FRANCISCO MIRANDA RODRIGUES

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Se é um CEO é provável

que não leia este texto, mas…

Uma ideia simples para melhorar a acessibilidade: permitir o acesso aos serviços de psicólogos em serviços públicos e ainda aumentar mais a abrangência da cobertura no mercado de seguros. Será isto assim tão radical?

𝖯𝗈𝗋𝗍𝗎𝗀𝖺𝗅, 𝟤𝟢𝟤𝟤: 𝗈 𝖽𝗂𝖺 𝖽𝖾 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝗈 𝖼𝗈𝗆𝖾𝖼̧𝗈𝗎 𝖼𝗈𝗆 𝗎𝗆𝖺 𝗌𝖾𝗇𝗌𝖺𝖼̧𝖺̃𝗈 𝖽𝖾 𝗌𝗎𝗋𝗉𝗋𝖾𝗌𝖺 𝖾 𝖾𝗆𝖻𝖺𝗋𝖺𝖼̧𝗈. 𝖮 𝖢𝖤𝖮 𝖼𝗈𝗆𝖾𝗇𝗍𝖺𝗏𝖺 𝖼𝗈𝗆 𝗈 𝖢𝖮𝖮 𝗊𝗎𝖾 𝗇𝖺̃𝗈 𝖼𝗈𝗆𝗉𝗋𝖾𝖾𝗇𝖽𝗂𝖺 𝖼𝗈𝗆𝗈 𝗉𝗈𝖽𝗂𝖺 𝗌𝖾𝗋 𝗉𝗈𝗌𝗌𝗂́𝗏𝖾𝗅. 𝖠𝖼𝗁𝖺𝗏𝖺 𝗊𝗎𝖾 𝗌𝖾𝗆𝗉𝗋𝖾 𝗍𝗂𝗇𝗁𝖺 𝗍𝗋𝖺𝗍𝖺𝖽𝗈 𝖻𝖾𝗆 𝗈𝗌 𝗌𝖾𝗎𝗌 𝖼𝗈𝗅𝖺𝖻𝗈𝗋𝖺𝖽𝗈𝗋𝖾𝗌 𝖾 𝗊𝗎𝖾 𝖺𝗍𝖾́ 𝗅𝗁𝖾𝗌 𝗉𝖺𝗀𝖺𝗏𝖺 𝖻𝖾𝗆, 𝗊𝗎𝖺𝗇𝖽𝗈 𝖼𝗈𝗆𝗉𝖺𝗋𝖺𝖽𝗈 𝖼𝗈𝗆 𝗈 𝗆𝖾𝗋𝖼𝖺𝖽𝗈. 𝖭𝖺̃𝗈 𝖾𝗌𝗉𝖾𝗋𝖺𝗏𝖺 𝗊𝗎𝖾 𝖺𝗊𝗎𝖾𝗅𝖾 𝗊𝗎𝖾𝗌𝗍𝗂𝗈𝗇𝖺́𝗋𝗂𝗈 𝖽𝖾 𝖼𝗅𝗂𝗆𝖺 𝗈𝗋𝗀𝖺𝗇𝗂𝗓𝖺𝖼𝗂𝗈𝗇𝖺𝗅 𝗆𝗈𝗌𝗍𝗋𝖺𝗌𝗌𝖾 𝗎𝗆 𝗋𝖾𝗍𝗋𝖺𝗍𝗈 𝖽𝖾 𝗂𝗇𝗌𝖺𝗍𝗂𝗌𝖿𝖺𝖼̧𝖺̃𝗈, 𝗆𝖺𝗅-𝖾𝗌𝗍𝖺𝗋 𝖾 𝖺𝗍𝖾́ 𝗉𝗈𝗎𝖼𝗈 𝖼𝗈𝗆𝗉𝗋𝗈𝗆𝖾𝗍𝗂𝗆𝖾𝗇𝗍𝗈 𝖼𝗈𝗆 𝖺 𝖾𝗆𝗉𝗋𝖾𝗌𝖺 𝗍𝖺̃𝗈 𝗀𝖾𝗇𝖾𝗋𝖺𝗅𝗂𝗓𝖺𝖽𝗈.

𝖤́ 𝖼𝖾𝗋𝗍𝗈 𝗊𝗎𝖾 𝗁𝖺́ 𝗃𝖺́ 𝖺𝗅𝗀𝗎𝗇𝗌 𝗆𝖾𝗌𝖾𝗌 𝖾𝗋𝖺 𝗏𝗂𝗌𝗂́𝗏𝖾𝗅 𝗎𝗆𝖺 𝗆𝖺𝗂𝗈𝗋 𝗋𝗈𝗍𝖺𝖼̧𝖺̃𝗈 𝖽𝗈𝗌 𝖿𝗎𝗇𝖼𝗂𝗈𝗇𝖺́𝗋𝗂𝗈𝗌 𝖾𝗆 𝖼𝖾𝗋𝗍𝖺𝗌 𝖿𝗎𝗇𝖼̧𝗈̃𝖾𝗌, 𝗆𝖺𝗌 𝗌𝖾𝗆𝗉𝗋𝖾 𝗉𝖾𝗇𝗌𝗈𝗎 𝗊𝗎𝖾 𝗂𝗌𝗌𝗈 𝗌𝖾 𝖽𝖾𝗏𝗂𝖺 𝖺 𝗆𝗎𝖽𝖺𝗇𝖼̧𝖺𝗌 𝗇𝗈 𝗆𝖾𝗋𝖼𝖺𝖽𝗈 𝖽𝖾 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝗈, 𝖼𝗈𝗆 𝖺 𝖼𝗈𝗇𝖼𝗈𝗋𝗋𝖾̂𝗇𝖼𝗂𝖺 𝖺 𝗉𝖺𝗀𝖺𝗋 𝖺𝖼𝗂𝗆𝖺 𝖽𝗈 𝗊𝗎𝖾 𝖾𝗋𝖺 𝗋𝖺𝗓𝗈𝖺́𝗏𝖾𝗅 𝖾 𝖺𝗌 𝗈𝗉𝗈𝗋𝗍𝗎𝗇𝗂𝖽𝖺𝖽𝖾𝗌 𝗂𝗇𝗍𝖾𝗋𝗇𝖺𝖼𝗂𝗈𝗇𝖺𝗂𝗌 𝖼𝗈𝗆 𝖺𝗌 𝗊𝗎𝖺𝗂𝗌 𝖼𝗈𝗇𝗌𝗂𝖽𝖾𝗋𝖺𝗏𝖺 𝗂𝗆𝗉𝗈𝗌𝗌𝗂́𝗏𝖾𝗅 𝖼𝗈𝗆𝗉𝖾𝗍𝗂𝗋.

𝖭𝗎𝗆𝖺 𝗋𝖾𝗎𝗇𝗂𝖺̃𝗈 𝖽𝗈 𝖻𝗈𝖺𝗋𝖽 𝗈 𝖺𝗌𝗌𝗎𝗇𝗍𝗈 𝖿𝗈𝗂 𝖽𝗂𝗌𝖼𝗎𝗍𝗂𝖽𝗈 𝖾 𝗏𝖺́𝗋𝗂𝗈𝗌 𝖽𝗈𝗌 𝗌𝖾𝗎𝗌 𝗆𝖾𝗆𝖻𝗋𝗈𝗌 𝗋𝖾𝖿𝖾𝗋𝗂𝗋𝖺𝗆 𝗊𝗎𝖾 𝗈 𝗂𝗆𝗉𝖺𝖼𝗍𝗈 𝖽𝖺 𝗉𝖺𝗇𝖽𝖾𝗆𝗂𝖺 𝗇𝖺 𝗌𝖺𝗎́𝖽𝖾 𝗆𝖾𝗇𝗍𝖺𝗅 𝖾𝗌𝗍𝖺𝗏𝖺 𝖺 𝗌𝖾𝗋 𝗆𝗎𝗂𝗍𝗈 𝗀𝗋𝖺𝗇𝖽𝖾 𝖾 𝗊𝗎𝖾 𝖺𝗌 𝗉𝖾𝗌𝗌𝗈𝖺𝗌 𝗇𝖺̃𝗈 𝖾𝗌𝗍𝖺𝗏𝖺𝗆 𝖻𝖾𝗆 𝖾 𝗍𝗈𝗆𝖺𝗏𝖺𝗆, 𝗉𝗈𝗋 𝗏𝖾𝗓𝖾𝗌, 𝖽𝖾𝖼𝗂𝗌𝗈̃𝖾𝗌, 𝗊𝗎𝖾 𝖼𝗈𝗇𝗌𝗂𝖽𝖾𝗋𝖺𝗏𝖺𝗆 𝗂𝗋𝗋𝖺𝖼𝗂𝗈𝗇𝖺𝗂𝗌, 𝗌𝖺𝗂𝗇𝖽𝗈 𝖽𝖺𝗌 𝖾𝗆𝗉𝗋𝖾𝗌𝖺𝗌 𝗈𝗇𝖽𝖾 𝖾𝗌𝗍𝖺𝗏𝖺𝗆. 𝖤𝗆 𝗋𝖾𝗌𝗉𝗈𝗌𝗍𝖺 𝖺 𝗂𝗌𝗍𝗈 𝗈 𝖢𝖤𝖮 𝗉𝖾𝗇𝗌𝗈𝗎 𝗍𝖾𝗋 𝖽𝖾 𝖺𝗀𝗂𝗋 𝖾 𝖽𝗂𝗌𝗉𝗈𝗇𝗂𝖻𝗂𝗅𝗂𝗓𝖺𝗋 𝖺𝗈𝗌 𝗌𝖾𝗎𝗌 𝖿𝗎𝗇𝖼𝗂𝗈𝗇𝖺́𝗋𝗂𝗈𝗌 𝖺 𝗉𝗈𝗌𝗌𝗂𝖻𝗂𝗅𝗂𝖽𝖺𝖽𝖾 𝖽𝖾 𝗍𝖾𝗋𝖾𝗆 𝖼𝗈𝗇𝗌𝗎𝗅𝗍𝖺𝗌 𝖽𝖾 𝗉𝗌𝗂𝖼𝗈𝗅𝗈𝗀𝗂𝖺. 𝖥𝖾𝗓 𝗎𝗆 𝖺𝖼𝗈𝗋𝖽𝗈 𝖼𝗈𝗆 𝗎𝗆𝖺 𝗉𝗌𝗂𝖼𝗈́𝗅𝗈𝗀𝖺 𝗊𝗎𝖾 𝖼𝗈𝗇𝗁𝖾𝖼𝗂𝖺 𝖾 𝗋𝖾𝗌𝗉𝗂𝗋𝗈𝗎 𝖿𝗎𝗇𝖽𝗈.

𝖥𝗋𝖺𝗇𝖼̧𝖺, 𝟤𝟢𝟢𝟩: “𝖵𝗈𝗎 𝗍𝗂𝗋𝖺́-𝗅𝗈𝗌 𝖽𝖾 𝗎𝗆𝖺 𝗆𝖺𝗇𝖾𝗂𝗋𝖺 𝗈𝗎 𝖽𝖾 𝗈𝗎𝗍𝗋𝖺, 𝗉𝖾𝗅𝖺 𝗃𝖺𝗇𝖾𝗅𝖺 𝗈𝗎 𝗉𝖾𝗅𝖺 𝗉𝗈𝗋𝗍𝖺”, 𝖽𝗂𝗌𝗌𝖾 𝖫𝗈𝗆𝖻𝖺𝗋𝖽 𝖺𝗈𝗌 𝗌𝖾𝗎𝗌 𝖽𝗂𝗋𝖾𝖼𝗍𝗈𝗋𝖾𝗌. 𝖮𝗌 𝗍𝖾𝗆𝗉𝗈𝗌 𝖾𝗋𝖺𝗆 𝖽𝗂𝖿𝗂́𝖼𝖾𝗂𝗌 𝗉𝖺𝗋𝖺 𝖾𝗌𝗍𝖺 𝖾𝗆𝗉𝗋𝖾𝗌𝖺 𝖾 𝗎𝗆 𝗉𝗅𝖺𝗇𝗈 𝖽𝖾 𝗋𝖾𝖾𝗌𝗍𝗋𝗎𝗍𝗎𝗋𝖺𝖼̧𝖺̃𝗈 𝗉𝗋𝖾𝗏𝗂𝖺 𝖺 𝗌𝖺𝗂́𝖽𝖺 𝖽𝖾 𝗉𝖾𝗅𝗈 𝗆𝖾𝗇𝗈𝗌 𝟤𝟤 𝗆𝗂𝗅 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝖺𝖽𝗈𝗋𝖾𝗌. 𝖠𝗌 𝗉𝗋𝖺́𝗍𝗂𝖼𝖺𝗌 𝗎𝗍𝗂𝗅𝗂𝗓𝖺𝖽𝖺𝗌 (𝖼𝗈𝗆𝗈 𝗍𝗋𝖺𝗇𝗌𝖿𝖾𝗋𝖾̂𝗇𝖼𝗂𝖺𝗌 𝖽𝖾 𝗅𝗈𝖼𝖺𝗅 𝖽𝖾 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝗈 𝗉𝖺𝗋𝖺 𝗅𝗈𝗇𝗀𝖾 𝖽𝖺𝗌 𝖿𝖺𝗆𝗂́𝗅𝗂𝖺𝗌 𝗈𝗎 𝗉𝖺𝗋𝖺 𝖿𝗎𝗇𝖼̧𝗈̃𝖾𝗌 𝗁𝗎𝗆𝗂𝗅𝗁𝖺𝗇𝗍𝖾𝗌) 𝖿𝗈𝗋𝖺𝗆 𝖽𝖾𝗇𝗈𝗆𝗂𝗇𝖺𝖽𝖺𝗌 𝗉𝖾𝗅𝗈 𝗍𝗋𝗂𝖻𝗎𝗇𝖺𝗅 𝗌𝗈𝖻𝗋𝖾 𝗈 𝖾𝗉𝗂́𝗍𝖾𝗍𝗈 𝖽𝖾 “𝖺𝗌𝗌𝖾́𝖽𝗂𝗈 𝗂𝗇𝗌𝗍𝗂𝗍𝗎𝖼𝗂𝗈𝗇𝖺𝗅”.

𝖫𝗈𝗆𝖻𝖺𝗋𝖽 𝖾𝗋𝖺 𝗈 𝖯𝗋𝖾𝗌𝗂𝖽𝖾𝗇𝗍𝖾 𝖽𝖺 𝖥𝗋𝖺𝗇𝖼𝖾 𝖳𝖾́𝗅𝖾́𝖼𝗈𝗆. 𝖥𝗈𝗂 𝖼𝗈𝗇𝖽𝖾𝗇𝖺𝖽𝗈 𝖺 𝗎𝗆𝖺 𝗉𝖾𝗇𝖺 𝖽𝖾 𝗉𝗋𝗂𝗌𝖺̃𝗈. 𝖤𝗆 𝖼𝖺𝗎𝗌𝖺 𝟥𝟫 𝖼𝖺𝗌𝗈𝗌 𝖽𝖾 𝖿𝗎𝗇𝖼𝗂𝗈𝗇𝖺́𝗋𝗂𝗈𝗌 𝗊𝗎𝖾 𝗌𝖾 𝗌𝗎𝗂𝖼𝗂𝖽𝖺𝗋𝖺𝗆, 𝗍𝖾𝗇𝗍𝖺𝗋𝖺𝗆 𝗌𝗎𝗂𝖼𝗂𝖽𝖺𝗋-𝗌𝖾 𝗈𝗎 𝖽𝖾𝗌𝖾𝗇𝗏𝗈𝗅𝗏𝖾𝗋𝖺𝗆 𝗉𝖾𝗋𝗍𝗎𝗋𝖻𝖺𝖼̧𝗈̃𝖾𝗌 𝖽𝖾𝗉𝗋𝖾𝗌𝗌𝗂𝗏𝖺𝗌 𝖾 𝗂𝗇𝖼𝖺𝗉𝖺𝖼𝗂𝗍𝖺𝗇𝗍𝖾𝗌 𝗉𝖺𝗋𝖺 𝗈 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝗈.

𝖰𝗎𝗂𝗇𝗓𝖾 𝖺𝗇𝗈𝗌 𝖽𝖾𝗉𝗈𝗂𝗌, 𝗆𝗈𝗌𝗍𝗋𝖺𝗆𝗈𝗌 𝖾𝗌𝗉𝖺𝗇𝗍𝗈 𝗉𝖾𝗋𝖺𝗇𝗍𝖾 𝗈 𝗂𝗆𝗉𝖺𝖼𝗍𝗈 𝖽𝖺 𝗉𝖺𝗇𝖽𝖾𝗆𝗂𝖺 𝗇𝖺 𝗌𝖺𝗎́𝖽𝖾. 𝖯𝖾𝗋𝗀𝗎𝗇𝗍𝖺𝗆𝗈-𝗇𝗈𝗌 𝖼𝗈𝗆𝗈 𝖾́ 𝗊𝗎𝖾 𝗂𝗌𝗍𝗈 𝖺𝖼𝗈𝗇𝗍𝖾𝖼𝖾𝗎? 𝖯𝗈𝗋 𝗊𝗎𝖾 𝗋𝖺𝗓𝖺̃𝗈 𝖾𝗌𝗍𝖺𝗆𝗈𝗌 𝖺𝗌𝗌𝗂𝗆? 𝖥𝗈𝗂 𝖺𝗉𝖾𝗇𝖺𝗌 𝖺 𝗉𝖺𝗇𝖽𝖾𝗆𝗂𝖺? 𝖤 𝗉𝗈𝗋 𝗊𝗎𝖾 𝗋𝖺𝗓𝖺̃𝗈 𝖾𝗆 𝖯𝗈𝗋𝗍𝗎𝗀𝖺𝗅 𝖼𝗈𝗇𝗌𝗎𝗆𝗂𝗆𝗈𝗌 𝗆𝖺𝗂𝗌 𝗉𝗌𝗂𝖼𝗈𝖿𝖺́𝗋𝗆𝖺𝖼𝗈𝗌 𝖽𝗈 𝗊𝗎𝖾 𝗇𝗈𝗌 𝗋𝖾𝗌𝗍𝖺𝗇𝗍𝖾𝗌 𝗉𝖺𝗂́𝗌𝖾𝗌 𝖽𝖺 𝖴𝗇𝗂𝖺̃𝗈 𝖤𝗎𝗋𝗈𝗉𝖾𝗂𝖺? 𝖤 𝗈 𝗊𝗎𝖾 𝖾́ 𝗂𝗌𝗍𝗈 𝖽𝖺 𝗀𝗋𝖾𝖺𝗍 𝗋𝖾𝗌𝗂𝗀𝗇𝖺𝗍𝗂𝗈𝗇? 𝖤 𝗈 𝗊𝗎𝗂𝖾𝗍 𝗊𝗎𝗂𝗍𝗍𝗂𝗇𝗀? 𝖤 𝖺 𝗌𝖾𝗆𝖺𝗇𝖺 𝖽𝗈𝗌 𝗊𝗎𝖺𝗍𝗋𝗈 𝖽𝗂𝖺𝗌?

𝖱𝖾𝗌𝗉𝗈𝗇𝗌𝖺́𝗏𝖾𝗂𝗌 𝖽𝖾 𝗈𝗋𝗀𝖺𝗇𝗂𝗓𝖺𝖼̧𝗈̃𝖾𝗌 𝗉𝗎́𝖻𝗅𝗂𝖼𝖺𝗌, 𝗉𝗋𝗂𝗏𝖺𝖽𝖺𝗌 𝗈𝗎 𝗌𝗈𝖼𝗂𝖺𝗂𝗌, 𝖻𝖾𝗆 𝖼𝗈𝗆𝗈 𝖽𝖾𝖼𝗂𝗌𝗈𝗋𝖾𝗌 𝗉𝗈𝗅𝗂́𝗍𝗂𝖼𝗈𝗌, 𝗆𝗈𝗌𝗍𝗋𝖺𝗆-𝗌𝖾 𝗉𝗋𝖾𝗈𝖼𝗎𝗉𝖺𝖽𝗈𝗌, 𝖼𝗈𝗋𝗋𝖾𝗆 𝗉𝖺𝗋𝖺 𝗌𝗈𝗅𝗎𝖼̧𝗈̃𝖾𝗌 𝗊𝗎𝖾 𝖾𝗌𝗍𝖾𝗃𝖺𝗆 𝖺̀ 𝗆𝖺̃𝗈 𝖾 𝗅𝗁𝖾𝗌 𝗌𝗈𝗌𝗌𝖾𝗀𝗎𝖾𝗆 𝗈 𝗉𝖾𝗇𝗌𝖺𝗆𝖾𝗇𝗍𝗈 𝖾 𝖺 𝖼𝗈𝗇𝗌𝖼𝗂𝖾̂𝗇𝖼𝗂𝖺. “𝖩𝖺́ 𝖾𝗌𝗍𝖺́, 𝗃𝖺́ 𝖿𝗂𝗓 𝗈 𝗊𝗎𝖾 𝗉𝗈𝖽𝗂𝖺”. “𝖮𝗌 𝗆𝖾𝗅𝗁𝗈𝗋𝖾𝗌 𝗍𝖺𝗅𝖾𝗇𝗍𝗈𝗌 𝖾𝗌𝗍𝖺̃𝗈 𝖺 𝗌𝖺𝗂𝗋”, 𝖽𝗂𝗓𝖾𝗆. “𝖠𝗌 𝗉𝖾𝗌𝗌𝗈𝖺𝗌 𝖾𝗌𝗍𝖺̃𝗈 𝖾𝗆 𝗌𝗈𝖿𝗋𝗂𝗆𝖾𝗇𝗍𝗈”, 𝖽𝖾𝗌𝖼𝗋𝖾𝗏𝖾𝗆. 𝖮𝗎𝗍𝗋𝗈𝗌, 𝖾𝗆 𝗇𝖾𝗀𝖺𝖼̧𝖺̃𝗈, 𝖽𝗂𝗋𝖺̃𝗈 𝗊𝗎𝖾 𝖺𝗀𝗈𝗋𝖺 𝖺𝗌 𝗉𝖾𝗌𝗌𝗈𝖺𝗌 𝗇𝖺̃𝗈 𝗍𝗈𝗅𝖾𝗋𝖺𝗆 𝗇𝖺𝖽𝖺, 𝗇𝖺̃𝗈 𝖿𝖺𝗓𝖾𝗆 𝗌𝖺𝖼𝗋𝗂𝖿𝗂́𝖼𝗂𝗈𝗌 𝖾 𝗇𝖺̃𝗈 𝗌𝖺𝖻𝖾𝗆 𝗈 𝗊𝗎𝖾 𝖾́ 𝗉𝖺𝗌𝗌𝖺𝗋 𝖽𝗂𝖿𝗂𝖼𝗎𝗅𝖽𝖺𝖽𝖾𝗌: “𝗌𝖺̃𝗈 𝖿𝗋𝖺𝖼𝗈𝗌”.

𝖧𝖺́ 𝖺𝗂𝗇𝖽𝖺 𝖾𝗆𝗉𝗋𝖾𝗌𝖺𝗌 𝗊𝗎𝖾 𝖽𝖾𝗌𝖼𝗈𝖻𝗋𝖾𝗆 𝗈 𝗉𝗈𝗍𝖾𝗇𝖼𝗂𝖺𝗅 𝖽𝖾 𝗇𝖾𝗀𝗈́𝖼𝗂𝗈 𝖽𝖺 “𝗌𝖺𝗎́𝖽𝖾 𝗆𝖾𝗇𝗍𝖺𝗅”, 𝖿𝖺𝗓𝖾𝗆 “𝖾𝗌𝗍𝗎𝖽𝗈𝗌” 𝖾 𝗏𝖾𝗇𝖽𝖾𝗆 𝗌𝖾𝗋𝗏𝗂𝖼̧𝗈𝗌 𝖼𝗈𝗆𝗈 𝗌𝖾𝗇𝖽𝗈 𝖽𝖾 𝗌𝖺𝗎́𝖽𝖾 𝗆𝖾𝗇𝗍𝖺𝗅 (𝖺𝗅𝗀𝗎𝗆𝖺𝗌 𝗌𝖺̃𝗈 𝗈𝗋𝗀𝖺𝗇𝗂𝗓𝖺𝖼̧𝗈̃𝖾𝗌 𝗆𝗎𝗂𝗍𝗈 𝖼𝗈𝗇𝖼𝖾𝗂𝗍𝗎𝖺𝖽𝖺𝗌 𝖾, 𝗆𝖾𝗌𝗆𝗈 𝗊𝗎𝖾 𝗇𝖺𝖽𝖺 𝗉𝖾𝗋𝖼𝖾𝖻𝖺𝗆 𝖽𝖾 𝗌𝖺𝗎́𝖽𝖾 𝗆𝖾𝗇𝗍𝖺𝗅, 𝗉𝖾𝗋𝖼𝖾𝖻𝖾𝗆 𝖽𝖾 𝗇𝖾𝗀𝗈́𝖼𝗂𝗈). 𝖲𝗎𝖼𝖾𝖽𝖾𝗆-𝗌𝖾 𝗂𝗇𝗂𝖼𝗂𝖺𝗍𝗂𝗏𝖺𝗌 𝗊𝗎𝖾 𝖽𝖾𝖼𝗅𝖺𝗋𝖺𝗆 𝗂𝗇𝗍𝖾𝗇𝖼̧𝗈̃𝖾𝗌 𝖽𝖾 𝖺𝗆𝗈𝗋 𝖺̀ 𝗌𝖺𝗎́𝖽𝖾 𝗆𝖾𝗇𝗍𝖺𝗅.

𝖮𝗎𝗍𝗋𝗈𝗌 𝖾𝗌𝗍𝖺̃𝗈 𝗆𝖺𝗂𝗌 𝗂𝗇𝗍𝖾𝗋𝖾𝗌𝗌𝖺𝖽𝗈𝗌 𝖾𝗆 𝗋𝖾𝗅𝖺𝖼̧𝗈̃𝖾𝗌 𝗆𝖺𝗂𝗌 𝗈𝖼𝖺𝗌𝗂𝗈𝗇𝖺𝗂𝗌 𝖾 𝗆𝗈𝗌𝗍𝗋𝖺𝗆-𝗌𝖾 𝖺𝗉𝖺𝗂𝗑𝗈𝗇𝖺𝖽𝗈𝗌 𝗉𝖾𝗅𝖺 𝖿𝖾𝗅𝗂𝖼𝗂𝖽𝖺𝖽𝖾 𝖽𝗈𝗌 𝗌𝖾𝗎𝗌 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝖺𝖽𝗈𝗋𝖾𝗌, 𝖼𝗈𝗆𝗈 𝗌𝖾 𝗂𝗇𝗌𝗉𝗂𝗋𝖺𝖽𝗈𝗌 𝗉𝗈𝗋 𝖠𝗅𝖽𝗈𝗎𝗌 𝖧𝗎𝗑𝗅𝖾𝗒 𝗇𝗈 𝗌𝖾𝗎 “𝖠𝖽𝗆𝗂𝗋𝖺́𝗏𝖾𝗅 𝖬𝗎𝗇𝖽𝗈 𝖭𝗈𝗏𝗈”. 𝖯𝗈𝗋𝗊𝗎𝖾 𝗈𝗌 “𝖼𝗈𝗆𝗉𝗋𝗂𝗆𝗂𝖽𝗈𝗌 𝖽𝖺 𝖿𝖾𝗅𝗂𝖼𝗂𝖽𝖺𝖽𝖾” 𝖾𝗑𝗂𝗌𝗍𝖾𝗆 𝗅𝗂𝗍𝖾𝗋𝖺𝗅𝗆𝖾𝗇𝗍𝖾 𝖾𝗆 𝖼𝗈𝗆𝗉𝗋𝗂𝗆𝗂𝖽𝗈𝗌, 𝗆𝖺𝗌 𝗍𝖺𝗆𝖻𝖾́𝗆 𝖾𝗆 𝗉𝖺𝖼𝗈𝗍𝖾𝗌 𝖽𝖾 𝗂𝗇𝗂𝖼𝗂𝖺𝗍𝗂𝗏𝖺𝗌 𝗉𝖺𝗋𝖺 𝗉𝗋𝗈𝗆𝗈𝗏𝖾𝗋 𝖺 𝖿𝖾𝗅𝗂𝖼𝗂𝖽𝖺𝖽𝖾 𝖽𝗈𝗌 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝖺𝖽𝗈𝗋𝖾𝗌 (𝖼𝗈𝗆𝗈 𝗌𝖾 𝖽𝖾 𝗎𝗆 𝗉𝗋𝗈𝗉𝗈́𝗌𝗂𝗍𝗈 𝖾 𝖿𝗎𝗇𝖼̧𝖺̃𝗈 𝖽𝖺𝗌 𝖾𝗆𝗉𝗋𝖾𝗌𝖺𝗌 𝗌𝖾 𝗍𝗋𝖺𝗍𝖺𝗌𝗌𝖾) 𝗈𝗎 𝗈 𝖾𝖿𝖾𝗂𝗍𝗈 𝗇𝗈𝗌𝗍𝖺́𝗅𝗀𝗂𝖼𝗈 𝖽𝖺 𝖥𝖭𝖠𝖳 – 𝖺 𝖥𝖾𝖽𝖾𝗋𝖺𝖼̧𝖺̃𝗈 𝖭𝖺𝖼𝗂𝗈𝗇𝖺𝗅 𝖽𝖺 𝖠𝗅𝖾𝗀𝗋𝗂𝖺 𝗇𝗈 𝖳𝗋𝖺𝖻𝖺𝗅𝗁𝗈, 𝖽𝗈𝗌 𝗍𝖾𝗆𝗉𝗈𝗌 𝖽𝗈 𝖤𝗌𝗍𝖺𝖽𝗈 𝖭𝗈𝗏𝗈.

𝖮𝗅𝗁𝖺𝗇𝖽𝗈 𝖽𝖾 𝖿𝗈𝗋𝖺 𝖾 𝖺̀ 𝖽𝗂𝗌𝗍𝖺̂𝗇𝖼𝗂𝖺, 𝖼𝗈𝗆𝗈 𝗇𝗎𝗆 𝗓𝗈𝗈𝗆 𝗈𝗎𝗍 𝖺̀𝗌 𝗈𝗋𝗀𝖺𝗇𝗂𝗓𝖺𝖼̧𝗈̃𝖾𝗌, 𝗈 𝗌𝖾𝗎 𝖼𝗈𝗆𝗉𝗈𝗋𝗍𝖺𝗆𝖾𝗇𝗍𝗈 𝗉𝖺𝗋𝖾𝖼𝖾 𝗈 𝖽𝗈 𝗉𝖾𝗋𝗌𝗈𝗇𝖺𝗀𝖾𝗆 𝖢𝗈𝖾𝗅𝗁𝗈 𝖡𝗋𝖺𝗇𝖼𝗈, 𝖽𝖺 𝗈𝖻𝗋𝖺 𝖽𝖾 𝖫𝖾𝗐𝗂𝗌 𝖢𝖺𝗋𝗋𝗈𝗅𝗅 “𝖠𝗅𝗂𝖼𝖾 𝗇𝗈 𝖯𝖺𝗂́𝗌 𝖽𝖺𝗌 𝖬𝖺𝗋𝖺𝗏𝗂𝗅𝗁𝖺𝗌”. 𝖤𝗅𝖾 𝗊𝗎𝖾 𝖼𝗈𝗋𝗋𝗂𝖺 𝖺𝗉𝖺𝗋𝖾𝗇𝗍𝖾𝗆𝖾𝗇𝗍𝖾 𝖽𝖾 𝖿𝗈𝗋𝗆𝖺 𝖾𝗋𝗋𝖺́𝗍𝗂𝖼𝖺, 𝗉𝖺𝗋𝖺 𝗎𝗆 𝗅𝖺𝖽𝗈 𝖾 𝗉𝖺𝗋𝖺 𝗈 𝗈𝗎𝗍𝗋𝗈, 𝖺𝗇𝗌𝗂𝗈𝗌𝗈 𝖾 𝗉𝗋𝖾𝗈𝖼𝗎𝗉𝖺𝖽𝗈 𝖼𝗈𝗆 𝖺𝗌 𝗁𝗈𝗋𝖺𝗌. 𝖮 𝗊𝗎𝖾 𝗆𝖾 𝗋𝖾𝖼𝗈𝗋𝖽𝖺 𝗈𝗎𝗍𝗋𝗈 𝖿𝖾𝗇𝗈́𝗆𝖾𝗇𝗈 𝗋𝖾𝖼𝖾𝗇𝗍𝖾𝗆𝖾𝗇𝗍𝖾 𝗍𝗋𝖺𝗓𝗂𝖽𝗈 𝖺𝗈 𝖽𝖾𝗌𝗍𝖺𝗊𝗎𝖾 𝗉𝗎́𝖻𝗅𝗂𝖼𝗈 𝗉𝖾𝗅𝗈 𝖥𝗈́𝗋𝗎𝗆 𝖤𝖼𝗈𝗇𝗈́𝗆𝗂𝖼𝗈 𝖬𝗎𝗇𝖽𝗂𝖺𝗅: 𝖺 “𝖯𝖺𝗋𝖺𝗇𝗈𝗂𝖺 𝖽𝖺 𝖯𝗋𝗈𝖽𝗎𝗍𝗂𝗏𝗂𝖽𝖺𝖽𝖾”.

𝖠𝗉𝗈́𝗌 𝗈 𝖻𝗈𝗈𝗆 𝖽𝗈 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝗈 𝖺̀ 𝖽𝗂𝗌𝗍𝖺̂𝗇𝖼𝗂𝖺, 𝖽𝗈 𝗍𝖾𝗅𝖾𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝗈 𝖾 𝖽𝗈 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝗈 𝗁𝗂́𝖻𝗋𝗂𝖽𝗈, 𝖺 𝖽𝖾𝗌𝖼𝗈𝗇𝖿𝗂𝖺𝗇𝖼̧𝖺 𝖾𝗑𝗂𝗌𝗍𝖾𝗇𝗍𝖾 𝖾́ 𝗍𝖾𝗋𝗋𝖾𝗇𝗈 𝖿𝖾́𝗋𝗍𝗂𝗅 𝗉𝖺𝗋𝖺 𝖺 𝖽𝖾𝗌𝖼𝗈𝗇𝖿𝗂𝖺𝗇𝖼̧𝖺 𝖼𝗋𝖾𝗌𝖼𝖾𝗇𝗍𝖾 𝖾 𝗆𝗎𝗂𝗍𝖺𝗌 𝖼𝗁𝖾𝖿𝗂𝖺𝗌 𝗈𝗅𝗁𝖺𝗆 𝖼𝗈𝗆 𝖽𝖾𝗌𝖼𝗋𝖾́𝖽𝗂𝗍𝗈 𝗉𝖺𝗋𝖺 𝗈 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝗈 𝖿𝖾𝗂𝗍𝗈 𝗅𝗈𝗇𝗀𝖾 𝖽𝖺 𝗌𝗎𝖺 𝗏𝗂𝗌𝗍𝖺. 𝖮 𝗊𝗎𝖾 𝗇𝖺̃𝗈 𝖾́ 𝖽𝗂𝖿𝖾𝗋𝖾𝗇𝗍𝖾 𝖽𝗈 𝖽𝗂𝗍𝖺𝖽𝗈 “𝗅𝗈𝗇𝗀𝖾 𝖽𝖺 𝗏𝗂𝗌𝗍𝖺, 𝗅𝗈𝗇𝗀𝖾 𝖽𝗈 𝖼𝗈𝗋𝖺𝖼̧𝖺̃𝗈” 𝗉𝗈𝗂𝗌, 𝗇𝖺 𝗏𝖾𝗋𝖽𝖺𝖽𝖾, 𝗂𝗌𝗍𝗈 𝖾́ 𝗎𝗆𝖺 𝖼𝗋𝖾𝗇𝖼̧𝖺 𝗆𝖺𝗂𝗌 𝗌𝗎𝗉𝗈𝗋𝗍𝖺𝖽𝖺 𝗇𝖺 𝖾𝗆𝗈𝖼̧𝖺̃𝗈 𝖽𝗈 𝗊𝗎𝖾 𝗇𝖺 𝗋𝖺𝗓𝖺̃𝗈, 𝗆𝖺𝗂𝗌 𝗇𝖺 𝗂𝗇𝗌𝖾𝗀𝗎𝗋𝖺𝗇𝖼̧𝖺 𝗊𝗎𝖾 𝖺 𝖿𝖺𝗅𝗍𝖺 𝖽𝖾 𝖼𝗈𝗆𝗉𝖾𝗍𝖾̂𝗇𝖼𝗂𝖺𝗌 𝗉𝖺𝗋𝖺 𝗀𝖾𝗋𝗂𝗋, 𝗅𝗂𝖽𝖾𝗋𝖺𝗋 𝖾, 𝖾𝗆 𝗉𝖺𝗋𝗍𝗂𝖼𝗎𝗅𝖺𝗋, 𝖿𝖺𝗓𝖾̂-𝗅𝗈 𝖺̀ 𝖽𝗂𝗌𝗍𝖺̂𝗇𝖼𝗂𝖺, 𝗉𝗈𝖽𝖾 𝖼𝖺𝗎𝗌𝖺𝗋.

𝖭𝖺 𝖶𝖾𝖻 𝖲𝗎𝗆𝗆𝗂𝗍 𝟤𝟢𝟤𝟤 𝗍𝖺𝗆𝖻𝖾́𝗆 𝗌𝖾 𝖿𝖺𝗅𝗈𝗎 𝖽𝖾 𝗌𝖺𝗎́𝖽𝖾 𝗆𝖾𝗇𝗍𝖺𝗅, 𝖾𝗆 𝗉𝖺𝗋𝗍𝖾 𝗅𝗂𝗀𝖺𝗇𝖽𝗈 𝖺 𝗂𝗇𝗂𝖼𝗂𝖺𝗍𝗂𝗏𝖺𝗌 𝗍𝖾𝖼𝗇𝗈𝗅𝗈́𝗀𝗂𝖼𝖺𝗌 𝖼𝗈𝗆𝗈 𝖺𝗉𝗉𝗌 𝗉𝖺𝗋𝖺 𝗇𝗈𝗌 𝖺𝗃𝗎𝖽𝖺𝗋 𝖼𝗈𝗆 𝖺 𝗇𝗈𝗌𝗌𝖺 𝗌𝖺𝗎́𝖽𝖾 𝗆𝖾𝗇𝗍𝖺𝗅. 𝖤𝗎 𝗌𝖾𝗂… 𝖺 𝗏𝗈𝗇𝗍𝖺𝖽𝖾 𝖾́ 𝗆𝗎𝗂𝗍𝗈 𝗀𝗋𝖺𝗇𝖽𝖾 𝗉𝖺𝗋𝖺 “𝖿𝖺𝗓𝖾𝗋 𝗈 𝖻𝖾𝗆” 𝖾 𝗍𝖾𝗆𝗈𝗌 𝗎𝗆𝖺 “𝗍𝖾𝗇𝖽𝖾𝗇𝖼𝗂𝖺𝗓𝗂𝗇𝗁𝖺” 𝗉𝖺𝗋𝖺 𝖺𝖼𝗁𝖺𝗋 𝗊𝗎𝖾 𝖺 𝗍𝖾𝖼𝗇𝗈𝗅𝗈𝗀𝗂𝖺 𝗋𝖾𝗌𝗈𝗅𝗏𝖾 𝗍𝗎𝖽𝗈 𝗌𝖾𝗆 𝗍𝖾𝗋𝗆𝗈𝗌 𝖽𝖾 𝖾𝗌𝗍𝖺𝗋 𝖺 𝗆𝖾𝗑𝖾𝗋 𝖾𝗆 𝖼𝗈𝗂𝗌𝖺𝗌 𝖼𝗈𝗆𝗈 𝖾𝗆𝗈𝖼̧𝗈̃𝖾𝗌 𝖾 𝗉𝖾𝗇𝗌𝖺𝗆𝖾𝗇𝗍𝗈𝗌 𝖾 𝗋𝖾𝗅𝖺𝖼̧𝗈̃𝖾𝗌 𝖾𝗇𝗍𝗋𝖾 𝗉𝖾𝗌𝗌𝗈𝖺𝗌… 𝗁𝖾𝗁𝗁𝗁.

𝖲𝗂𝗆, 𝖺 𝗍𝖾𝖼𝗇𝗈𝗅𝗈𝗀𝗂𝖺 𝗉𝗈𝖽𝖾 𝗌𝖾𝗋 𝗎𝗆 𝗂𝗇𝗌𝗍𝗋𝗎𝗆𝖾𝗇𝗍𝗈 𝖾 𝗎𝗆 𝗏𝖾𝗂́𝖼𝗎𝗅𝗈 𝗉𝖺𝗋𝖺 𝗆𝖺𝗂𝗌 𝖾 𝗆𝖾𝗅𝗁𝗈𝗋𝖾𝗌 𝗌𝖾𝗋𝗏𝗂𝖼̧𝗈𝗌 𝗇𝖺 𝖺́𝗋𝖾𝖺 𝖽𝖺 𝗌𝖺𝗎́𝖽𝖾 𝗆𝖾𝗇𝗍𝖺𝗅, 𝗆𝖺𝗌 𝖺𝗍𝖾𝗇𝖼̧𝖺̃𝗈 𝖺𝗈𝗌 𝗌𝖾𝗎𝗌 𝗅𝗂𝗆𝗂𝗍𝖾𝗌 𝖾 𝗆𝖺𝗂𝗌 𝗁𝗎𝗆𝗂𝗅𝖽𝖺𝖽𝖾 𝗉𝖺𝗋𝖺 𝖼𝗁𝖺𝗆𝖺𝗋 𝗊𝗎𝖾𝗆 𝗍𝖾𝗆 𝖼𝗈𝗆𝗉𝖾𝗍𝖾̂𝗇𝖼𝗂𝖺 𝗌𝗈𝖻𝗋𝖾 𝖺 𝖺𝗉𝗅𝗂𝖼𝖺𝖼̧𝖺̃𝗈 𝖽𝖾𝗌𝗍𝖺 𝖺́𝗋𝖾𝖺 𝖼𝗂𝖾𝗇𝗍𝗂́𝖿𝗂𝖼𝖺 𝗉𝖺𝗋𝖺 𝗈 𝖽𝖾𝗌𝖾𝗇𝗏𝗈𝗅𝗏𝗂𝗆𝖾𝗇𝗍𝗈 𝖽𝖾𝗌𝗍𝖺𝗌 𝗍𝖾𝖼𝗇𝗈𝗅𝗈𝗀𝗂𝖺𝗌 𝗇𝗈 𝖺̂𝗆𝖻𝗂𝗍𝗈 𝖽𝖾 𝖾𝗊𝗎𝗂𝗉𝖺𝗌 𝗆𝗎𝗅𝗍𝗂𝖽𝗂𝗌𝖼𝗂𝗉𝗅𝗂𝗇𝖺𝗋𝖾𝗌.

𝖴𝗆𝖺 𝗂𝖽𝖾𝗂𝖺 𝗆𝖺𝗂𝗌 𝗌𝗂𝗆𝗉𝗅𝖾𝗌 𝗉𝖺𝗋𝖺 𝗆𝖾𝗅𝗁𝗈𝗋𝖺𝗋 𝖺 𝖺𝖼𝖾𝗌𝗌𝗂𝖻𝗂𝗅𝗂𝖽𝖺𝖽𝖾: 𝗉𝖾𝗋𝗆𝗂𝗍𝗂𝗋 𝗈 𝖺𝖼𝖾𝗌𝗌𝗈 𝖺𝗈𝗌 𝗌𝖾𝗋𝗏𝗂𝖼̧𝗈𝗌 𝖽𝖾 𝗉𝗌𝗂𝖼𝗈́𝗅𝗈𝗀𝗈𝗌 𝖾𝗆 𝗌𝖾𝗋𝗏𝗂𝖼̧𝗈𝗌 𝗉𝗎́𝖻𝗅𝗂𝖼𝗈𝗌 𝖾 𝖺𝗂𝗇𝖽𝖺 𝖺𝗎𝗆𝖾𝗇𝗍𝖺𝗋 𝗆𝖺𝗂𝗌 𝖺 𝖺𝖻𝗋𝖺𝗇𝗀𝖾̂𝗇𝖼𝗂𝖺 𝖽𝖺 𝖼𝗈𝖻𝖾𝗋𝗍𝗎𝗋𝖺 𝗇𝗈 𝗆𝖾𝗋𝖼𝖺𝖽𝗈 𝖽𝖾 𝗌𝖾𝗀𝗎𝗋𝗈𝗌. 𝖲𝖾𝗋𝖺́ 𝗂𝗌𝗍𝗈 𝖺𝗌𝗌𝗂𝗆 𝗍𝖺̃𝗈 𝗋𝖺𝖽𝗂𝖼𝖺𝗅?

𝖯𝖾𝗋𝖺𝗇𝗍𝖾 𝗍𝗎𝖽𝗈 𝗂𝗌𝗍𝗈 𝗈 𝗊𝗎𝖾 𝖿𝖺𝗓𝖾𝗋?

𝖮𝗉𝖼̧𝖺̃𝗈 𝟣: 𝖺𝗉𝖺𝗋𝖾𝖼𝖾𝗋 𝗇𝗈 𝖼𝗈𝗇𝖼𝗎𝗋𝗌𝗈 “𝖴𝗇𝖽𝖾𝗋𝖼𝗈𝗏𝖾𝗋 𝖻𝗈𝗌𝗌”, 𝗎𝗆 𝗋𝖾𝖺𝗅𝗂𝗍𝗒 𝗌𝗁𝗈𝗐 𝖾𝗆 𝗊𝗎𝖾 𝗈 𝖢𝖤𝖮 𝖼𝗈𝗅𝗈𝖼𝖺 𝗎𝗆 𝖽𝗂𝗌𝖿𝖺𝗋𝖼𝖾 𝖾 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝖺 𝗌𝖾𝗆 𝗌𝖾𝗋 𝗋𝖾𝖼𝗈𝗇𝗁𝖾𝖼𝗂𝖽𝗈 𝗇𝖺 𝗌𝗎𝖺 𝗉𝗋𝗈́𝗉𝗋𝗂𝖺 𝗈𝗋𝗀𝖺𝗇𝗂𝗓𝖺𝖼̧𝖺̃𝗈, 𝗍𝖾𝗇𝗍𝖺𝗇𝖽𝗈 𝗉𝖾𝗋𝖼𝖾𝖻𝖾𝗋 𝗈 𝗊𝗎𝖾 𝖾́ 𝗆𝖾𝗌𝗆𝗈 𝖺 𝗏𝗂𝖽𝖺 𝖽𝗈𝗌 𝗌𝖾𝗎𝗌 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝖺𝖽𝗈𝗋𝖾𝗌.

𝖮𝗉𝖼̧𝖺̃𝗈 𝟤: 𝖼𝗈𝗇𝗍𝗋𝖺𝗍𝖺𝗋 𝗈 𝗉𝗋𝗂𝗆𝖾𝗂𝗋𝗈 𝗏𝖾𝗇𝖽𝖾𝖽𝗈𝗋 𝖽𝖾 𝗌𝗈𝗇𝗁𝗈𝗌 𝗊𝗎𝖾 𝗅𝗁𝖾 𝖺𝗉𝖺𝗋𝖾𝖼𝖾𝗋 𝗇𝗈 𝗈𝗎𝗏𝗂𝖽𝗈, 𝗇𝖺 𝗋𝖾𝗍𝗂𝗇𝖺 𝗈𝗎 𝗇𝗈 𝖾𝗌𝖼𝖺𝗉𝖺𝗋𝖺𝗍𝖾 𝖽𝖾 𝗅𝗂𝗏𝗋𝗈𝗌 𝖽𝖾 𝖺𝗎𝗍𝗈𝖺𝗃𝗎𝖽𝖺 𝖽𝖺 𝗌𝗎𝖺 𝗅𝗂𝗏𝗋𝖺𝗋𝗂𝖺 (𝗉𝗈𝖽𝖾 𝗌𝖾𝗋 𝗈𝗇𝗅𝗂𝗇𝖾). 𝖤𝗅𝖾 𝗏𝖺𝗂 𝖽𝗂𝗓𝖾𝗋-𝗅𝗁𝖾 𝗍𝗎𝖽𝗈 𝗈 𝗊𝗎𝖾… 𝗊𝗎𝖾𝗋 𝗈𝗎𝗏𝗂𝗋. 𝖵𝖺𝗂 𝖽𝗂𝗓𝖾𝗋 𝗊𝗎𝖾 𝗈𝗌 𝗌𝖾𝗎𝗌 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝖺𝖽𝗈𝗋𝖾𝗌 𝗍𝖾̂𝗆 𝖽𝖾 𝗌𝗎𝖺𝗋 𝗉𝗈𝗋𝗊𝗎𝖾 𝗃𝖺́ 𝗈𝗌 𝗇𝗈𝗌𝗌𝗈𝗌 𝖺𝗇𝗍𝖾𝗉𝖺𝗌𝗌𝖺𝖽𝗈𝗌 𝗈 𝖿𝖺𝗓𝗂𝖺𝗆 𝖾𝗆 𝖼𝖺𝗋𝗇𝖾 𝗏𝗂𝗏𝖺, 𝖾 𝗏𝖺𝗂 𝖽𝗂𝗓𝖾𝗋 𝗊𝗎𝖾 𝗏𝖺𝗆𝗈𝗌 𝗍𝗈𝖽𝗈𝗌 𝖼𝗈𝗇𝗌𝖾𝗀𝗎𝗂𝗋 𝗌𝖾 𝗍𝗂𝗏𝖾𝗋𝗆𝗈𝗌 𝗈 𝖼𝗈𝗋𝗋𝖾𝖼𝗍𝗈 𝗆𝗂𝗇𝖽𝗌𝖾𝗍, 𝖿𝗂𝗑𝖺𝗋𝗆𝗈𝗌 𝗈𝗌 𝗇𝗈𝗌𝗌𝗈𝗌 𝗈𝖻𝗃𝖾𝖼𝗍𝗂𝗏𝗈𝗌 𝖾 𝖺𝖼𝗋𝖾𝖽𝗂𝗍𝖺𝗋𝗆𝗈𝗌 𝗆𝗎𝗂𝗍𝗈 𝗊𝗎𝖾 𝗈𝗌 𝗏𝖺𝗆𝗈𝗌 𝖺𝗍𝗂𝗇𝗀𝗂𝗋 𝖽𝗂𝗓𝖾𝗇𝖽𝗈 𝖺 𝗇𝗈́𝗌 𝗉𝗋𝗈́𝗉𝗋𝗂𝗈𝗌 𝗉𝖾𝗅𝗈 𝗆𝖾𝗇𝗈𝗌 𝗍𝗋𝖾̂𝗌 𝗏𝖾𝗓𝖾𝗌 𝖺𝗈 𝖽𝗂𝖺 𝖺𝗇𝗍𝖾𝗌 𝖽𝗈 𝗉𝖾𝗊𝗎𝖾𝗇𝗈-𝖺𝗅𝗆𝗈𝖼̧𝗈: “𝖾𝗎 𝗏𝗈𝗎 𝖼𝗈𝗇𝗌𝖾𝗀𝗎𝗂𝗋, 𝖾𝗎 𝗏𝗈𝗎 𝖼𝗈𝗇𝗌𝖾𝗀𝗎𝗂𝗋”.

𝖮𝗉𝖼̧𝖺̃𝗈 𝟥: 𝖺𝗌𝗌𝗎𝗆𝖾 𝖺 𝗋𝖾𝗌𝗉𝗈𝗇𝗌𝖺𝖻𝗂𝗅𝗂𝖽𝖺𝖽𝖾 𝗉𝗋𝗂𝗇𝖼𝗂𝗉𝖺𝗅 𝗇𝗈 𝗊𝗎𝖾 𝗌𝖾 𝗉𝖺𝗌𝗌𝖺 𝗇𝖺 𝗈𝗋𝗀𝖺𝗇𝗂𝗓𝖺𝖼̧𝖺̃𝗈 𝖾 𝗇𝗈 𝗊𝗎𝖾 𝖽𝖾𝗏𝖾 𝗆𝗎𝖽𝖺𝗋, 𝖾𝗇𝗏𝗈𝗅𝗏𝖾𝗇𝖽𝗈-𝗌𝖾 𝗇𝖾𝗌𝗌𝖾 𝗉𝗋𝗈𝖼𝖾𝗌𝗌𝗈 𝖺𝖼𝗍𝗂𝗏𝖺𝗆𝖾𝗇𝗍𝖾 𝖾 𝖽𝖾 𝖿𝗈𝗋𝗆𝖺 𝗉𝖾𝗋𝗆𝖺𝗇𝖾𝗇𝗍𝖾, 𝖺𝖽𝗆𝗂𝗍𝗂𝗇𝖽𝗈 𝗊𝗎𝖾 𝖾́ 𝖾𝗌𝗍𝗋𝖺𝗍𝖾́𝗀𝗂𝖼𝗈 𝖾 𝖼𝗋𝗂́𝗍𝗂𝖼𝗈 𝗉𝖺𝗋𝖺 𝖺 𝗌𝗎𝗌𝗍𝖾𝗇𝗍𝖺𝖻𝗂𝗅𝗂𝖽𝖺𝖽𝖾 𝖽𝖺 𝗈𝗋𝗀𝖺𝗇𝗂𝗓𝖺𝖼̧𝖺̃𝗈 𝗋𝖾𝖼𝗈𝗇𝗁𝖾𝖼𝖾𝗋 𝗈 𝖻𝖾𝗆-𝖾𝗌𝗍𝖺𝗋 (𝖾 𝗇𝖺̃𝗈 𝖺 𝖿𝖾𝗅𝗂𝖼𝗂𝖽𝖺𝖽𝖾). 𝖠 𝗉𝖺𝗋𝗍𝗂𝗋 𝖽𝖺𝗊𝗎𝗂 𝗉𝗈𝖽𝖾 𝖼𝗈𝗅𝗈𝖼𝖺𝗋 𝖺 𝖾̂𝗇𝖿𝖺𝗌𝖾 𝗇𝖺 𝗋𝖾𝖿𝗅𝖾𝗑𝖺̃𝗈 𝗌𝗈𝖻𝗋𝖾 𝗊𝗎𝖺𝗂𝗌 𝖺𝗌 𝗉𝗋𝖺́𝗍𝗂𝖼𝖺𝗌 𝖽𝖾 𝗀𝖾𝗌𝗍𝖺̃𝗈 𝗊𝗎𝖾 𝗊𝗎𝖾𝗋 𝗆𝗎𝖽𝖺𝗋 (𝖼𝗈𝗇𝗌𝗎𝗅𝗍𝖾 𝗐𝗐𝗐.𝗆𝖺𝗂𝗌𝗉𝗋𝗈𝖽𝗎𝗍𝗂𝗏𝗂𝖽𝖺𝖽𝖾.𝗈𝗋𝗀) 𝖾 𝖺𝗏𝖺𝗅𝗂𝖾 𝖽𝖾 𝖿𝗈𝗋𝗆𝖺 𝖺𝖻𝗋𝖺𝗇𝗀𝖾𝗇𝗍𝖾 𝗈𝗌 𝗋𝗂𝗌𝖼𝗈𝗌 𝗉𝗌𝗂𝖼𝗈𝗌𝗌𝗈𝖼𝗂𝖺𝗂𝗌 (𝗉𝗈𝗋 𝗎𝗆 𝗉𝗋𝗈𝖿𝗂𝗌𝗌𝗂𝗈𝗇𝖺𝗅 𝖼𝗈𝗆𝗉𝖾𝗍𝖾𝗇𝗍𝖾 𝖾 𝖼𝗈𝗆 𝗂𝗇𝗌𝗍𝗋𝗎𝗆𝖾𝗇𝗍𝗈 𝗏𝖺𝗅𝗂𝖽𝖺𝖽𝗈 𝗉𝖺𝗋𝖺 𝖺 𝗉𝗈𝗉𝗎𝗅𝖺𝖼̧𝖺̃𝗈 𝗉𝗈𝗋𝗍𝗎𝗀𝗎𝖾𝗌𝖺 𝗇𝗈 𝖼𝗎𝗆𝗉𝗋𝗂𝗆𝖾𝗇𝗍𝗈 𝖽𝖾 𝖾𝗅𝖾𝗏𝖺𝖽𝗈𝗌 𝗉𝖺𝗋𝖺̂𝗆𝖾𝗍𝗋𝗈𝗌 𝖾́𝗍𝗂𝖼𝗈-𝖽𝖾𝗈𝗇𝗍𝗈𝗅𝗈́𝗀𝗂𝖼𝗈𝗌).

𝖣𝖾 𝖺𝖼𝗈𝗋𝖽𝗈 𝖼𝗈𝗆 𝖾𝗌𝗍𝖺 𝖺𝗏𝖺𝗅𝗂𝖺𝖼̧𝖺̃𝗈, 𝗉𝗅𝖺𝗇𝖾𝗂𝖾 𝖺 𝗌𝗎𝖺 𝗂𝗇𝗍𝖾𝗋𝗏𝖾𝗇𝖼̧𝖺̃𝗈 𝗈𝗉𝗍𝖺𝗇𝖽𝗈 𝗉𝗈𝗋 𝗆𝖾𝖽𝗂𝖽𝖺𝗌 𝖼𝗈𝗆 𝖾𝗏𝗂𝖽𝖾̂𝗇𝖼𝗂𝖺 𝖼𝗂𝖾𝗇𝗍𝗂́𝖿𝗂𝖼𝖺. 𝖤𝗌𝗍𝖺 𝖾́ 𝖺 𝗉𝗋𝗂𝗈𝗋𝗂𝖽𝖺𝖽𝖾. 𝖣𝖾𝗉𝗈𝗂𝗌, 𝗍𝖺𝗅𝗏𝖾𝗓, 𝖺 𝖿𝖺𝖼𝗂𝗅𝗂𝗍𝖺𝖼̧𝖺̃𝗈 𝖽𝗈 𝖺𝖼𝖾𝗌𝗌𝗈 𝖺 𝖼𝗈𝗇𝗌𝗎𝗅𝗍𝖺𝗌 (𝖽𝖾 𝗉𝗋𝖾𝖿𝖾𝗋𝖾̂𝗇𝖼𝗂𝖺 𝖼𝗈𝗆 𝖺𝗅𝗀𝗎𝗆𝖺 𝗉𝗈𝗌𝗌𝗂𝖻𝗂𝗅𝗂𝖽𝖺𝖽𝖾 𝖽𝖾 𝖾𝗌𝖼𝗈𝗅𝗁𝖺 𝖽𝗈 𝗉𝗌𝗂𝖼𝗈́𝗅𝗈𝗀𝗈 𝗉𝗈𝗋 𝗉𝖺𝗋𝗍𝖾 𝖽𝗈 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝖺𝖽𝗈𝗋).

𝖤 𝗈𝗌 𝖿𝖺𝖼𝗍𝗈𝗌? 𝖠 𝖮𝗋𝗀𝖺𝗇𝗂𝗓𝖺𝖼̧𝖺̃𝗈 𝖬𝗎𝗇𝖽𝗂𝖺𝗅 𝖽𝖾 𝖲𝖺𝗎́𝖽𝖾 𝖺𝗅𝖾𝗋𝗍𝖺 𝗉𝖺𝗋𝖺 𝗈 𝖿𝖺𝖼𝗍𝗈 𝖽𝗈 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝗈 𝖺𝖿𝖾𝖼𝗍𝖺𝗋 𝖺 𝗌𝖺𝗎́𝖽𝖾 𝗆𝖾𝗇𝗍𝖺𝗅 𝖾 𝗈 𝖻𝖾𝗆-𝖾𝗌𝗍𝖺𝗋. 𝖠𝗇𝗍𝖾𝗌 𝖽𝖺 𝗉𝖺𝗇𝖽𝖾𝗆𝗂𝖺, 𝗎𝗆 𝖾𝗆 𝖼𝖺𝖽𝖺 𝖼𝗂𝗇𝖼𝗈 𝗉𝗈𝗋𝗍𝗎𝗀𝗎𝖾𝗌𝖾𝗌 𝗌𝗈𝖿𝗋𝗂𝖺 𝗈𝗎 𝗃𝖺́ 𝗍𝗂𝗇𝗁𝖺 𝗌𝗈𝖿𝗋𝗂𝖽𝗈 𝖽𝖾 𝗎𝗆 𝗉𝗋𝗈𝖻𝗅𝖾𝗆𝖺 𝖽𝖾 𝗌𝖺𝗎́𝖽𝖾 𝗆𝖾𝗇𝗍𝖺𝗅. 𝖠𝗌 𝖾𝗆𝗉𝗋𝖾𝗌𝖺𝗌 𝗉𝗈𝗋𝗍𝗎𝗀𝗎𝖾𝗌𝖺𝗌 𝖽𝗈 𝗌𝖾𝖼𝗍𝗈𝗋 𝗇𝖺̃𝗈 𝖿𝗂𝗇𝖺𝗇𝖼𝖾𝗂𝗋𝗈 𝗉𝖾𝗋𝖽𝖾𝗋𝖺𝗆, 𝖺𝗉𝖾𝗇𝖺𝗌 𝖾𝗆 𝟤𝟢𝟣𝟫, 𝖾𝗆 𝗋𝖾𝗌𝗎𝗅𝗍𝖺𝖽𝗈 𝖽𝗂𝗋𝖾𝖼𝗍𝗈 𝖽𝖾 𝗉𝗋𝗈𝖻𝗅𝖾𝗆𝖺𝗌 𝖽𝖾 𝗌𝖺𝗎́𝖽𝖾 𝗉𝗌𝗂𝖼𝗈𝗅𝗈́𝗀𝗂𝖼𝖺 𝗇𝗈𝗌 𝗅𝗈𝖼𝖺𝗂𝗌 𝖽𝖾 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝗈, 𝟥,𝟤 𝗆𝗂𝗅 𝗆𝗂𝗅𝗁𝗈̃𝖾𝗌 𝖽𝖾 𝖾𝗎𝗋𝗈𝗌 (𝖺𝗀𝗎𝖺𝗋𝖽𝖺𝗆𝗈𝗌 𝖺𝗌 𝖾𝗌𝗍𝗂𝗆𝖺𝗍𝗂𝗏𝖺𝗌 𝗉𝖺𝗋𝖺 𝗈 𝖺𝗇𝗈 𝖽𝖾 𝟤𝟢𝟤𝟣).

𝖠𝗌 𝗉𝖾𝗌𝗌𝗈𝖺𝗌 𝗉𝗋𝗈𝖽𝗎𝗓𝖾𝗆 𝗆𝖾𝗅𝗁𝗈𝗋 𝗌𝖾 𝗌𝖾 𝗌𝖾𝗇𝗍𝗂𝗋𝖾𝗆 𝖻𝖾𝗆 𝗇𝗈 𝗌𝖾𝗎 𝗅𝗈𝖼𝖺𝗅 𝖽𝖾 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝗈. 𝖲𝖾 𝖿𝗈𝗋𝖾𝗆 𝗆𝖺𝗂𝗌 𝖺𝗎𝗍𝗈́𝗇𝗈𝗆𝖺𝗌 𝖾 𝗆𝖺𝗂𝗌 𝗋𝖾𝖼𝗈𝗇𝗁𝖾𝖼𝗂𝖽𝖺𝗌 𝗉𝖾𝗅𝗈 𝗊𝗎𝖾 𝖿𝖺𝗓𝖾𝗆, 𝖼𝗈𝗆𝗈 𝖿𝖺𝗓𝖾𝗆 𝖾 𝖼𝗈𝗆𝗈 𝗌𝖺̃𝗈 𝗇𝖺 𝗌𝗎𝖺 𝖺𝖼𝗍𝗂𝗏𝗂𝖽𝖺𝖽𝖾 𝗉𝗋𝗈𝖿𝗂𝗌𝗌𝗂𝗈𝗇𝖺𝗅. 𝖠 𝗌𝗎𝗌𝗍𝖾𝗇𝗍𝖺𝖻𝗂𝗅𝗂𝖽𝖺𝖽𝖾 𝖽𝖺𝗌 𝗈𝗋𝗀𝖺𝗇𝗂𝗓𝖺𝖼̧𝗈̃𝖾𝗌 𝗍𝖾𝗆 𝗎𝗆 𝖽𝗈𝗌 𝗉𝗂𝗅𝖺𝗋𝖾𝗌 𝗇𝖺 𝗌𝗎𝖺 𝖽𝗂𝗆𝖾𝗇𝗌𝖺̃𝗈 𝗌𝗈𝖼𝗂𝖺𝗅, 𝗊𝗎𝖾 𝗂𝗇𝖼𝗅𝗎𝗂 𝖺𝗌 𝗉𝖾𝗌𝗌𝗈𝖺𝗌 𝗊𝗎𝖾 𝗇𝖾𝗅𝖺𝗌 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝖺𝗆. 𝖴𝗆𝖺 𝗈𝗋𝗀𝖺𝗇𝗂𝗓𝖺𝖼̧𝖺̃𝗈 𝗊𝗎𝖾 𝗇𝖺̃𝗈 𝗍𝖾𝗇𝗁𝖺 𝗎𝗆𝖺 𝗉𝗈𝗅𝗂́𝗍𝗂𝖼𝖺 𝖽𝖾 𝗏𝖺𝗅𝗈𝗋𝗂𝗓𝖺𝖼̧𝖺̃𝗈 𝖽𝖺𝗌 𝗉𝖾𝗌𝗌𝗈𝖺𝗌 𝖼𝗈𝗆 𝗋𝖾𝗌𝗉𝖾𝗂𝗍𝗈 𝗉𝖾𝗅𝗈 𝗌𝖾𝗎 𝖻𝖾𝗆-𝖾𝗌𝗍𝖺𝗋 𝗍𝖾𝗆 𝖺 𝗌𝗎𝖺 𝗂𝗆𝖺𝗀𝖾𝗆 𝖾𝗆 𝗋𝗂𝗌𝖼𝗈 𝖾 𝗉𝖾𝗋𝖽𝖾𝗋𝖺́ 𝗏𝖺𝗅𝗈𝗋. 𝖭𝗈 𝗅𝗂𝗆𝗂𝗍𝖾, 𝗍𝖾𝗆 𝖾𝗆 𝗋𝗂𝗌𝖼𝗈 𝖺 𝗌𝗎𝖺 𝗌𝗈𝖻𝗋𝖾𝗏𝗂𝗏𝖾̂𝗇𝖼𝗂𝖺 𝗌𝖾 𝗉𝖾𝗌𝗌𝗈𝖺𝗌 𝖼𝗋𝗂́𝗍𝗂𝖼𝖺𝗌 𝖺𝗈 𝗇𝖾𝗀𝗈́𝖼𝗂𝗈 𝗌𝖺𝗂́𝗋𝖾𝗆 𝗉𝗈𝗋𝗊𝗎𝖾 𝗇𝖺𝖽𝖺 𝖺𝗌 𝗏𝗂𝗇𝖼𝗎𝗅𝖺 (𝗈 𝖽𝗂𝗇𝗁𝖾𝗂𝗋𝗈 𝗍𝖺𝗆𝖻𝖾́𝗆 𝖾𝗑𝗂𝗌𝗍𝖾 𝗇𝗈𝗎𝗍𝗋𝗈𝗌 𝗅𝗈𝖼𝖺𝗂𝗌 𝖾 𝖼𝗂𝗋𝖼𝗎𝗅𝖺 𝗆𝖺𝗂𝗌 𝖽𝗈 𝗊𝗎𝖾 𝖺 𝖻𝗈𝖺 𝗀𝖾𝗌𝗍𝖺̃𝗈 𝖽𝖺𝗌 𝗉𝖾𝗌𝗌𝗈𝖺𝗌).

𝖭𝗈𝗍𝖺: 𝖼𝖺𝗌𝗈 𝗍𝖾𝗇𝗁𝖺 𝖾𝗌𝖼𝗈𝗅𝗁𝗂𝖽𝗈 𝖺𝗌 𝗈𝗉𝖼̧𝗈̃𝖾𝗌 𝟣 𝖾 𝟤, 𝗌𝗎𝗀𝗂𝗋𝗈 𝗊𝗎𝖾 𝖼𝗈𝗇𝗌𝗂𝖽𝖾𝗋𝖾 𝗊𝗎𝖾 𝖾𝗋𝗋𝖺𝗋 𝖾́ 𝗁𝗎𝗆𝖺𝗇𝗈 𝖾 𝗈 𝗌𝖾𝗎 𝗋𝖾𝖼𝗈𝗇𝗁𝖾𝖼𝗂𝗆𝖾𝗇𝗍𝗈 𝖾́ 𝗂𝗆𝗉𝗈𝗋𝗍𝖺𝗇𝗍𝖾 𝖼𝗈𝗆𝗈 𝖿𝗈𝗋𝗆𝖺 𝖽𝖾 𝗆𝗎𝖽𝖺𝗇𝖼̧𝖺 𝖽𝖺 𝖺𝗍𝗂𝗍𝗎𝖽𝖾 𝖾 𝖼𝗈𝗆𝗉𝗈𝗋𝗍𝖺𝗆𝖾𝗇𝗍𝗈 𝗉𝖺𝗋𝖺 𝖾𝗌𝗍𝖺𝗋 𝗆𝖺𝗂𝗌 𝖺𝗅𝗂𝗇𝗁𝖺𝖽𝗈 𝖼𝗈𝗆 𝗈 𝖼𝗎𝗆𝗉𝗋𝗂𝗆𝖾𝗇𝗍𝗈 𝖽𝗈 𝗉𝗋𝗂𝗆𝖾𝗂𝗋𝗈 𝖽𝗈𝗌 𝗈𝖻𝗃𝖾𝖼𝗍𝗂𝗏𝗈𝗌 𝖽𝖺 𝗌𝗎𝖺 𝗈𝗋𝗀𝖺𝗇𝗂𝗓𝖺𝖼̧𝖺̃𝗈, 𝗊𝗎𝖾 𝖾́… 𝗌𝗈𝖻𝗋𝖾𝗏𝗂𝗏𝖾𝗋. 𝖣𝖾𝗉𝗈𝗂𝗌, 𝗌𝖾 𝗍𝖾𝗏𝖾 𝗆𝖾𝗌𝗆𝗈 𝖺 𝖼𝗈𝗋𝖺𝗀𝖾𝗆 𝖽𝖾 𝖺𝖽𝗆𝗂𝗍𝗂𝗋 𝗉𝖾𝗋𝖺𝗇𝗍𝖾 𝗎𝗆𝖺 𝖺𝗎𝖽𝗂𝖾̂𝗇𝖼𝗂𝖺 𝖽𝖾 𝗆𝗂𝗅𝗁𝗈̃𝖾𝗌 𝗊𝗎𝖾 𝗇𝖺̃𝗈 𝗌𝖺𝖻𝖾 𝗇𝖺𝖽𝖺 𝗌𝗈𝖻𝗋𝖾 𝗈 𝗊𝗎𝖾 𝗌𝖾 𝗉𝖺𝗌𝗌𝖺 𝗇𝖺 𝗌𝗎𝖺 𝗈𝗋𝗀𝖺𝗇𝗂𝗓𝖺𝖼̧𝖺̃𝗈, 𝗋𝖾𝖼𝗈𝗆𝖾𝗇𝖽𝗈 𝗊𝗎𝖾 𝗉𝖺𝗌𝗌𝖾 𝗉𝖺𝗋𝖺 𝖺 𝗈𝗉𝖼̧𝖺̃𝗈 𝟥.

𝖲𝖾 𝗍𝗂𝗏𝖾𝗋 𝗈𝗉𝗍𝖺𝖽𝗈 𝗉𝖾𝗅𝖺 𝗈𝗉𝖼̧𝖺̃𝗈 𝟤 𝗊𝗎𝖺𝗇𝖽𝗈 𝖾𝗌𝗍𝖺𝗏𝖺 𝗇𝖺 𝖽𝗎́𝗏𝗂𝖽𝖺 𝗌𝗈𝖻𝗋𝖾 𝗌𝖾 𝗉𝖺𝗋𝗍𝗂𝖼𝗂𝗉𝖺𝗋𝗂𝖺 𝗇𝗈 𝗋𝖾𝖺𝗅𝗂𝗍𝗒 𝗌𝗁𝗈𝗐 𝖾 𝖽𝖾𝖼𝗂𝖽𝗂𝗎-𝗌𝖾 𝖺 𝗉𝖺𝗋𝗍𝗂𝖼𝗂𝗉𝖺𝗋 𝖽𝖾𝗉𝗈𝗂𝗌 𝖽𝖾 𝖽𝗂𝗓𝖾𝗋 𝖽𝗎𝗋𝖺𝗇𝗍𝖾 𝗎𝗆𝖺 𝗌𝖾𝗆𝖺𝗇𝖺 “𝖾𝗎 𝗌𝗈𝗎 𝖼𝖺𝗉𝖺𝗓”, 𝗋𝖾𝗉𝖾𝗍𝗂𝖽𝖺𝗆𝖾𝗇𝗍𝖾, 𝗋𝖾𝖼𝗈𝗆𝖾𝗇𝖽𝗈 𝗊𝗎𝖾 𝗉𝖺𝗌𝗌𝖾 𝖺̀ 𝗈𝗉𝖼̧𝖺̃𝗈 𝟥 𝖾 𝗇𝖺̃𝗈 𝗌𝖾 𝖾𝗌𝗊𝗎𝖾𝖼̧𝖺 𝖽𝖾 𝗊𝗎𝖾 𝗊𝗎𝖺𝗇𝖽𝗈 𝗊𝗎𝖾𝗋 𝗋𝖾𝗌𝗈𝗅𝗏𝖾𝗋 𝗎𝗆 𝗉𝗋𝗈𝖻𝗅𝖾𝗆𝖺 𝖼𝖺𝗋𝖽𝗂́𝖺𝖼𝗈 𝗏𝖺𝗂 𝖺𝗈 𝖼𝖺𝗋𝖽𝗂𝗈𝗅𝗈𝗀𝗂𝗌𝗍𝖺 𝖾 𝗇𝖺̃𝗈 𝖺̀ 𝖻𝗋𝗎𝗑𝖺 (𝖼𝗈𝗆 𝗍𝗈𝖽𝗈 𝗈 𝗋𝖾𝗌𝗉𝖾𝗂𝗍𝗈 𝗉𝖾𝗅𝖺𝗌 𝖻𝗋𝗎𝗑𝖺𝗌). 𝖤 𝗊𝗎𝖾 𝗂𝗌𝗌𝗈 𝖽𝖾𝗏𝖾𝗋𝖺́ 𝖿𝖺𝗓𝖾𝗋 𝖼𝗈𝗆 𝗊𝗎𝖾 𝗇𝖺̃𝗈 “𝖿𝖺𝖼𝗂𝗅𝗂𝗍𝖾” (𝖾𝗑𝗉𝗋𝖾𝗌𝗌𝖺̃𝗈 𝗎𝗍𝗂𝗅𝗂𝗓𝖺𝖽𝖺 𝗉𝖺𝗋𝖺 𝖾𝗏𝗂𝗍𝖺𝗋 𝖽𝗂𝗓𝖾𝗋 𝗊𝗎𝖾 𝗇𝖺̃𝗈 𝖼𝗈𝗆𝖾𝗍𝖺 𝖾𝗋𝗋𝗈𝗌 𝗀𝗋𝖺𝗏𝖾𝗌 𝗋𝖾𝗂𝗍𝖾𝗋𝖺𝖽𝖺𝗆𝖾𝗇𝗍𝖾 𝗉𝗈𝗋 𝗇𝖺̃𝗈 𝗊𝗎𝖾𝗋𝖾𝗋 𝗌𝖺𝖻𝖾𝗋 𝗈𝗎 𝖾𝗌𝖼𝗎𝗍𝖺𝗋) 𝖾 𝗊𝗎𝖾 𝖼𝗁𝖺𝗆𝖾 𝗉𝗌𝗂𝖼𝗈́𝗅𝗈𝗀𝗈𝗌 𝗊𝗎𝖺𝗇𝖽𝗈 𝗌𝖾 𝗍𝗋𝖺𝗍𝖺 𝖽𝖾 𝗉𝗋𝗈𝗆𝗈𝗏𝖾𝗋 𝗈 𝖻𝖾𝗆-𝖾𝗌𝗍𝖺𝗋 𝗇𝖺 𝗌𝗎𝖺 𝗈𝗋𝗀𝖺𝗇𝗂𝗓𝖺𝖼̧𝖺̃𝗈, 𝗉𝗋𝖾𝗏𝖾𝗇𝗂𝗋 𝗉𝗋𝗈𝖻𝗅𝖾𝗆𝖺𝗌 𝖽𝖾 𝗌𝖺𝗎́𝖽𝖾 𝗆𝖾𝗇𝗍𝖺𝗅, 𝖽𝖾𝗌𝖾𝗇𝗏𝗈𝗅𝗏𝖾𝗋 𝖺 𝖼𝗎𝗅𝗍𝗎𝗋𝖺 𝗈𝗋𝗀𝖺𝗇𝗂𝗓𝖺𝖼𝗂𝗈𝗇𝖺𝗅 𝗇𝖾𝗌𝗌𝖾 𝗌𝖾𝗇𝗍𝗂𝖽𝗈, 𝖼𝗈𝗇𝗌𝗍𝗋𝗎𝗂𝗇𝖽𝗈 𝗅𝗂𝖽𝖾𝗋𝖺𝗇𝖼̧𝖺𝗌 𝗆𝖺𝗂𝗌 𝗌𝖺𝗎𝖽𝖺́𝗏𝖾𝗂𝗌 𝖾 𝖼𝗈𝗆𝗉𝖾𝗍𝖾̂𝗇𝖼𝗂𝖺𝗌 𝗌𝗈𝖼𝗂𝗈𝖾𝗆𝗈𝖼𝗂𝗈𝗇𝖺𝗂𝗌 𝗇𝖾𝖼𝖾𝗌𝗌𝖺́𝗋𝗂𝖺𝗌 𝗇𝗈 𝗊𝗎𝖺𝖽𝗋𝗈 𝖽𝖾 𝗎𝗆𝖺 𝗋𝖾𝖿𝗅𝖾𝗑𝖺̃𝗈 𝖾𝗌𝗍𝗋𝖺𝗍𝖾́𝗀𝗂𝖼𝖺, 𝗊𝗎𝖾 𝗍𝖾𝗇𝗁𝖺 𝖾𝗆 𝖼𝗈𝗇𝗍𝖺 𝗈 𝗊𝗎𝖾 𝖽𝗂𝗓 𝖺 𝖼𝗂𝖾̂𝗇𝖼𝗂𝖺 𝗌𝗈𝖻𝗋𝖾 𝗈 𝖼𝗈𝗆𝗉𝗈𝗋𝗍𝖺𝗆𝖾𝗇𝗍𝗈 𝖽𝖺𝗌 𝗉𝖾𝗌𝗌𝗈𝖺𝗌 𝖾 𝗈𝗌 𝗌𝖾𝗎𝗌 𝗉𝗋𝗈𝖼𝖾𝗌𝗌𝗈𝗌 𝗆𝖾𝗇𝗍𝖺𝗂𝗌.

𝖩𝖺́ 𝖼𝗁𝖾𝗀𝖺 𝖽𝖾 𝖻𝖺𝗇𝗁𝖺 𝖽𝖺 𝖼𝗈𝖻𝗋𝖺 𝖾 𝖽𝖾 𝗏𝖾𝗇𝖽𝖺 𝖽𝖾 𝗂𝗅𝗎𝗌𝗈̃𝖾𝗌 𝖽𝖾𝗌𝖽𝖾 𝗈𝗌 𝗅𝗂𝖿𝖾 𝖼𝗈𝖺𝖼𝗁𝖾𝗌 𝖼𝖾𝗋𝗍𝗂𝖿𝗂𝖼𝖺𝖽𝗈𝗌 (𝗈 𝗊𝗎𝖾 𝖾́ 𝗂𝗌𝗌𝗈 𝖽𝖾 𝖼𝖾𝗋𝗍𝗂𝖿𝗂𝖼𝖺𝖽𝗈?) 𝖺𝗍𝖾́ 𝖺𝗈𝗌 𝖼𝗈𝗇𝗌𝗎𝗅𝗍𝗈𝗋𝖾𝗌 𝖽𝖾 𝖽𝖾𝗌𝖾𝗇𝗏𝗈𝗅𝗏𝗂𝗆𝖾𝗇𝗍𝗈 𝗁𝗎𝗆𝖺𝗇𝗈. 𝖯𝖺𝗋𝖺 𝗅𝗂𝖽𝖾𝗋𝖺𝗋 𝖾́ 𝗉𝗋𝖾𝖼𝗂𝗌𝗈 𝗌𝖾𝗋 𝖼𝗋𝖾𝖽𝗂́𝗏𝖾𝗅, 𝗋𝖾𝗌𝗉𝖾𝗂𝗍𝖺𝖽𝗈 𝖾, 𝗉𝗈𝗋 𝗂𝗌𝗌𝗈, 𝖼𝗈𝗇𝖿𝗂𝖺𝖽𝗈. 𝖮 𝖼𝖺𝗆𝗂𝗇𝗁𝗈 𝗉𝖺𝗋𝖺 𝗂𝗌𝗌𝗈 𝖾́ 𝖿𝖾𝗂𝗍𝗈 𝖽𝖾 𝖿𝖺𝖼𝗍𝗈𝗌 𝖾 𝖽𝖾 𝖼𝗂𝖾̂𝗇𝖼𝗂𝖺.

* Bastonário da Ordem dos Psicólogos Portugueses.

IN "O JORNAL ECONÓMICO" - 11/11/22 .