TEXTO:
An English tale
In England there once was a man who, despite
being quite wealthy and having a loving wife plus two
wonderful children, one fine day decided to set out in
search of the Truth. He discussed the matter with his
[5] wife, made sure that all her needs would be provided
for while he was away and started out. For years he
traveled, looking for the Truth on the four corners of
the world.
One day someone pointed to a mountain and told
[10] him, “There’s a cave up there, and some say that the
Truth lives there.” The man climbed the mountain and
found an old woman, dirty and dressed in rags, sitting
on the cave’s mouth. “Are you the Truth?” he asked
her; and she said “Yes” in such a clear and charming
[15] voice that he felt sure she was telling the truth. He
decided to stay, sharing the cave with the woman and
learning more about life and things in general. After
a year and a day, he got homesick and decided to go
back home. Truth was not opposed. As he took his QUESTÃO 22
[20] leave of the old woman he asked her what he could
do for her, considering all she had done for him. The
Truth thought for a while before raising a wrinkled
finger and replying, “When people ask about me, tell
them I am young and beautiful!”
SCHEHERAZADE. The Truth. Tale collected by folklore as performed by actress Raquel Barcha.
Both terms are prepositions in the alternative
TEXTO:
How to stop handing business to the competition
Most businesses fail to achieve their potential
because of faulty thinking. It happens because
business executives, owners and managers don’t
like news that runs contrary to the pictures inside
[5] their heads. While those delivering unacceptable
messages to a manager or executive no longer lose
their heads as they did centuries ago, they can lose
their jobs. As a result, those who need to know the
truth first are often the last to get it.
[10] The effects of such shielding and denial account
for many of the irrational and unnecessary mistakes
companies make. Why does it take so long for the
negative news to get to the top? Why do those sitting
around the table fail to speak up? No one wants to
[15] hear bad news. In fact, we tune it out. Rather than
processing it, we get rid of it. “Sure, sales have gone
down but just wait until next quarter.” Next quarter
comes and then we hear, “We took a hit with the bad
weather.”
[20] Not wanting to listen to the negative and turning
away from what we don’t want to hear is obviously
dangerous since it leads to inappropriate decisions.
Rejecting information that goes against what we want
to believe or that fits our perception of our business
[25] can send companies down dangerous paths.
GRAHAM, John. How to stop handing business to the competition. LAB. Bolivian Airlines. Latin VIP, p. 55, s.d.
Most businesses fail because executives, owners and managers
TEXTO:
How to stop handing business to the competition
Most businesses fail to achieve their potential
because of faulty thinking. It happens because
business executives, owners and managers don’t
like news that runs contrary to the pictures inside
[5] their heads. While those delivering unacceptable
messages to a manager or executive no longer lose
their heads as they did centuries ago, they can lose
their jobs. As a result, those who need to know the
truth first are often the last to get it.
[10] The effects of such shielding and denial account
for many of the irrational and unnecessary mistakes
companies make. Why does it take so long for the
negative news to get to the top? Why do those sitting
around the table fail to speak up? No one wants to
[15] hear bad news. In fact, we tune it out. Rather than
processing it, we get rid of it. “Sure, sales have gone
down but just wait until next quarter.” Next quarter
comes and then we hear, “We took a hit with the bad
weather.”
[20] Not wanting to listen to the negative and turning
away from what we don’t want to hear is obviously
dangerous since it leads to inappropriate decisions.
Rejecting information that goes against what we want
to believe or that fits our perception of our business
[25] can send companies down dangerous paths.
GRAHAM, John. How to stop handing business to the competition. LAB. Bolivian Airlines. Latin VIP, p. 55, s.d.
Many businessmen don’t like of hearing bad news because they
TEXTO:
How to stop handing business to the competition
Most businesses fail to achieve their potential
because of faulty thinking. It happens because
business executives, owners and managers don’t
like news that runs contrary to the pictures inside
[5] their heads. While those delivering unacceptable
messages to a manager or executive no longer lose
their heads as they did centuries ago, they can lose
their jobs. As a result, those who need to know the
truth first are often the last to get it.
[10] The effects of such shielding and denial account
for many of the irrational and unnecessary mistakes
companies make. Why does it take so long for the
negative news to get to the top? Why do those sitting
around the table fail to speak up? No one wants to
[15] hear bad news. In fact, we tune it out. Rather than
processing it, we get rid of it. “Sure, sales have gone
down but just wait until next quarter.” Next quarter
comes and then we hear, “We took a hit with the bad
weather.”
[20] Not wanting to listen to the negative and turning
away from what we don’t want to hear is obviously
dangerous since it leads to inappropriate decisions.
Rejecting information that goes against what we want
to believe or that fits our perception of our business
[25] can send companies down dangerous paths.
GRAHAM, John. How to stop handing business to the competition. LAB. Bolivian Airlines. Latin VIP, p. 55, s.d.
Productivity goes down in a company because businessmen
TEXTO:
How to stop handing business to the competition
Most businesses fail to achieve their potential
because of faulty thinking. It happens because
business executives, owners and managers don’t
like news that runs contrary to the pictures inside
[5] their heads. While those delivering unacceptable
messages to a manager or executive no longer lose
their heads as they did centuries ago, they can lose
their jobs. As a result, those who need to know the
truth first are often the last to get it.
[10] The effects of such shielding and denial account
for many of the irrational and unnecessary mistakes
companies make. Why does it take so long for the
negative news to get to the top? Why do those sitting
around the table fail to speak up? No one wants to
[15] hear bad news. In fact, we tune it out. Rather than
processing it, we get rid of it. “Sure, sales have gone
down but just wait until next quarter.” Next quarter
comes and then we hear, “We took a hit with the bad
weather.”
[20] Not wanting to listen to the negative and turning
away from what we don’t want to hear is obviously
dangerous since it leads to inappropriate decisions.
Rejecting information that goes against what we want
to believe or that fits our perception of our business
[25] can send companies down dangerous paths.
GRAHAM, John. How to stop handing business to the competition. LAB. Bolivian Airlines. Latin VIP, p. 55, s.d.
All the verbs are irregular in the sequence
TEXTO:
How to stop handing business to the competition
Most businesses fail to achieve their potential
because of faulty thinking. It happens because
business executives, owners and managers don’t
like news that runs contrary to the pictures inside
[5] their heads. While those delivering unacceptable
messages to a manager or executive no longer lose
their heads as they did centuries ago, they can lose
their jobs. As a result, those who need to know the
truth first are often the last to get it.
[10] The effects of such shielding and denial account
for many of the irrational and unnecessary mistakes
companies make. Why does it take so long for the
negative news to get to the top? Why do those sitting
around the table fail to speak up? No one wants to
[15] hear bad news. In fact, we tune it out. Rather than
processing it, we get rid of it. “Sure, sales have gone
down but just wait until next quarter.” Next quarter
comes and then we hear, “We took a hit with the bad
weather.”
[20] Not wanting to listen to the negative and turning
away from what we don’t want to hear is obviously
dangerous since it leads to inappropriate decisions.
Rejecting information that goes against what we want
to believe or that fits our perception of our business
[25] can send companies down dangerous paths.
GRAHAM, John. How to stop handing business to the competition. LAB. Bolivian Airlines. Latin VIP, p. 55, s.d.
The expression that indicates a circumstance of time in the past is