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𝘈𝘤𝘩𝘢 𝘲𝘶𝘦 𝘶𝘮 𝘚𝘸𝘢𝘵𝘤𝘩 𝘦́ 𝘶𝘮 𝘳𝘦𝘭𝘰́𝘨𝘪𝘰? 𝘖𝘶 𝘲𝘶𝘦 𝘶𝘮 𝘳𝘰𝘭𝘰 𝘱𝘳𝘦𝘵𝘰 𝘥𝘢 𝘙𝘦𝘯𝘰𝘷𝘢 𝘦́ 𝘱𝘢𝘱𝘦𝘭 𝘩𝘪𝘨𝘪𝘦́𝘯𝘪𝘤𝘰? 𝘈𝘴 𝘢𝘱𝘢𝘳𝘦̂𝘯𝘤𝘪𝘢𝘴 𝘪𝘭𝘶𝘥𝘦𝘮 𝘱𝘰𝘪𝘴 𝘯𝘰 𝘮𝘶𝘯𝘥𝘰 𝘥𝘢 𝘦𝘤𝘰𝘯𝘰𝘮𝘪𝘢 𝘢 𝘧𝘰𝘳𝘮𝘢 𝘮𝘢𝘪𝘴 𝘣𝘢́𝘴𝘪𝘤𝘢 - 𝘦, 𝘲𝘶𝘪𝘤̧𝘢́, 𝘮𝘢𝘪𝘴 𝘱𝘰𝘥𝘦𝘳𝘰𝘴𝘢 - 𝘥𝘦 𝘪𝘯𝘰𝘷𝘢𝘤̧𝘢̃𝘰 𝘱𝘢𝘴𝘴𝘢 𝘱𝘦𝘭𝘢 𝘳𝘦𝘥𝘦𝘧𝘪𝘯𝘪𝘤̧𝘢̃𝘰 𝘥𝘰 𝘱𝘳𝘰́𝘱𝘳𝘪𝘰 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰, 𝘭𝘦𝘷𝘢𝘯𝘥𝘰 𝘢̀ 𝘥𝘦𝘴𝘤𝘰𝘣𝘦𝘳𝘵𝘢 𝘥𝘦 𝘯𝘰𝘷𝘰𝘴 𝘮𝘦𝘳𝘤𝘢𝘥𝘰𝘴 𝘤𝘰𝘮 𝘦𝘭𝘦𝘷𝘢𝘥𝘰 𝘱𝘰𝘵𝘦𝘯𝘤𝘪𝘢𝘭 𝘥𝘦 𝘨𝘦𝘳𝘢𝘤̧𝘢̃𝘰 𝘥𝘦 𝘷𝘢𝘭𝘰𝘳.

𝘈 𝘚𝘸𝘢𝘵𝘤𝘩 𝘦́ 𝘶𝘮𝘢 𝘮𝘢𝘳𝘤𝘢 𝘴𝘶𝘪́𝘤̧𝘢 𝘤𝘳𝘪𝘢𝘥𝘢 𝘯𝘰𝘴 𝘢𝘯𝘰𝘴 𝟪𝟢 𝘥𝘰 𝘴𝘦́𝘤𝘶𝘭𝘰 𝘱𝘢𝘴𝘴𝘢𝘥𝘰 𝘯𝘰 𝘤𝘰𝘯𝘵𝘦𝘹𝘵𝘰 𝘥𝘢𝘴 𝘨𝘳𝘢𝘷𝘦𝘴 𝘥𝘪𝘧𝘪𝘤𝘶𝘭𝘥𝘢𝘥𝘦𝘴 𝘲𝘶𝘦 𝘰 𝘴𝘦𝘵𝘰𝘳 𝘳𝘦𝘭𝘰𝘫𝘰𝘦𝘪𝘳𝘰 𝘦𝘯𝘧𝘳𝘦𝘯𝘵𝘰𝘶 𝘯𝘢 𝘴𝘦𝘲𝘶𝘦̂𝘯𝘤𝘪𝘢 𝘥𝘰 𝘴𝘶𝘳𝘨𝘪𝘮𝘦𝘯𝘵𝘰 𝘥𝘰𝘴 𝘳𝘦𝘭𝘰́𝘨𝘪𝘰𝘴 𝘥𝘦 𝘲𝘶𝘢𝘳𝘵𝘻𝘰. 𝘈𝘵𝘦́ 𝘦𝘴𝘴𝘢 𝘢𝘭𝘵𝘶𝘳𝘢, 𝘰 𝘢𝘵𝘳𝘪𝘣𝘶𝘵𝘰 𝘮𝘢𝘪𝘴 𝘳𝘦𝘭𝘦𝘷𝘢𝘯𝘵𝘦 𝘥𝘦 𝘲𝘶𝘢𝘭𝘲𝘶𝘦𝘳 𝘳𝘦𝘭𝘰́𝘨𝘪𝘰 𝘦𝘳𝘢 𝘢 𝘧𝘪𝘢𝘣𝘪𝘭𝘪𝘥𝘢𝘥𝘦. 𝘊𝘰𝘮 𝘦𝘯𝘨𝘳𝘦𝘯𝘢𝘨𝘦𝘯𝘴 𝘮𝘦𝘤𝘢̂𝘯𝘪𝘤𝘢𝘴 𝘤𝘩𝘦𝘪𝘢𝘴 𝘥𝘦 𝘮𝘰𝘭𝘢𝘴 𝘦 𝘳𝘰𝘥𝘢𝘴 𝘥𝘦𝘯𝘵𝘢𝘥𝘢𝘴, 𝘴𝘰́ 𝘢𝘴 𝘮𝘦𝘭𝘩𝘰𝘳𝘦𝘴 𝘮𝘢𝘳𝘤𝘢𝘴 𝘤𝘰𝘯𝘴𝘦𝘨𝘶𝘪𝘢𝘮 𝘨𝘢𝘳𝘢𝘯𝘵𝘪𝘳 𝘶𝘮𝘢 𝘱𝘳𝘰𝘱𝘰𝘴𝘵𝘢 𝘥𝘦 𝘷𝘢𝘭𝘰𝘳 𝘣𝘢𝘴𝘦𝘢𝘥𝘢 𝘯𝘢 𝘱𝘰𝘯𝘵𝘶𝘢𝘭𝘪𝘥𝘢𝘥𝘦 - 𝘦 𝘰 𝘱𝘢𝘪́𝘴 𝘮𝘢𝘪𝘴 𝘴𝘰𝘧𝘪𝘴𝘵𝘪𝘤𝘢𝘥𝘰 𝘯𝘦𝘴𝘴𝘢 𝘮𝘢𝘵𝘦́𝘳𝘪𝘢 𝘦𝘳𝘢 𝘢 𝘚𝘶𝘪́𝘤̧𝘢.

𝘊𝘰𝘮 𝘰 𝘴𝘶𝘳𝘨𝘪𝘮𝘦𝘯𝘵𝘰 𝘥𝘰𝘴 𝘳𝘦𝘭𝘰́𝘨𝘪𝘰𝘴 𝘥𝘪𝘨𝘪𝘵𝘢𝘪𝘴, 𝘢𝘲𝘶𝘦𝘭𝘢 𝘲𝘶𝘦 𝘦𝘳𝘢 𝘢 𝘨𝘳𝘢𝘯𝘥𝘦 𝘷𝘢𝘯𝘵𝘢𝘨𝘦𝘮 𝘤𝘰𝘮𝘱𝘦𝘵𝘪𝘵𝘪𝘷𝘢 𝘥𝘢 𝘪𝘯𝘥𝘶́𝘴𝘵𝘳𝘪𝘢 𝘩𝘦𝘭𝘷𝘦́𝘵𝘪𝘤𝘢 𝘱𝘶𝘳𝘢 𝘦 𝘴𝘪𝘮𝘱𝘭𝘦𝘴𝘮𝘦𝘯𝘵𝘦 𝘥𝘦𝘴𝘢𝘱𝘢𝘳𝘦𝘤𝘦𝘶, 𝘵𝘦𝘯𝘥𝘰 𝘢 𝘨𝘦𝘯𝘦𝘳𝘢𝘭𝘪𝘥𝘢𝘥𝘦 𝘥𝘢𝘴 𝘴𝘶𝘢𝘴 𝘦𝘮𝘱𝘳𝘦𝘴𝘢𝘴 𝘦𝘯𝘧𝘳𝘦𝘯𝘵𝘢𝘥𝘰 𝘨𝘳𝘢𝘷𝘦𝘴 𝘥𝘪𝘧𝘪𝘤𝘶𝘭𝘥𝘢𝘥𝘦𝘴. 𝘈𝘵𝘦́ 𝘲𝘶𝘦 𝘴𝘶𝘳𝘨𝘪𝘶 𝘶𝘮𝘢 𝘮𝘢𝘳𝘤𝘢 𝘲𝘶𝘦, 𝘢𝘱𝘰𝘴𝘵𝘢𝘯𝘥𝘰 𝘯𝘶𝘮𝘢 𝘤𝘰𝘮𝘶𝘯𝘪𝘤𝘢𝘤̧𝘢̃𝘰 𝘢𝘨𝘳𝘦𝘴𝘴𝘪𝘷𝘢 𝘦 𝘯𝘶𝘮 𝘱𝘳𝘦𝘤̧𝘰 𝘢𝘤𝘦𝘴𝘴𝘪́𝘷𝘦𝘭 𝘱𝘢𝘳𝘢 𝘶𝘮 𝘳𝘦𝘭𝘰́𝘨𝘪𝘰 𝘴𝘶𝘪́𝘤̧𝘰, 𝘵𝘦𝘷𝘦 𝘦𝘯𝘰𝘳𝘮𝘦 𝘴𝘶𝘤𝘦𝘴𝘴𝘰. 𝘌𝘴𝘴𝘢 𝘮𝘢𝘳𝘤𝘢 𝘤𝘩𝘢𝘮𝘢-𝘴𝘦 𝘚𝘸𝘢𝘵𝘤𝘩, 𝘮𝘢𝘴 𝘰 𝘲𝘶𝘦 𝘮𝘢𝘪𝘴 𝘤𝘰𝘯𝘵𝘳𝘪𝘣𝘶𝘪𝘶 𝘱𝘢𝘳𝘢 𝘰 𝘴𝘦𝘶 𝘦̂𝘹𝘪𝘵𝘰 𝘯𝘢̃𝘰 𝘧𝘰𝘪 𝘯𝘦𝘮 𝘢 𝘤𝘰𝘮𝘶𝘯𝘪𝘤𝘢𝘤̧𝘢̃𝘰 𝘯𝘦𝘮 𝘰 𝘱𝘳𝘦𝘤̧𝘰 - 𝘧𝘰𝘪, 𝘴𝘪𝘮, 𝘢 𝘧𝘰𝘳𝘮𝘢 𝘤𝘰𝘮𝘰 (𝘳𝘦)𝘥𝘦𝘧𝘪𝘯𝘪𝘶 𝘰 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰. 𝘚𝘪𝘮, 𝘱𝘰𝘳𝘲𝘶𝘦 𝘢 𝘚𝘸𝘢𝘵𝘤𝘩 𝘯𝘢̃𝘰 𝘦́ 𝘴𝘰́ 𝘶𝘮 𝘳𝘦𝘭𝘰́𝘨𝘪𝘰. 𝘌́ 𝘮𝘶𝘪𝘵𝘰 𝘮𝘢𝘪𝘴 𝘥𝘰 𝘲𝘶𝘦 𝘪𝘴𝘴𝘰: 𝘦́ 𝘶𝘮 𝘢𝘤𝘦𝘴𝘴𝘰́𝘳𝘪𝘰 𝘥𝘦 𝘮𝘰𝘥𝘢.

𝘌́ 𝘱𝘰𝘳 𝘦𝘴𝘴𝘢 𝘳𝘢𝘻𝘢̃𝘰 𝘲𝘶𝘦 𝘴𝘦 𝘱𝘰𝘥𝘦 𝘢𝘧𝘪𝘳𝘮𝘢𝘳 𝘲𝘶𝘦 𝘢𝘵𝘶𝘢𝘭𝘮𝘦𝘯𝘵𝘦 𝘢 𝘨𝘦𝘯𝘦𝘳𝘢𝘭𝘪𝘥𝘢𝘥𝘦 𝘥𝘢𝘴 𝘮𝘢𝘳𝘤𝘢𝘴 𝘥𝘦 𝘳𝘦𝘭𝘰́𝘨𝘪𝘰𝘴 𝘰𝘱𝘦𝘳𝘢 𝘯𝘰 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰 𝘥𝘢 𝘮𝘰𝘥𝘢. 𝘖 𝘲𝘶𝘦 𝘴𝘪𝘨𝘯𝘪𝘧𝘪𝘤𝘢 𝘲𝘶𝘦 𝘢 𝘱𝘳𝘦𝘤𝘪𝘴𝘢̃𝘰 𝘱𝘦𝘳𝘥𝘦𝘶 𝘪𝘮𝘱𝘰𝘳𝘵𝘢̂𝘯𝘤𝘪𝘢 𝘦𝘯𝘲𝘶𝘢𝘯𝘵𝘰 𝘧𝘢𝘵𝘰𝘳 𝘥𝘦 𝘦𝘴𝘤𝘰𝘭𝘩𝘢, 𝘱𝘢𝘴𝘴𝘢𝘯𝘥𝘰 𝘢 𝘦𝘴𝘵𝘦́𝘵𝘪𝘤𝘢, 𝘰 𝘱𝘳𝘦𝘴𝘵𝘪́𝘨𝘪𝘰 𝘥𝘢 𝘮𝘢𝘳𝘤𝘢 𝘦 𝘰 𝘱𝘳𝘦𝘤̧𝘰 𝘢 𝘴𝘦𝘳 𝘥𝘦𝘵𝘦𝘳𝘮𝘪𝘯𝘢𝘯𝘵𝘦𝘴 𝘯𝘢𝘴 𝘥𝘦𝘤𝘪𝘴𝘰̃𝘦𝘴 𝘥𝘰𝘴 𝘤𝘰𝘯𝘴𝘶𝘮𝘪𝘥𝘰𝘳𝘦𝘴. 𝘏𝘰𝘫𝘦 𝘰 𝘚𝘸𝘢𝘵𝘤𝘩 𝘎𝘳𝘰𝘶𝘱 𝘦́ 𝘶𝘮 𝘤𝘰𝘯𝘨𝘭𝘰𝘮𝘦𝘳𝘢𝘥𝘰 𝘥𝘦 𝘦𝘮𝘱𝘳𝘦𝘴𝘢𝘴 𝘲𝘶𝘦 𝘰𝘱𝘦𝘳𝘢𝘮 𝘯𝘶𝘮 𝘷𝘢𝘴𝘵𝘰 𝘭𝘦𝘲𝘶𝘦 𝘥𝘦 𝘴𝘦𝘨𝘮𝘦𝘯𝘵𝘰𝘴 𝘥𝘦 𝘮𝘦𝘳𝘤𝘢𝘥𝘰 𝘢𝘵𝘳𝘢𝘷𝘦́𝘴 𝘥𝘦 𝘥𝘦𝘻𝘦𝘯𝘢𝘴 𝘥𝘦 𝘮𝘢𝘳𝘤𝘢𝘴 𝘵𝘢̃𝘰 𝘥𝘪𝘷𝘦𝘳𝘴𝘢𝘴 𝘤𝘰𝘮𝘰 𝘖𝘮𝘦𝘨𝘢, 𝘉𝘳𝘦𝘨𝘶𝘦𝘵 𝘦 𝘓𝘰𝘯𝘨𝘪𝘯𝘦𝘴, 𝘱𝘢𝘳𝘢 𝘢𝘭𝘦́𝘮 𝘥𝘢 𝘲𝘶𝘦 𝘥𝘦𝘶 𝘰𝘳𝘪𝘨𝘦𝘮 𝘢𝘰 𝘯𝘰𝘮𝘦 𝘥𝘰 𝘨𝘳𝘶𝘱𝘰.

𝘖 𝘪𝘗𝘩𝘰𝘯𝘦 𝘦́ 𝘰𝘶𝘵𝘳𝘰 𝘦𝘹𝘦𝘮𝘱𝘭𝘰 𝘥𝘦 𝘪𝘯𝘰𝘷𝘢𝘤̧𝘢̃𝘰 𝘣𝘢𝘴𝘦𝘢𝘥𝘢 𝘯𝘢 𝘳𝘦𝘥𝘦𝘧𝘪𝘯𝘪𝘤̧𝘢̃𝘰 𝘥𝘰 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰. 𝘖 𝘴𝘦𝘶 𝘭𝘢𝘯𝘤̧𝘢𝘮𝘦𝘯𝘵𝘰 𝘰𝘤𝘰𝘳𝘳𝘦𝘶 𝘯𝘶𝘮𝘢 𝘢𝘭𝘵𝘶𝘳𝘢 𝘦𝘮 𝘲𝘶𝘦 𝘢 𝘕𝘰𝘬𝘪𝘢 𝘦𝘳𝘢 𝘭𝘪́𝘥𝘦𝘳 𝘮𝘶𝘯𝘥𝘪𝘢𝘭 𝘤𝘰𝘮 𝘶𝘮𝘢 𝘲𝘶𝘰𝘵𝘢 𝘥𝘦 𝘮𝘦𝘳𝘤𝘢𝘥𝘰 𝘲𝘶𝘦 𝘳𝘰𝘯𝘥𝘢𝘷𝘢 𝘰𝘴 𝟥𝟪%. 𝘌𝘴𝘵𝘢 𝘨𝘳𝘢𝘯𝘥𝘦 𝘦𝘮𝘱𝘳𝘦𝘴𝘢 𝘱𝘳𝘰𝘥𝘶𝘻𝘪𝘢 𝘵𝘦𝘭𝘦𝘮𝘰́𝘷𝘦𝘪𝘴 𝘥𝘦 𝘦𝘯𝘰𝘳𝘮𝘦 𝘴𝘶𝘤𝘦𝘴𝘴𝘰 𝘤𝘰𝘮 𝘶𝘮 𝘴𝘰𝘧𝘵𝘸𝘢𝘳𝘦 𝘢𝘱𝘦𝘭𝘢𝘵𝘪𝘷𝘰 𝘦 𝘧𝘢́𝘤𝘪𝘭 𝘥𝘦 𝘶𝘴𝘢𝘳. 𝘔𝘢𝘴 𝘰 𝘱𝘳𝘰𝘣𝘭𝘦𝘮𝘢 𝘥𝘢 𝘕𝘰𝘬𝘪𝘢 𝘦́ 𝘲𝘶𝘦 𝘴𝘦𝘮𝘱𝘳𝘦 𝘧𝘦𝘻 𝘵𝘦𝘭𝘦𝘮𝘰́𝘷𝘦𝘪𝘴. 𝘊𝘩𝘦𝘨𝘰𝘶 𝘢𝘵𝘦́ 𝘢 𝘤𝘳𝘪𝘢𝘳 𝘶𝘮 𝘲𝘶𝘦 𝘵𝘪𝘯𝘩𝘢 𝘰 𝘧𝘰𝘳𝘮𝘢𝘵𝘰 𝘥𝘦 𝘶𝘮 𝘮𝘪𝘯𝘪𝘤𝘰𝘮𝘱𝘶𝘵𝘢𝘥𝘰𝘳 (𝘰 𝘊𝘰𝘮𝘮𝘶𝘯𝘪𝘤𝘢𝘵𝘰𝘳 𝘭𝘢𝘯𝘤̧𝘢𝘥𝘰 𝘦𝘮 𝟣𝟫𝟫𝟨 𝘦 𝘲𝘶𝘦 𝘥𝘦𝘱𝘰𝘪𝘴 𝘥𝘦𝘶 𝘰𝘳𝘪𝘨𝘦𝘮 𝘢 𝘰𝘶𝘵𝘳𝘰𝘴 𝘮𝘰𝘥𝘦𝘭𝘰𝘴 𝘴𝘪𝘮𝘪𝘭𝘢𝘳𝘦𝘴) 𝘤𝘰𝘮 𝘮𝘶𝘪𝘵𝘢𝘴 𝘦 𝘱𝘦𝘲𝘶𝘦𝘯𝘢𝘴 𝘵𝘦𝘤𝘭𝘢𝘴. 𝘕𝘢̃𝘰 𝘧𝘰𝘪 𝘢 𝘶́𝘯𝘪𝘤𝘢 𝘮𝘢𝘳𝘤𝘢 𝘢 𝘧𝘢𝘻𝘦̂-𝘭𝘰 𝘱𝘰𝘪𝘴 𝘦𝘴𝘵𝘢 𝘰𝘱𝘤̧𝘢̃𝘰 𝘱𝘦𝘭𝘢 𝘮𝘶𝘭𝘵𝘪𝘱𝘭𝘪𝘤𝘪𝘥𝘢𝘥𝘦 𝘥𝘦 𝘵𝘦𝘤𝘭𝘢𝘴 𝘮𝘪𝘯𝘶́𝘴𝘤𝘶𝘭𝘢𝘴 𝘧𝘰𝘪 𝘴𝘦𝘨𝘶𝘪𝘥𝘢 𝘱𝘰𝘳 𝘰𝘶𝘵𝘳𝘢𝘴 𝘮𝘢𝘳𝘤𝘢𝘴 𝘥𝘦 𝘱𝘳𝘦𝘴𝘵𝘪́𝘨𝘪𝘰 𝘤𝘰𝘮𝘰 𝘢 𝘉𝘭𝘢𝘤𝘬𝘉𝘦𝘳𝘳𝘺.

𝘈𝘵𝘦́ 𝘲𝘶𝘦 𝘦𝘮 𝟤𝟢𝟢𝟩 𝘢 𝘈𝘱𝘱𝘭𝘦 𝘭𝘢𝘯𝘤̧𝘰𝘶 𝘶𝘮 𝘦𝘲𝘶𝘪𝘱𝘢𝘮𝘦𝘯𝘵𝘰 𝘴𝘦𝘮 𝘵𝘦𝘤𝘭𝘢𝘴. 𝘖𝘶 𝘮𝘦𝘭𝘩𝘰𝘳, 𝘤𝘰𝘮 𝘶𝘮𝘢 𝘴𝘰́ 𝘵𝘦𝘤𝘭𝘢, 𝘱𝘰𝘪𝘴 𝘵𝘶𝘥𝘰 𝘰 𝘳𝘦𝘴𝘵𝘰 𝘴𝘦 𝘣𝘢𝘴𝘦𝘢𝘷𝘢 𝘯𝘢 𝘵𝘦𝘤𝘯𝘰𝘭𝘰𝘨𝘪𝘢 𝘵𝘰𝘶𝘤𝘩𝘴𝘤𝘳𝘦𝘦𝘯. 𝘌 𝘢 𝘱𝘢𝘳𝘵𝘪𝘳 𝘥𝘢𝘪́ 𝘰𝘴 𝘵𝘦𝘭𝘦𝘮𝘰́𝘷𝘦𝘪𝘴 𝘥𝘦𝘪𝘹𝘢𝘳𝘢𝘮 𝘥𝘦 𝘴𝘦𝘳 𝘵𝘦𝘭𝘦𝘮𝘰́𝘷𝘦𝘪𝘴, 𝘢𝘱𝘦𝘴𝘢𝘳 𝘥𝘦 𝘤𝘰𝘯𝘵𝘪𝘯𝘶𝘢𝘳𝘦𝘮 𝘢 𝘴𝘦𝘳 𝘵𝘳𝘢𝘵𝘢𝘥𝘰𝘴 𝘤𝘰𝘮𝘰 𝘵𝘢𝘭. 𝘚𝘪𝘮, 𝘱𝘰𝘳𝘲𝘶𝘦 𝘶𝘮 𝘪𝘗𝘩𝘰𝘯𝘦 𝘦́ 𝘮𝘶𝘪𝘵𝘰 𝘮𝘢𝘪𝘴 𝘥𝘰 𝘲𝘶𝘦 𝘶𝘮 𝘴𝘪𝘮𝘱𝘭𝘦𝘴 𝘵𝘦𝘭𝘦𝘮𝘰́𝘷𝘦𝘭. 𝘌́ 𝘶𝘮𝘢 𝘦𝘴𝘱𝘦́𝘤𝘪𝘦 𝘥𝘦 𝘤𝘢𝘯𝘪𝘷𝘦𝘵𝘦 𝘴𝘶𝘪́𝘤̧𝘰 𝘥𝘰 𝘴𝘦́𝘤𝘶𝘭𝘰 𝘟𝘟𝘐: 𝘵𝘪𝘳𝘢 𝘧𝘰𝘵𝘰𝘨𝘳𝘢𝘧𝘪𝘢𝘴, 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢 𝘢 𝘯𝘰𝘴𝘴𝘢 𝘢𝘨𝘦𝘯𝘥𝘢, 𝘥𝘢́-𝘯𝘰𝘴 𝘢𝘤𝘦𝘴𝘴𝘰 𝘢𝘰 𝘤𝘰𝘳𝘳𝘦𝘪𝘰 𝘦𝘭𝘦𝘵𝘳𝘰́𝘯𝘪𝘤𝘰, 𝘴𝘶𝘨𝘦𝘳𝘦-𝘯𝘰𝘴 𝘰 𝘮𝘦𝘭𝘩𝘰𝘳 𝘵𝘳𝘢𝘫𝘦𝘵𝘰 𝘱𝘢𝘳𝘢 𝘦𝘷𝘪𝘵𝘢𝘳 𝘦𝘯𝘨𝘢𝘳𝘳𝘢𝘧𝘢𝘮𝘦𝘯𝘵𝘰𝘴, 𝘪𝘯𝘧𝘰𝘳𝘮𝘢-𝘯𝘰𝘴 𝘴𝘰𝘣𝘳𝘦 𝘲𝘶𝘢𝘯𝘵𝘰 𝘢𝘯𝘥𝘢𝘮𝘰𝘴 𝘱𝘰𝘳 𝘥𝘪𝘢 (𝘦 𝘳𝘦𝘱𝘳𝘦𝘦𝘯𝘥𝘦-𝘯𝘰𝘴 𝘴𝘦 𝘯𝘢̃𝘰 𝘢𝘵𝘪𝘯𝘨𝘪𝘮𝘰𝘴 𝘢 𝘮𝘦𝘵𝘢), 𝘱𝘦𝘳𝘮𝘪𝘵𝘦-𝘯𝘰𝘴 𝘰𝘶𝘷𝘪𝘳 𝘮𝘶́𝘴𝘪𝘤𝘢 𝘦 𝘷𝘦𝘳 𝘧𝘪𝘭𝘮𝘦𝘴, 𝘥𝘦𝘪𝘹𝘢-𝘯𝘰𝘴 𝘧𝘢𝘻𝘦𝘳 𝘱𝘢𝘨𝘢𝘮𝘦𝘯𝘵𝘰𝘴 𝘦 𝘰𝘶𝘵𝘳𝘢𝘴 𝘵𝘳𝘢𝘯𝘴𝘢𝘤̧𝘰̃𝘦𝘴 𝘣𝘢𝘯𝘤𝘢́𝘳𝘪𝘢𝘴... 𝘦𝘯𝘧𝘪𝘮, 𝘢𝘵𝘦́ 𝘥𝘢́ 𝘱𝘢𝘳𝘢 𝘧𝘢𝘻𝘦𝘳 𝘤𝘩𝘢𝘮𝘢𝘥𝘢𝘴 𝘥𝘦 𝘷𝘰𝘻 𝘦 𝘮𝘢𝘯𝘥𝘢𝘳 𝘶𝘯𝘴 𝘚𝘔𝘚.

𝘋𝘦 𝘧𝘢𝘤𝘵𝘰, 𝘢 𝘈𝘱𝘱𝘭𝘦 𝘥𝘦 𝘚𝘵𝘦𝘷𝘦 𝘑𝘰𝘣𝘴 𝘰𝘧𝘦𝘳𝘦𝘤𝘦𝘶-𝘯𝘰𝘴 𝘮𝘶𝘪𝘵𝘰 𝘮𝘢𝘪𝘴 𝘥𝘰 𝘲𝘶𝘦 𝘶𝘮 𝘵𝘦𝘭𝘦𝘮𝘰́𝘷𝘦𝘭, 𝘳𝘦𝘥𝘦𝘧𝘪𝘯𝘪𝘯𝘥𝘰 𝘢𝘴 𝘳𝘦𝘨𝘳𝘢𝘴 𝘣𝘢́𝘴𝘪𝘤𝘢𝘴 𝘥𝘰 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰. 𝘈𝘴 𝘮𝘢𝘳𝘤𝘢𝘴 𝘲𝘶𝘦 𝘴𝘦𝘨𝘶𝘪𝘳𝘢𝘮 𝘦𝘴𝘵𝘦 𝘯𝘰𝘷𝘰 𝘤𝘢𝘮𝘪𝘯𝘩𝘰, 𝘤𝘰𝘮𝘰 𝘢 𝘚𝘢𝘮𝘴𝘶𝘯𝘨, 𝘴𝘢̃𝘰 𝘩𝘰𝘫𝘦 𝘣𝘦𝘮-𝘴𝘶𝘤𝘦𝘥𝘪𝘥𝘢𝘴; 𝘢𝘴 𝘲𝘶𝘦 𝘯𝘢̃𝘰 𝘧𝘰𝘳𝘢𝘮 𝘤𝘢𝘱𝘢𝘻𝘦𝘴 𝘥𝘦 𝘤𝘰𝘮𝘱𝘳𝘦𝘦𝘯𝘥𝘦𝘳 𝘲𝘶𝘦 𝘰 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰 𝘵𝘪𝘯𝘩𝘢 𝘮𝘶𝘥𝘢𝘥𝘰, 𝘤𝘰𝘮𝘰 𝘕𝘰𝘬𝘪𝘢, 𝘢𝘧𝘶𝘯𝘥𝘢𝘳𝘢𝘮-𝘴𝘦.

𝘗𝘢𝘳𝘢 𝘧𝘪𝘯𝘢𝘭𝘪𝘻𝘢𝘳, 𝘧𝘢𝘭𝘦𝘮𝘰𝘴 𝘥𝘦 𝘶𝘮𝘢 𝘦𝘮𝘱𝘳𝘦𝘴𝘢 𝘱𝘰𝘳𝘵𝘶𝘨𝘶𝘦𝘴𝘢. 𝘈 𝘙𝘦𝘯𝘰𝘷𝘢 𝘤𝘰𝘯𝘤𝘦𝘯𝘵𝘳𝘰𝘶-𝘴𝘦 𝘯𝘢𝘲𝘶𝘪𝘭𝘰 𝘲𝘶𝘦 𝘴𝘦 𝘱𝘰𝘥𝘦 𝘥𝘦𝘴𝘪𝘨𝘯𝘢𝘳 𝘤𝘰𝘮𝘰 𝘰 𝘱𝘢𝘱𝘦𝘭 𝘵𝘪𝘴𝘴𝘶𝘦 𝘱𝘢𝘳𝘢 𝘶𝘴𝘰 𝘥𝘰𝘮𝘦́𝘴𝘵𝘪𝘤𝘰 𝘦 𝘴𝘢𝘯𝘪𝘵𝘢́𝘳𝘪𝘰. 𝘎𝘶𝘢𝘳𝘥𝘢𝘯𝘢𝘱𝘰𝘴, 𝘱𝘢𝘱𝘦𝘭 𝘩𝘪𝘨𝘪𝘦́𝘯𝘪𝘤𝘰, 𝘭𝘦𝘯𝘤̧𝘰𝘴, 𝘳𝘰𝘭𝘰𝘴 𝘥𝘦 𝘤𝘰𝘻𝘪𝘯𝘩𝘢 𝘦 𝘱𝘳𝘰𝘥𝘶𝘵𝘰𝘴 𝘥𝘦 𝘩𝘪𝘨𝘪𝘦𝘯𝘦 𝘧𝘦𝘮𝘪𝘯𝘪𝘯𝘢 𝘤𝘰𝘯𝘴𝘵𝘪𝘵𝘶𝘦𝘮 𝘰 𝘴𝘦𝘶 𝘱𝘰𝘳𝘵𝘧𝘰𝘭𝘪𝘰, 𝘢𝘱𝘰𝘴𝘵𝘢𝘯𝘥𝘰 𝘩𝘢́ 𝘭𝘢𝘳𝘨𝘰𝘴 𝘢𝘯𝘰𝘴 𝘯𝘢 𝘲𝘶𝘢𝘭𝘪𝘥𝘢𝘥𝘦 𝘦 𝘪𝘯𝘰𝘷𝘢𝘤̧𝘢̃𝘰. 𝘈𝘵𝘦́ 𝘲𝘶𝘦 𝘦𝘮 𝟤𝟢𝟢𝟧 𝘵𝘦𝘷𝘦 𝘶𝘮 𝘨𝘰𝘭𝘱𝘦 𝘥𝘦 𝘨𝘦́𝘯𝘪𝘰 𝘢𝘰 𝘤𝘳𝘪𝘢𝘳 𝘰 𝘱𝘢𝘱𝘦𝘭 𝘩𝘪𝘨𝘪𝘦́𝘯𝘪𝘤𝘰 𝘱𝘳𝘦𝘵𝘰. 𝘖𝘶 𝘴𝘦𝘫𝘢, 𝘤𝘰𝘮 𝘶𝘮𝘢 𝘤𝘰𝘳 𝘲𝘶𝘦 𝘦𝘴𝘵𝘢́ 𝘯𝘰𝘴 𝘢𝘯𝘵𝘪́𝘱𝘰𝘥𝘢𝘴 𝘥𝘢𝘲𝘶𝘪𝘭𝘰 𝘲𝘶𝘦 𝘦́ 𝘢 𝘵𝘳𝘢𝘥𝘪𝘤̧𝘢̃𝘰 𝘥𝘰 𝘴𝘦𝘵𝘰𝘳: 𝘰 𝘣𝘳𝘢𝘯𝘤𝘰 𝘰𝘶 𝘰 𝘣𝘦𝘪𝘫𝘦, 𝘰 𝘢𝘻𝘶𝘭, 𝘰 𝘳𝘰𝘴𝘢 𝘦 𝘰 𝘷𝘦𝘳𝘥𝘦, 𝘮𝘢𝘴 𝘴𝘦𝘮𝘱𝘳𝘦 𝘤𝘭𝘢𝘳𝘰𝘴.

𝘈𝘰 𝘭𝘢𝘯𝘤̧𝘢𝘳 𝘶𝘮 𝘱𝘢𝘱𝘦𝘭 𝘩𝘪𝘨𝘪𝘦́𝘯𝘪𝘤𝘰 𝘱𝘳𝘦𝘵𝘰 𝘯𝘢̃𝘰 𝘢𝘤𝘳𝘦𝘴𝘤𝘦𝘯𝘵𝘰𝘶 𝘯𝘦𝘯𝘩𝘶𝘮 𝘷𝘢𝘭𝘰𝘳 𝘥𝘰 𝘱𝘰𝘯𝘵𝘰 𝘥𝘦 𝘷𝘪𝘴𝘵𝘢 𝘧𝘶𝘯𝘤𝘪𝘰𝘯𝘢𝘭. 𝘔𝘢𝘴 𝘳𝘦𝘥𝘦𝘧𝘪𝘯𝘪𝘶 𝘰 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰 𝘱𝘰𝘳𝘲𝘶𝘦 𝘰 𝘱𝘳𝘦𝘵𝘰 𝘥𝘢 𝘙𝘦𝘯𝘰𝘷𝘢 𝘦́ 𝘮𝘶𝘪𝘵𝘰 𝘮𝘢𝘪𝘴 𝘥𝘰 𝘲𝘶𝘦 𝘱𝘢𝘱𝘦𝘭 𝘩𝘪𝘨𝘪𝘦́𝘯𝘪𝘤𝘰. 𝘚𝘢𝘣𝘦𝘯𝘥𝘰 𝘲𝘶𝘦 𝘰 𝘱𝘳𝘦𝘤̧𝘰 𝘥𝘦 𝘤𝘢𝘥𝘢 𝘳𝘰𝘭𝘰 𝘥𝘦 𝘵𝘳𝘦̂𝘴 𝘧𝘰𝘭𝘩𝘢𝘴 𝘦́ 𝘤𝘦𝘳𝘤𝘢 𝘥𝘦 €𝟣,𝟥𝟥 𝘦 𝘲𝘶𝘦 𝘶𝘮 𝘳𝘰𝘭𝘰 𝘣𝘳𝘢𝘯𝘤𝘰 𝘥𝘦 𝘲𝘶𝘢𝘭𝘪𝘥𝘢𝘥𝘦 𝘪𝘥𝘦̂𝘯𝘵𝘪𝘤𝘢 𝘥𝘢 𝘤𝘰𝘯𝘤𝘰𝘳𝘳𝘦̂𝘯𝘤𝘪𝘢 𝘤𝘶𝘴𝘵𝘢 𝘢 𝘲𝘶𝘢𝘳𝘵𝘢 𝘱𝘢𝘳𝘵𝘦, 𝘱𝘰𝘥𝘦-𝘴𝘦 𝘢𝘧𝘪𝘳𝘮𝘢𝘳 𝘲𝘶𝘦 𝘰 𝘷𝘢𝘭𝘰𝘳 𝘥𝘦 𝘶𝘮 𝘳𝘰𝘭𝘰 𝘱𝘳𝘦𝘵𝘰 𝘥𝘢 𝘮𝘢𝘳𝘤𝘢 𝘙𝘦𝘯𝘰𝘷𝘢 𝘴𝘦 𝘳𝘦𝘱𝘢𝘳𝘵𝘦 𝘥𝘢 𝘴𝘦𝘨𝘶𝘪𝘯𝘵𝘦 𝘧𝘰𝘳𝘮𝘢: 𝟤𝟧% 𝘦́ 𝘱𝘢𝘱𝘦𝘭 𝘩𝘪𝘨𝘪𝘦́𝘯𝘪𝘤𝘰 𝘦 𝟩𝟧% 𝘦́ 𝘥𝘦𝘤𝘰𝘳𝘢𝘤̧𝘢̃𝘰. 𝘚𝘪𝘮, 𝘱𝘰𝘳𝘲𝘶𝘦 𝘦́ 𝘢𝘲𝘶𝘪 𝘲𝘶𝘦 𝘦𝘴𝘵𝘢 𝘦𝘮𝘱𝘳𝘦𝘴𝘢 𝘱𝘰𝘳𝘵𝘶𝘨𝘶𝘦𝘴𝘢 𝘪𝘯𝘰𝘷𝘰𝘶 𝘢𝘰 𝘥𝘦𝘴𝘤𝘰𝘣𝘳𝘪𝘳 𝘶𝘮 𝘰𝘤𝘦𝘢𝘯𝘰 𝘢𝘻𝘶𝘭: 𝘰 𝘥𝘰 𝘱𝘢𝘱𝘦𝘭 𝘩𝘪𝘨𝘪𝘦́𝘯𝘪𝘤𝘰 𝘥𝘦 𝘭𝘶𝘹𝘰 𝘤𝘶𝘫𝘢 𝘱𝘳𝘰𝘱𝘰𝘴𝘵𝘢 𝘥𝘦 𝘷𝘢𝘭𝘰𝘳 𝘵𝘳𝘢𝘯𝘴𝘤𝘦𝘯𝘥𝘦 𝘥𝘦 𝘭𝘢𝘳𝘨𝘰 𝘢 𝘧𝘶𝘯𝘤̧𝘢̃𝘰 𝘰𝘳𝘪𝘨𝘪𝘯𝘢𝘭 𝘱𝘢𝘳𝘢 𝘰 𝘲𝘶𝘢𝘭 𝘧𝘰𝘪 𝘤𝘰𝘯𝘤𝘦𝘣𝘪𝘥𝘰.

𝘖 𝘱𝘳𝘦𝘴𝘵𝘪́𝘨𝘪𝘰 𝘢𝘭𝘤𝘢𝘯𝘤̧𝘢𝘥𝘰 𝘱𝘦𝘭𝘢 𝘦𝘮𝘱𝘳𝘦𝘴𝘢 𝘥𝘦𝘤𝘰𝘳𝘳𝘦𝘯𝘵𝘦 𝘥𝘢 𝘥𝘦𝘴𝘤𝘰𝘣𝘦𝘳𝘵𝘢 𝘥𝘦𝘴𝘵𝘦 𝘯𝘰𝘷𝘰 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰 𝘦́ 𝘦𝘯𝘰𝘳𝘮𝘦. 𝘛𝘦𝘯𝘥𝘰 𝘢𝘵𝘳𝘢𝘪́𝘥𝘰 𝘢 𝘢𝘵𝘦𝘯𝘤̧𝘢̃𝘰 𝘥𝘦 𝘱𝘳𝘦𝘴𝘵𝘪𝘨𝘪𝘢𝘥𝘰𝘴 𝘰́𝘳𝘨𝘢̃𝘰𝘴 𝘥𝘦 𝘤𝘰𝘮𝘶𝘯𝘪𝘤𝘢𝘤̧𝘢̃𝘰 𝘴𝘰𝘤𝘪𝘢𝘭 𝘤𝘰𝘮𝘰 𝘰 𝘕𝘦𝘸 𝘠𝘰𝘳𝘬 𝘛𝘪𝘮𝘦𝘴, 𝘓𝘦 𝘍𝘪𝘨𝘢𝘳𝘰 𝘦 𝘰 𝘞𝘢𝘴𝘩𝘪𝘯𝘨𝘵𝘰𝘯 𝘗𝘰𝘴𝘵, 𝘰𝘴 𝘳𝘰𝘭𝘰𝘴 𝘤𝘰𝘭𝘰𝘳𝘪𝘥𝘰𝘴 𝘥𝘢 𝘙𝘦𝘯𝘰𝘷𝘢 𝘤𝘩𝘦𝘨𝘢𝘳𝘢𝘮 𝘢̀𝘴 𝘤𝘢𝘴𝘢𝘴 𝘥𝘦 𝘣𝘢𝘯𝘩𝘰 𝘥𝘰 𝘔𝘶𝘴𝘦𝘶 𝘥𝘰 𝘓𝘰𝘶𝘷𝘳𝘦. 𝘌 𝘵𝘶𝘥𝘰 𝘪𝘴𝘵𝘰 𝘱𝘰𝘳 𝘶𝘮𝘢 𝘳𝘢𝘻𝘢̃𝘰 𝘴𝘪𝘮𝘱𝘭𝘦𝘴: 𝘦́ 𝘲𝘶𝘦 𝘴𝘢̃𝘰 𝘮𝘶𝘪𝘵𝘰 𝘮𝘢𝘪𝘴 𝘥𝘰 𝘲𝘶𝘦 𝘶𝘮 𝘮𝘦𝘳𝘰 𝘱𝘢𝘱𝘦𝘭 𝘩𝘪𝘨𝘪𝘦́𝘯𝘪𝘤𝘰.

𝘖𝘴 𝘤𝘢𝘴𝘰𝘴 𝘲𝘶𝘦 𝘢𝘱𝘳𝘦𝘴𝘦𝘯𝘵𝘦𝘪 𝘪𝘭𝘶𝘴𝘵𝘳𝘢𝘮 𝘧𝘰𝘳𝘮𝘢𝘴 𝘥𝘦 𝘪𝘯𝘰𝘷𝘢𝘤̧𝘢̃𝘰 𝘲𝘶𝘦 𝘵𝘳𝘢𝘯𝘴𝘤𝘦𝘯𝘥𝘦𝘮 𝘰 𝘮𝘰𝘥𝘰 𝘤𝘰𝘮𝘰 𝘦𝘭𝘢 𝘦́ 𝘯𝘰𝘳𝘮𝘢𝘭𝘮𝘦𝘯𝘵𝘦 𝘦𝘯𝘤𝘢𝘳𝘢𝘥𝘢. 𝘈̀𝘲𝘶𝘦𝘭𝘦𝘴 𝘲𝘶𝘦 𝘥𝘦𝘴𝘦𝘯𝘷𝘰𝘭𝘷𝘦𝘮 𝘯𝘰𝘷𝘰𝘴 𝘱𝘳𝘰𝘥𝘶𝘵𝘰𝘴, 𝘱𝘳𝘰𝘤𝘦𝘴𝘴𝘰𝘴 𝘰𝘶 𝘮𝘰𝘥𝘦𝘭𝘰𝘴 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘤𝘪𝘰𝘯𝘢𝘪𝘴 𝘤𝘩𝘢𝘮𝘢𝘮𝘰𝘴 𝘪𝘯𝘰𝘷𝘢𝘥𝘰𝘳𝘦𝘴. 𝘔𝘢𝘴 𝘢𝘲𝘶𝘦𝘭𝘦𝘴 𝘲𝘶𝘦 𝘵𝘦̂𝘮 𝘢 𝘤𝘢𝘱𝘢𝘤𝘪𝘥𝘢𝘥𝘦 𝘱𝘢𝘳𝘢 𝘷𝘦𝘳 𝘰 𝘲𝘶𝘦 𝘦𝘴𝘵𝘢́ 𝘱𝘢𝘳𝘢 𝘢𝘭𝘦́𝘮 𝘥𝘰 𝘰́𝘣𝘷𝘪𝘰, 𝘳𝘦𝘥𝘦𝘧𝘪𝘯𝘪𝘯𝘥𝘰 𝘢𝘴 𝘳𝘦𝘨𝘳𝘢𝘴 𝘥𝘰 𝘱𝘳𝘰́𝘱𝘳𝘪𝘰 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰, 𝘴𝘢̃𝘰 𝘮𝘢𝘪𝘴 𝘥𝘰 𝘲𝘶𝘦 𝘪𝘯𝘰𝘷𝘢𝘥𝘰𝘳𝘦𝘴: 𝘴𝘢̃𝘰 𝘷𝘪𝘴𝘪𝘰𝘯𝘢́𝘳𝘪𝘰𝘴.

* Professor da Universidade do Porto, Faculdade de Economia e Porto Business School

IN "DINHEIRO VIVO" -11/02/23 . .