TIAGO PIMENTEL

 .

Quanto custa uma crise que

podia não ter acontecido?

Prevenir não é reagir melhor. É decidir antes, gerir antes e investir antes. A organização saudável não é aquela onde as pessoas aguentam tudo.

“𝑀𝑎𝑖𝑠 𝑣𝑎𝑙𝑒 𝑝𝑟𝑒𝑣𝑒𝑛𝑖𝑟 𝑑𝑜 𝑞𝑢𝑒 𝑟𝑒𝑚𝑒𝑑𝑖𝑎𝑟” 𝑒́ 𝑢𝑚𝑎 𝑑𝑎𝑞𝑢𝑒𝑙𝑎𝑠 𝑓𝑟𝑎𝑠𝑒𝑠 𝑞𝑢𝑒 𝑎𝑡𝑟𝑎𝑣𝑒𝑠𝑠𝑎 𝑔𝑒𝑟𝑎𝑐̧𝑜̃𝑒𝑠, 𝑠𝑒𝑡𝑜𝑟𝑒𝑠 𝑒 𝑚𝑜𝑑𝑒𝑙𝑜𝑠 𝑑𝑒 𝑔𝑒𝑠𝑡𝑎̃𝑜. 𝑇𝑜𝑑𝑜𝑠 𝑎 𝑟𝑒𝑐𝑜𝑛ℎ𝑒𝑐𝑒𝑚 𝑒 𝑝𝑜𝑢𝑐𝑜𝑠 𝑎 𝑐𝑜𝑛𝑡𝑒𝑠𝑡𝑎𝑚. 𝑀𝑎𝑠, 𝑛𝑎𝑠 𝑜𝑟𝑔𝑎𝑛𝑖𝑧𝑎𝑐̧𝑜̃𝑒𝑠, 𝑐𝑜𝑛𝑡𝑖𝑛𝑢𝑎 𝑎 𝑒𝑥𝑖𝑠𝑡𝑖𝑟 𝑢𝑚𝑎 𝑑𝑖𝑠𝑡𝑎̂𝑛𝑐𝑖𝑎 𝑠𝑖𝑔𝑛𝑖𝑓𝑖𝑐𝑎𝑡𝑖𝑣𝑎 𝑒𝑛𝑡𝑟𝑒 𝑎𝑐𝑒𝑖𝑡𝑎𝑟 𝑜 𝑝𝑟𝑖𝑛𝑐𝜄́𝑝𝑖𝑜 𝑒 𝑝𝑟𝑎𝑡𝑖𝑐𝑎́-𝑙𝑜 𝑑𝑒 𝑓𝑜𝑟𝑚𝑎 𝑐𝑜𝑛𝑠𝑒𝑞𝑢𝑒𝑛𝑡𝑒.

𝑁𝑎 𝑠𝑎𝑢́𝑑𝑒 𝑚𝑒𝑛𝑡𝑎𝑙 𝑛𝑜 𝑡𝑟𝑎𝑏𝑎𝑙ℎ𝑜, 𝑒𝑠𝑠𝑎 𝑑𝑖𝑠𝑡𝑎̂𝑛𝑐𝑖𝑎 𝑡𝑒𝑚, 𝑛𝑎𝑡𝑢𝑟𝑎𝑙𝑚𝑒𝑛𝑡𝑒, 𝑐𝑢𝑠𝑡𝑜𝑠 ℎ𝑢𝑚𝑎𝑛𝑜𝑠, 𝑚𝑎𝑠 𝑡𝑎𝑚𝑏𝑒́𝑚 𝑐𝑢𝑠𝑡𝑜𝑠 𝑜𝑝𝑒𝑟𝑎𝑐𝑖𝑜𝑛𝑎𝑖𝑠, 𝑓𝑖𝑛𝑎𝑛𝑐𝑒𝑖𝑟𝑜𝑠 𝑒 𝑟𝑒𝑝𝑢𝑡𝑎𝑐𝑖𝑜𝑛𝑎𝑖𝑠. 𝑂 𝑝𝑟𝑜𝑏𝑙𝑒𝑚𝑎 𝑒́ 𝑞𝑢𝑒 𝑒𝑠𝑡𝑒𝑠 𝑐𝑢𝑠𝑡𝑜𝑠 𝑟𝑎𝑟𝑎𝑚𝑒𝑛𝑡𝑒 𝑎𝑝𝑎𝑟𝑒𝑐𝑒𝑚 𝑡𝑜𝑑𝑜𝑠 𝑛𝑜 𝑚𝑒𝑠𝑚𝑜 𝑐𝑒𝑛𝑡𝑟𝑜 𝑑𝑒 𝑖𝑚𝑝𝑢𝑡𝑎𝑐̧𝑎̃𝑜. 𝑆𝑢𝑟𝑔𝑒𝑚 𝑑𝑖𝑠𝑝𝑒𝑟𝑠𝑜𝑠: 𝑎𝑏𝑠𝑒𝑛𝑡𝑖𝑠𝑚𝑜, 𝑝𝑟𝑒𝑠𝑒𝑛𝑡𝑖𝑠𝑚𝑜, 𝑟𝑜𝑡𝑎𝑡𝑖𝑣𝑖𝑑𝑎𝑑𝑒, 𝑞𝑢𝑒𝑏𝑟𝑎𝑠 𝑑𝑒 𝑝𝑟𝑜𝑑𝑢𝑡𝑖𝑣𝑖𝑑𝑎𝑑𝑒, 𝑐𝑜𝑛𝑓𝑙𝑖𝑡𝑜𝑠, 𝑒𝑟𝑟𝑜𝑠, 𝑏𝑎𝑖𝑥𝑎𝑠 𝑝𝑟𝑜𝑙𝑜𝑛𝑔𝑎𝑑𝑎𝑠, 𝑝𝑒𝑟𝑑𝑎 𝑑𝑒 𝑡𝑎𝑙𝑒𝑛𝑡𝑜, 𝑑𝑒𝑔𝑟𝑎𝑑𝑎𝑐̧𝑎̃𝑜 𝑑𝑜 𝑐𝑙𝑖𝑚𝑎 𝑖𝑛𝑡𝑒𝑟𝑛𝑜, 𝑚𝑎𝑖𝑜𝑟 𝑝𝑟𝑒𝑠𝑠𝑎̃𝑜 𝑠𝑜𝑏𝑟𝑒 𝑒𝑞𝑢𝑖𝑝𝑎𝑠 𝑞𝑢𝑒 𝑓𝑖𝑐𝑎𝑚. 𝐸 𝑜 𝑞𝑢𝑒 𝑎𝑝𝑎𝑟𝑒𝑐𝑒 𝑑𝑖𝑠𝑝𝑒𝑟𝑠𝑜 𝑡𝑒𝑛𝑑𝑒 𝑎 𝑠𝑒𝑟 𝑠𝑢𝑏𝑒𝑠𝑡𝑖𝑚𝑎𝑑𝑜.

𝐻𝑎́ 𝑢𝑚𝑎 𝑙𝑜́𝑔𝑖𝑐𝑎 𝑠𝑖𝑚𝑝𝑙𝑒𝑠 𝑞𝑢𝑒 𝑎𝑗𝑢𝑑𝑎 𝑎 𝑐𝑜𝑚𝑝𝑟𝑒𝑒𝑛𝑑𝑒𝑟 𝑜 𝑝𝑟𝑜𝑏𝑙𝑒𝑚𝑎: 𝑣𝑖𝑠𝑖𝑏𝑖𝑙𝑖𝑑𝑎𝑑𝑒, 𝑐𝑢𝑠𝑡𝑜 𝑒 𝑟𝑒𝑡𝑜𝑟𝑛𝑜.

𝐴 𝑝𝑟𝑒𝑣𝑒𝑛𝑐̧𝑎̃𝑜 𝑡𝑒𝑚 𝑏𝑎𝑖𝑥𝑎 𝑣𝑖𝑠𝑖𝑏𝑖𝑙𝑖𝑑𝑎𝑑𝑒. 𝑄𝑢𝑎𝑛𝑑𝑜 𝑓𝑢𝑛𝑐𝑖𝑜𝑛𝑎, 𝑝𝑎𝑟𝑒𝑐𝑒 𝑞𝑢𝑒 𝑛𝑎𝑑𝑎 𝑎𝑐𝑜𝑛𝑡𝑒𝑐𝑒𝑢. 𝑁𝑎̃𝑜 ℎ𝑎́ 𝑐𝑟𝑖𝑠𝑒, 𝑛𝑎̃𝑜 ℎ𝑎́ 𝑏𝑎𝑖𝑥𝑎 𝑚𝑒́𝑑𝑖𝑐𝑎, 𝑛𝑎̃𝑜 ℎ𝑎́ 𝑠𝑎𝜄́𝑑𝑎 𝑖𝑛𝑒𝑠𝑝𝑒𝑟𝑎𝑑𝑎, 𝑛𝑎̃𝑜 ℎ𝑎́ 𝑒𝑞𝑢𝑖𝑝𝑎 𝑒𝑚 𝑟𝑢𝑡𝑢𝑟𝑎, 𝑛𝑎̃𝑜 ℎ𝑎́ 𝑟𝑒𝑢𝑛𝑖𝑎̃𝑜 𝑒𝑥𝑡𝑟𝑎𝑜𝑟𝑑𝑖𝑛𝑎́𝑟𝑖𝑎. 𝐻𝑎́ 𝑎𝑝𝑒𝑛𝑎𝑠 𝑐𝑜𝑛𝑡𝑖𝑛𝑢𝑖𝑑𝑎𝑑𝑒, 𝑒𝑠𝑡𝑎𝑏𝑖𝑙𝑖𝑑𝑎𝑑𝑒 𝑒 𝑡𝑟𝑎𝑏𝑎𝑙ℎ𝑜 𝑏𝑒𝑚 𝑔𝑒𝑟𝑖𝑑𝑜. 𝑃𝑜𝑟 𝑖𝑠𝑠𝑜, 𝑒́ 𝑓𝑟𝑒𝑞𝑢𝑒𝑛𝑡𝑒𝑚𝑒𝑛𝑡𝑒 𝑜 𝑛𝜄́𝑣𝑒𝑙 𝑚𝑒𝑛𝑜𝑠 𝑣𝑎𝑙𝑜𝑟𝑖𝑧𝑎𝑑𝑜. 𝑀𝑎𝑠 𝑒́ 𝑡𝑎𝑚𝑏𝑒́𝑚 𝑜 𝑞𝑢𝑒 𝑡𝑒𝑚 𝑚𝑒𝑛𝑜𝑟 𝑐𝑢𝑠𝑡𝑜 𝑒 𝑚𝑎𝑖𝑜𝑟 𝑟𝑒𝑡𝑜𝑟𝑛𝑜.

𝐴 𝑟𝑒𝑝𝑎𝑟𝑎𝑐̧𝑎̃𝑜 𝑡𝑒𝑚 𝑎𝑙𝑡𝑎 𝑣𝑖𝑠𝑖𝑏𝑖𝑙𝑖𝑑𝑎𝑑𝑒. 𝐸́ 𝑜 𝑚𝑜𝑚𝑒𝑛𝑡𝑜 𝑒𝑚 𝑞𝑢𝑒 𝑎 𝑜𝑟𝑔𝑎𝑛𝑖𝑧𝑎𝑐̧𝑎̃𝑜 𝑗𝑎́ 𝑛𝑎̃𝑜 𝑐𝑜𝑛𝑠𝑒𝑔𝑢𝑒 𝑖𝑔𝑛𝑜𝑟𝑎𝑟 𝑜 𝑝𝑟𝑜𝑏𝑙𝑒𝑚𝑎. 𝐴 𝑝𝑒𝑠𝑠𝑜𝑎 𝑎𝑑𝑜𝑒𝑐𝑒𝑢, 𝑎 𝑒𝑞𝑢𝑖𝑝𝑎 𝑐𝑜𝑙𝑎𝑝𝑠𝑜𝑢, 𝑎 𝑏𝑎𝑖𝑥𝑎 𝑎𝑐𝑜𝑛𝑡𝑒𝑐𝑒𝑢, 𝑎 𝑠𝑎𝜄́𝑑𝑎 𝑓𝑜𝑖 𝑐𝑜𝑚𝑢𝑛𝑖𝑐𝑎𝑑𝑎, 𝑜 𝑐𝑜𝑛𝑓𝑙𝑖𝑡𝑜 𝑒𝑠𝑐𝑎𝑙𝑜𝑢, 𝑎 𝑝𝑟𝑜𝑑𝑢𝑡𝑖𝑣𝑖𝑑𝑎𝑑𝑒 𝑐𝑎𝑖𝑢. 𝐸́ 𝑜 𝑛𝜄́𝑣𝑒𝑙 𝑞𝑢𝑒 𝑚𝑎𝑖𝑠 𝑚𝑜𝑏𝑖𝑙𝑖𝑧𝑎 𝑢𝑟𝑔𝑒̂𝑛𝑐𝑖𝑎 𝑒 𝑟𝑒𝑐𝑢𝑟𝑠𝑜𝑠, 𝑝𝑟𝑒𝑐𝑖𝑠𝑎𝑚𝑒𝑛𝑡𝑒 𝑝𝑜𝑟𝑞𝑢𝑒 𝑜 𝑑𝑎𝑛𝑜 𝑗𝑎́ 𝑒́ 𝑣𝑖𝑠𝜄́𝑣𝑒𝑙. 𝑀𝑎𝑠 𝑒́ 𝑡𝑎𝑚𝑏𝑒́𝑚 𝑜 𝑚𝑎𝑖𝑠 𝑐𝑎𝑟𝑜, 𝑜 𝑚𝑎𝑖𝑠 𝑑𝑒𝑚𝑜𝑟𝑎𝑑𝑜 𝑒, 𝑚𝑢𝑖𝑡𝑎𝑠 𝑣𝑒𝑧𝑒𝑠, 𝑜 𝑑𝑒 𝑚𝑒𝑛𝑜𝑟 𝑟𝑒𝑡𝑜𝑟𝑛𝑜.

𝐴 𝑖𝑛𝑣𝑒𝑟𝑠𝑎̃𝑜 𝑒𝑠𝑡𝑎́ 𝑎𝑞𝑢𝑖: 𝑎𝑠 𝑜𝑟𝑔𝑎𝑛𝑖𝑧𝑎𝑐̧𝑜̃𝑒𝑠 𝑡𝑒𝑛𝑑𝑒𝑚 𝑎 𝑖𝑛𝑣𝑒𝑠𝑡𝑖𝑟 𝑚𝑎𝑖𝑠 𝑜𝑛𝑑𝑒 𝑜 𝑝𝑟𝑜𝑏𝑙𝑒𝑚𝑎 𝑒́ 𝑚𝑎𝑖𝑠 𝑣𝑖𝑠𝜄́𝑣𝑒𝑙, 𝑚𝑎𝑠 𝑜𝑛𝑑𝑒 𝑎 𝑐𝑎𝑝𝑎𝑐𝑖𝑑𝑎𝑑𝑒 𝑑𝑒 𝑜 𝑟𝑒𝑣𝑒𝑟𝑡𝑒𝑟 𝑗𝑎́ 𝑒́ 𝑚𝑒𝑛𝑜𝑟. 𝑅𝑒𝑠𝑝𝑜𝑛𝑑𝑒𝑚 𝑚𝑒𝑙ℎ𝑜𝑟 𝑎𝑜 𝑎𝑙𝑎𝑟𝑚𝑒 𝑑𝑜 𝑞𝑢𝑒 𝑎𝑜 𝑟𝑖𝑠𝑐𝑜. 𝐴𝑡𝑢𝑎𝑚 𝑐𝑜𝑚 𝑚𝑎𝑖𝑠 𝑒𝑛𝑒𝑟𝑔𝑖𝑎 𝑞𝑢𝑎𝑛𝑑𝑜 𝑜 𝑐𝑢𝑠𝑡𝑜 𝑗𝑎́ 𝑠𝑢𝑏𝑖𝑢. 𝑅𝑒𝑝𝑎𝑟𝑎𝑚 𝑞𝑢𝑎𝑛𝑑𝑜 𝑑𝑒𝑣𝑖𝑎𝑚 𝑡𝑒𝑟 𝑠𝑢𝑠𝑡𝑒𝑛𝑡𝑎𝑑𝑜. 𝑆𝑢𝑠𝑡𝑒𝑛𝑡𝑎𝑚 𝑞𝑢𝑎𝑛𝑑𝑜 𝑑𝑒𝑣𝑖𝑎𝑚 𝑡𝑒𝑟 𝑎𝑛𝑡𝑒𝑐𝑖𝑝𝑎𝑑𝑜.

𝐼𝑠𝑡𝑜 𝑛𝑎̃𝑜 𝑠𝑖𝑔𝑛𝑖𝑓𝑖𝑐𝑎 𝑞𝑢𝑒 𝑎𝑠 𝑜𝑟𝑔𝑎𝑛𝑖𝑧𝑎𝑐̧𝑜̃𝑒𝑠 𝑛𝑎̃𝑜 𝑐𝑢𝑖𝑑𝑒𝑚. 𝑀𝑢𝑖𝑡𝑎𝑠 𝑐𝑢𝑖𝑑𝑎𝑚. 𝑂 𝑝𝑟𝑜𝑏𝑙𝑒𝑚𝑎 𝑒́ 𝑞𝑢𝑒 𝑐𝑢𝑖𝑑𝑎𝑚 𝑡𝑎𝑟𝑑𝑒 𝑑𝑒𝑚𝑎𝑖𝑠.

𝑇𝑟𝑎𝑡𝑎𝑟 𝑎 𝑠𝑎𝑢́𝑑𝑒 𝑚𝑒𝑛𝑡𝑎𝑙 𝑛𝑜 𝑡𝑟𝑎𝑏𝑎𝑙ℎ𝑜 𝑐𝑜𝑚𝑜 𝑢𝑚 𝑐𝑜𝑛𝑗𝑢𝑛𝑡𝑜 𝑑𝑒 𝑖𝑛𝑖𝑐𝑖𝑎𝑡𝑖𝑣𝑎𝑠 𝑑𝑒 𝑏𝑒𝑚-𝑒𝑠𝑡𝑎𝑟 𝑒́ 𝑖𝑛𝑠𝑢𝑓𝑖𝑐𝑖𝑒𝑛𝑡𝑒. 𝑆𝑒𝑠𝑠𝑜̃𝑒𝑠 𝑑𝑒 𝑚𝑖𝑛𝑑𝑓𝑢𝑙𝑛𝑒𝑠𝑠, 𝑤𝑒𝑏𝑖𝑛𝑎𝑟𝑠, 𝑐𝑎𝑚𝑝𝑎𝑛ℎ𝑎𝑠 𝑖𝑛𝑡𝑒𝑟𝑛𝑎𝑠, 𝑏𝑒𝑛𝑒𝑓𝜄́𝑐𝑖𝑜𝑠 𝑜𝑢 𝑙𝑖𝑛ℎ𝑎𝑠 𝑑𝑒 𝑎𝑝𝑜𝑖𝑜 𝑝𝑜𝑑𝑒𝑚 𝑠𝑒𝑟 𝑢́𝑡𝑒𝑖𝑠. 𝑀𝑎𝑠 𝑛𝑎̃𝑜 𝑠𝑢𝑏𝑠𝑡𝑖𝑡𝑢𝑒𝑚 𝑎 𝑔𝑒𝑠𝑡𝑎̃𝑜 𝑑𝑎𝑠 𝑐𝑎𝑢𝑠𝑎𝑠. 𝑂 𝑎𝑢𝑡𝑜𝑐𝑢𝑖𝑑𝑎𝑑𝑜 𝑛𝑎̃𝑜 𝑐𝑜𝑚𝑝𝑒𝑛𝑠𝑎, 𝑑𝑒 𝑓𝑜𝑟𝑚𝑎 𝑠𝑢𝑠𝑡𝑒𝑛𝑡𝑎́𝑣𝑒𝑙, 𝑢𝑚𝑎 𝑜𝑟𝑔𝑎𝑛𝑖𝑧𝑎𝑐̧𝑎̃𝑜 𝑑𝑜 𝑡𝑟𝑎𝑏𝑎𝑙ℎ𝑜 𝑎𝑠𝑠𝑒𝑛𝑡𝑒 𝑒𝑚 𝑠𝑜𝑏𝑟𝑒𝑐𝑎𝑟𝑔𝑎 𝑐𝑟𝑜́𝑛𝑖𝑐𝑎, 𝑏𝑎𝑖𝑥𝑎 𝑎𝑢𝑡𝑜𝑛𝑜𝑚𝑖𝑎, 𝑎𝑚𝑏𝑖𝑔𝑢𝑖𝑑𝑎𝑑𝑒 𝑑𝑒 𝑝𝑎𝑝𝑒́𝑖𝑠, 𝑙𝑖𝑑𝑒𝑟𝑎𝑛𝑐̧𝑎 𝑖𝑚𝑝𝑟𝑒𝑝𝑎𝑟𝑎𝑑𝑎, 𝑐𝑜𝑛𝑓𝑙𝑖𝑡𝑜𝑠 𝑡𝑜𝑙𝑒𝑟𝑎𝑑𝑜𝑠, 𝑟𝑒𝑐𝑢𝑟𝑠𝑜𝑠 𝑖𝑛𝑠𝑢𝑓𝑖𝑐𝑖𝑒𝑛𝑡𝑒𝑠 𝑜𝑢 𝑛𝑢𝑚𝑎 𝑐𝑢𝑙𝑡𝑢𝑟𝑎 𝑑𝑒 𝑑𝑖𝑠𝑝𝑜𝑛𝑖𝑏𝑖𝑙𝑖𝑑𝑎𝑑𝑒 𝑝𝑒𝑟𝑚𝑎𝑛𝑒𝑛𝑡𝑒.

𝑃𝑎𝑟𝑎 𝑞𝑢𝑒𝑚 𝑔𝑒𝑟𝑒 𝑜𝑟𝑔𝑎𝑛𝑖𝑧𝑎𝑐̧𝑜̃𝑒𝑠, 𝑎 𝑝𝑒𝑟𝑔𝑢𝑛𝑡𝑎 𝑗𝑎́ 𝑛𝑎̃𝑜 𝑑𝑒𝑣𝑒 𝑠𝑒𝑟 𝑎𝑝𝑒𝑛𝑎𝑠: “𝑄𝑢𝑒 𝑎𝑝𝑜𝑖𝑜 𝑑𝑎𝑚𝑜𝑠 𝑞𝑢𝑎𝑛𝑑𝑜 𝑎𝑠 𝑝𝑒𝑠𝑠𝑜𝑎𝑠 𝑛𝑎̃𝑜 𝑒𝑠𝑡𝑎̃𝑜 𝑏𝑒𝑚.ᐣ” 𝐴 𝑝𝑒𝑟𝑔𝑢𝑛𝑡𝑎 𝑒𝑠𝑡𝑟𝑎𝑡𝑒́𝑔𝑖𝑐𝑎 𝑒́ 𝑜𝑢𝑡𝑟𝑎: “𝑄𝑢𝑒 𝑑𝑒𝑐𝑖𝑠𝑜̃𝑒𝑠 𝑑𝑒 𝑔𝑒𝑠𝑡𝑎̃𝑜 𝑒𝑠𝑡𝑎̃𝑜 𝑎 𝑎𝑢𝑚𝑒𝑛𝑡𝑎𝑟 𝑜𝑢 𝑎 𝑟𝑒𝑑𝑢𝑧𝑖𝑟 𝑎 𝑝𝑟𝑜𝑏𝑎𝑏𝑖𝑙𝑖𝑑𝑎𝑑𝑒 𝑑𝑒 𝑎𝑠 𝑝𝑒𝑠𝑠𝑜𝑎𝑠 𝑑𝑒𝑖𝑥𝑎𝑟𝑒𝑚 𝑑𝑒 𝑒𝑠𝑡𝑎𝑟 𝑏𝑒𝑚.ᐣ”

𝐼𝑠𝑡𝑜 𝑐𝑜𝑙𝑜𝑐𝑎 𝑎 𝑠𝑎𝑢́𝑑𝑒 𝑚𝑒𝑛𝑡𝑎𝑙 𝑛𝑜 𝑙𝑢𝑔𝑎𝑟 𝑜𝑛𝑑𝑒 𝑑𝑒𝑣𝑒 𝑒𝑠𝑡𝑎𝑟: 𝑛𝑎 𝑔𝑒𝑠𝑡𝑎̃𝑜 𝑑𝑒 𝑟𝑖𝑠𝑐𝑜, 𝑛𝑎 𝑠𝑎𝑢́𝑑𝑒 𝑒 𝑠𝑒𝑔𝑢𝑟𝑎𝑛𝑐̧𝑎 𝑛𝑜 𝑡𝑟𝑎𝑏𝑎𝑙ℎ𝑜, 𝑛𝑎 𝑙𝑖𝑑𝑒𝑟𝑎𝑛𝑐̧𝑎, 𝑛𝑜 𝑑𝑒𝑠𝑒𝑛ℎ𝑜 𝑑𝑒 𝑓𝑢𝑛𝑐̧𝑜̃𝑒𝑠, 𝑛𝑜𝑠 𝑝𝑟𝑜𝑐𝑒𝑠𝑠𝑜𝑠, 𝑛𝑜𝑠 𝑖𝑛𝑑𝑖𝑐𝑎𝑑𝑜𝑟𝑒𝑠 𝑒 𝑛𝑎 𝑎𝑐𝑐𝑜𝑢𝑛𝑡𝑎𝑏𝑖𝑙𝑖𝑡𝑦. 𝑁𝑎̃𝑜 𝑐𝑜𝑚𝑜 𝑡𝑒𝑚𝑎 𝑝𝑒𝑟𝑖𝑓𝑒́𝑟𝑖𝑐𝑜, 𝑚𝑎𝑠 𝑐𝑜𝑚𝑜 𝑣𝑎𝑟𝑖𝑎́𝑣𝑒𝑙 𝑐𝑟𝜄́𝑡𝑖𝑐𝑎 𝑑𝑒 𝑠𝑢𝑠𝑡𝑒𝑛𝑡𝑎𝑏𝑖𝑙𝑖𝑑𝑎𝑑𝑒 𝑜𝑟𝑔𝑎𝑛𝑖𝑧𝑎𝑐𝑖𝑜𝑛𝑎𝑙.

𝑃𝑟𝑒𝑣𝑒𝑛𝑖𝑟 𝑒́ 𝑎𝑡𝑢𝑎𝑟 𝑎𝑛𝑡𝑒𝑠 𝑑𝑜 𝑑𝑎𝑛𝑜. 𝐸́ 𝑚𝑒𝑑𝑖𝑟 𝑟𝑖𝑠𝑐𝑜𝑠 𝑝𝑠𝑖𝑐𝑜𝑠𝑠𝑜𝑐𝑖𝑎𝑖𝑠, 𝑔𝑒𝑟𝑖𝑟 𝑐𝑎𝑟𝑔𝑎𝑠, 𝑐𝑙𝑎𝑟𝑖𝑓𝑖𝑐𝑎𝑟 𝑝𝑟𝑖𝑜𝑟𝑖𝑑𝑎𝑑𝑒𝑠, 𝑎𝑑𝑒𝑞𝑢𝑎𝑟 𝑟𝑒𝑐𝑢𝑟𝑠𝑜𝑠, 𝑓𝑜𝑟𝑚𝑎𝑟 𝑙𝑖𝑑𝑒𝑟𝑎𝑛𝑐̧𝑎𝑠, 𝑝𝑟𝑜𝑚𝑜𝑣𝑒𝑟 𝑗𝑢𝑠𝑡𝑖𝑐̧𝑎 𝑜𝑟𝑔𝑎𝑛𝑖𝑧𝑎𝑐𝑖𝑜𝑛𝑎𝑙, 𝑖𝑛𝑡𝑒𝑟𝑣𝑖𝑟 𝑐𝑒𝑑𝑜 𝑛𝑜𝑠 𝑐𝑜𝑛𝑓𝑙𝑖𝑡𝑜𝑠 𝑒 𝑐𝑟𝑖𝑎𝑟 𝑐𝑜𝑛𝑑𝑖𝑐̧𝑜̃𝑒𝑠 𝑝𝑎𝑟𝑎 𝑞𝑢𝑒 𝑎 𝑒𝑥𝑖𝑔𝑒̂𝑛𝑐𝑖𝑎 𝑛𝑎̃𝑜 𝑠𝑒 𝑡𝑟𝑎𝑛𝑠𝑓𝑜𝑟𝑚𝑒 𝑒𝑚 𝑑𝑒𝑠𝑔𝑎𝑠𝑡𝑒 𝑒𝑣𝑖𝑡𝑎́𝑣𝑒𝑙.

𝑃𝑜𝑟𝑞𝑢𝑒 𝑜 𝑣𝑒𝑟𝑑𝑎𝑑𝑒𝑖𝑟𝑜 𝑟𝑒𝑡𝑜𝑟𝑛𝑜 𝑑𝑎 𝑝𝑟𝑒𝑣𝑒𝑛𝑐̧𝑎̃𝑜 𝑟𝑎𝑟𝑎𝑚𝑒𝑛𝑡𝑒 𝑣𝑒𝑚 𝑎𝑐𝑜𝑚𝑝𝑎𝑛ℎ𝑎𝑑𝑜 𝑑𝑒 𝑎𝑝𝑙𝑎𝑢𝑠𝑜. 𝑀𝑎𝑛𝑖𝑓𝑒𝑠𝑡𝑎-𝑠𝑒 𝑛𝑎 𝑐𝑟𝑖𝑠𝑒 𝑞𝑢𝑒 𝑛𝑎̃𝑜 𝑎𝑐𝑜𝑛𝑡𝑒𝑐𝑒𝑢, 𝑛𝑎 𝑏𝑎𝑖𝑥𝑎 𝑞𝑢𝑒 𝑓𝑜𝑖 𝑒𝑣𝑖𝑡𝑎𝑑𝑎, 𝑛𝑎 𝑠𝑎𝜄́𝑑𝑎 𝑞𝑢𝑒 𝑛𝑎̃𝑜 𝑠𝑒 𝑐𝑜𝑛𝑐𝑟𝑒𝑡𝑖𝑧𝑜𝑢, 𝑛𝑎 𝑒𝑞𝑢𝑖𝑝𝑎 𝑞𝑢𝑒 𝑐𝑜𝑛𝑡𝑖𝑛𝑢𝑜𝑢 𝑓𝑢𝑛𝑐𝑖𝑜𝑛𝑎𝑙, 𝑛𝑜 𝑡𝑎𝑙𝑒𝑛𝑡𝑜 𝑞𝑢𝑒 𝑝𝑒𝑟𝑚𝑎𝑛𝑒𝑐𝑒𝑢, 𝑛𝑎 𝑝𝑟𝑜𝑑𝑢𝑡𝑖𝑣𝑖𝑑𝑎𝑑𝑒 𝑞𝑢𝑒 𝑛𝑎̃𝑜 𝑠𝑒 𝑝𝑒𝑟𝑑𝑒𝑢.

𝑂 𝑑𝑒𝑠𝑎𝑓𝑖𝑜 𝑑𝑜𝑠 𝑠𝑡𝑎𝑘𝑒ℎ𝑜𝑙𝑑𝑒𝑟𝑠 𝑒́ 𝑎𝑝𝑟𝑒𝑛𝑑𝑒𝑟 𝑎 𝑐𝑜𝑛𝑡𝑎𝑏𝑖𝑙𝑖𝑧𝑎𝑟 𝑡𝑎𝑚𝑏𝑒́𝑚 𝑒𝑠𝑠𝑒 𝑣𝑎𝑙𝑜𝑟 𝑖𝑛𝑣𝑖𝑠𝜄́𝑣𝑒𝑙. 𝑂 𝑞𝑢𝑒 𝑛𝑎̃𝑜 𝑎𝑐𝑜𝑛𝑡𝑒𝑐𝑒𝑢 𝑡𝑎𝑚𝑏𝑒́𝑚 𝑐𝑜𝑛𝑡𝑎.

𝑃𝑟𝑒𝑣𝑒𝑛𝑖𝑟 𝑛𝑎̃𝑜 𝑒́ 𝑟𝑒𝑎𝑔𝑖𝑟 𝑚𝑒𝑙ℎ𝑜𝑟. 𝐸́ 𝑑𝑒𝑐𝑖𝑑𝑖𝑟 𝑎𝑛𝑡𝑒𝑠, 𝑔𝑒𝑟𝑖𝑟 𝑎𝑛𝑡𝑒𝑠 𝑒 𝑖𝑛𝑣𝑒𝑠𝑡𝑖𝑟 𝑎𝑛𝑡𝑒𝑠. 𝐴 𝑜𝑟𝑔𝑎𝑛𝑖𝑧𝑎𝑐̧𝑎̃𝑜 𝑠𝑎𝑢𝑑𝑎́𝑣𝑒𝑙 𝑛𝑎̃𝑜 𝑒́ 𝑎𝑞𝑢𝑒𝑙𝑎 𝑜𝑛𝑑𝑒 𝑎𝑠 𝑝𝑒𝑠𝑠𝑜𝑎𝑠 𝑎𝑔𝑢𝑒𝑛𝑡𝑎𝑚 𝑡𝑢𝑑𝑜. 𝐸́ 𝑎𝑞𝑢𝑒𝑙𝑎 𝑞𝑢𝑒 𝑝𝑒𝑟𝑐𝑒𝑏𝑒 𝑞𝑢𝑒 ℎ𝑎́ 𝑟𝑖𝑠𝑐𝑜𝑠 𝑞𝑢𝑒 𝑛𝑎̃𝑜 𝑑𝑒𝑣𝑒𝑚 𝑠𝑒𝑟 𝑟𝑜𝑚𝑎𝑛𝑡𝑖𝑧𝑎𝑑𝑜𝑠, 𝑚𝑎𝑠 𝑟𝑒𝑑𝑢𝑧𝑖𝑑𝑜𝑠; 𝑐𝑢𝑠𝑡𝑜𝑠 𝑞𝑢𝑒 𝑛𝑎̃𝑜 𝑑𝑒𝑣𝑒𝑚 𝑠𝑒𝑟 𝑎𝑝𝑒𝑛𝑎𝑠 𝑟𝑒𝑝𝑎𝑟𝑎𝑑𝑜𝑠, 𝑚𝑎𝑠 𝑒𝑣𝑖𝑡𝑎𝑑𝑜𝑠; 𝑒 𝑟𝑒𝑠𝑢𝑙𝑡𝑎𝑑𝑜𝑠 𝑞𝑢𝑒 𝑠𝑜́ 𝑒𝑥𝑖𝑠𝑡𝑒𝑚 𝑝𝑜𝑟𝑞𝑢𝑒 𝑎𝑙𝑔𝑢𝑒́𝑚 𝑡𝑒𝑣𝑒 𝑎 𝑚𝑎𝑡𝑢𝑟𝑖𝑑𝑎𝑑𝑒 𝑑𝑒 𝑎𝑔𝑖𝑟 𝑎𝑛𝑡𝑒𝑠 𝑑𝑜 𝑎𝑙𝑎𝑟𝑚𝑒.

* Membro da direção da Ordem dos Psicólogos Portugueses

IN "O JORNAL ECONÓMICO" - 04/08/26 .