accomplishment. I had no idea that Cliff would be selected. So when he strode into the stadium with a normal gait, I nearly broke down.

Moments like that reinforce what I have always believed: that sport can bring out the best in us all.

The Olympic Games (...) are devoted to celebrating the human capacity to improve body, mind, and soul.

They are about taking part - not necessarily about winning. Cliffs peers in the US delegation of 2000 recognized that when they elected him to bear the nation's colors. He never won a medal at the games, but the spirit with which he overcame adversity inspired all of them.

The Olympic motto - faster, higher, stronger - can help our patients realize that the real victory is the "win within." The Win Within: Capturing Your Victorious Spirit is the name of the book I wrote to show people that coming back from adversity is part of our heritage - that we as humanbeings are more adapted to adversity than we are to success.

Adversity is the engine of unimagined opportunity. It can unleash our energy and stimulate our will. It moves us to succeed. If I don’t have food, I have to go get some. If I’m cold, I have to build a shelter.

I remind patients who don't participate in sports that they have the heritage of athletes. We all have the genes of pursuit-hunters who survived by running down their prey and running away from their predators. That's why even now, in 2016, when we go out and take a run, we feel good. We get an endorphin surge and our lipids go down. Our hearts and brains become clear.

The life of sport and sport of life are interlinked. Exercise is our birthright; it's our legacy; it's why we are here.

We no longer have to fear saber-toothed tigers or cave bears. But when you look today at how people can be successful in 2016, it's by avoiding the predators in our urban life: overeating, inactivity, and smoking. And it's by rising to meet adversity.

(Adapted from http ://www.medscape.com/viewarticle/866279)

O texto seguinte servirá de base para responder à questão.

India's luxury airline Vistara flies into the sunset

Indian full-service carrier Vistara will operate its last flight on Monday, after nine years in existence.

A joint venture between Singapore Airlines and the Tata Sons, Vistara will merge with Tata-owned Air India to form a single entity with an expanded network and broader fleet.

This means that all Vistara operations will be transferred to and managed by Air India, including helpdesk kiosks and ticketing offices. The process of migrating passengers with existing Vistara bookings and loyalty programmes to Air India has been under way over thepast few months.

"As part of the merger process, meals, service ware and other soft elements have been upgraded and incorporates aspects of both Vistara and Air India," an Air India spokesperson said in an email response.

Amid concerns that the merger could impact service standards, the Tatas have assured that Vistara's in-flight experience will remain unchanged.

Known for its high ratings in food, service, and cabin quality, Vistara has built a loyal customer base and the decision to retire the Vistara brand has been criticised by fans, branding experts, and aviation analysts.

The consolidation was effectively done to clean up Vistara's books and wipe out its losses, said Mark Martin, an aviation analyst.

Air India has essentially been "suckered into taking a loss-making airline" in a desperate move, he added.

"Mergers are meant to make airlines powerful. Never to wipe out losses or cover them."

To be sure, both Air India and Vistara's annual losses have reduced by more than half over the past year, and other operating metrics have improved too. But the merger process so far has been turbulent.

The exercise has been riddled with problems − from pilot shortages that have led to massive flight cancellations, to Vistara crew going on mass sick leave over plans to align their salary structures with Air India.

There have also been repeated complaints about poor service standards on Air India, including viral videos of broken seats and non-functioning inflight entertainment systems.

The Tatas have announced a $400m (£308m) programme to upgrade and retrofit the interiors of its older aircraft and also a brand-new livery. They've also placed orders for hundreds of new Airbus and Boeing planes worth billions of dollars to augment their offering.

But this "turnaround" is still incomplete and riddled with problems, according to Mr Martin. A merger only complicates matters.

Experts say that the merger strikes a dissonant chord from a branding perspective too.

Harish Bijoor, a brand strategy specialist, told the BBC he was feeling "emotional" that a superior product offering like Vistara which had developed a "gold standard for Indian aviation" was ceasing operations.

"It is a big loss for the industry," said Mr Bijoor, adding it will be a monumental task for the mother brand Air India to simply "copy, paste and exceed" the high standards set by Vistara, given that it's a much smaller airline that's being gobbled up by a much larger one.

Mr Bijoor suggests a better strategy would have been to operate Air India separately for five years, focusing on improving service standards, while maintaining Vistara as a distinct brand with Air India prefixed to it.

"This would have given Air India the time and chance to rectify the mother brand and bring it up to the Vistara level, while maintaining its uniqueness," he adds.

Beyond branding, the merged entity will face a slew of operational challenges.

"Communication will be a major challenge in the early days, with customers arriving at the airport expecting Vistara flights, only to find Air India branding," says Ajay Awtaney, editor of Live From A Lounge, an aviation portal. "Air India will need to maintain clear communication for weeks."

Another key challenge, he notes, is cultural: Vistara's agile employees may struggle to adjust to Air India's complex bureaucracy and systems.

But the biggest task for the merged carrier would be offering customers a uniform flying experience.

These are "two airlines with very different service formats are being integrated into one airline. It is going to be a hotchpotch of service formats, cabin formats, branding, and customer experience. It will involve learning and unlearning, and such a process has rarely worked with airlines and is seldom effective," said Mr Martin.

Still, many believe Vistara had to go − now or some years later.

A legacy brand like Air India, with strong global recognition and 'India' imprinted in its identity, wouldn't have allowed a smaller, more premium subsidiary to overshadow its revival process.

Financially too, it makes little sense for the Tatas to have two loss-making entities compete with one another.

The combined strength of Vistara and Air India could also place the Tatas in a much better position to compete with market leader Indigo.

The unified Air India group (including Air India Express, which completed its merger with the former Air Asia India in October) "will be bigger and better with a fleet size of nearly 300 aircraft, an expanded network and a stronger workforce", an Air India spokesperson said.

"Getting done with the merger means that Air India grows overnight, and the two teams start cooperating instead of competing. There will never be one right day to merge. Somewhere, a line had to be drawn," said Mr Awtaney.

But for many Vistara loyalists, its demise leaves a void in India's skies for a premium, full-service carrier - marking the third such gap after the collapse of Kingfisher Airlines and Jet Airways.

It's still too early to say if Air India, which often ranks at the bottom of airline surveys, can successfully fill that void.

https://www.bbc.com/news/articles/c5ygp1w5eq7o

READ TEXT I AND ANSWER THE QUESTION THAT FOLLOWS IT:

TEXT I

Decolonizing English Language Teaching for Brazilian Indigenous Peoples

In an era of increasing contact between citizens of the diverse nations of the world, the far-reaching impacts of globalization are often linked to the propagation of English as a language for international communication in a variety of settings, including international trade, academic and scientific discourses, and diplomacy, among others. Given its status as an international language, English is also a highly-valued foreign language in Brazil, and its influence represents, at least symbolically, greater access to both national and global markets. As such, federal curricular standards require all students in Brazilian public schools to study English as a foreign language from middle to high school.

These standards also apply to the indigenous populations of Brazil. However, additional federal legislation regulates the ways that English and other subjects must be taught in indigenous communities. The Brazilian Constitution, ratified in 1988, represents a significant landmark in this respect, providing for the inclusion of 'specific, bilingual, differentiated, and intercultural' educational practices within indigenous school settings, thus guaranteeing each indigenous group the right to integrate their traditional knowledge, cultures, and languages into primary and secondary education curricula (Brazil, 1988).

As such, the question of how to teach English in indigenous settings in a way that values traditional cultures and knowledge in accordance with the specific, differentiated, and intercultural approach mandated by federal legislation must be addressed. The status of English as the language of globalization, along with its long history as an instrument of colonial imperialism, poses an ethical dilemma in the Brazilian indigenous educational context, given that its inclusion in indigenous school curricula presents an implicit risk of recreating and reinforcing neocolonial hierarchies of knowledge production that favor Western perspectives over traditional indigenous systems of knowledge.

In an effort to adapt English language teaching to the needs and demands of indigenous communities, contributions from the fields of postcolonial theory, English language teaching, and sociocultural approaches to language teaching will be connected to current Brazilian laws governing indigenous education. The aim is to investigate the possibilities for the teaching of a decolonized, local English that values traditional indigenous knowledge systems over neocolonial global influences which are often associated with English.

Adapted from: https://www.scielo.br/j/edreal/a/43bj8bSQDpQYPjQTX9jK9jb/