Inteligência Competitiva – Estudo do Ipea usa estereótipos para traçar cenários do Brasil de 2035

Bete Caçarola crê que todo político é ladrão e vê com bons olhos o interesse de fora no Brasil, já que aqui só se sabe roubar

Que caminho o Brasil deve trilhar para se tornar um país mais desenvolvido e com uma sociedade mais justa?

Em livro a ser lançado nesta semana, o Ipea (Instituto de Pesquisa Econômica Aplicada), órgão vinculado ao ministério do Planejamento, tenta mais uma vez responder à questão, mas de maneira, no mínimo, original.

Dividido em quatro cenários, o “Projeto Brasil 2035”, texto de pouco mais de 300 páginas, quer servir de suporte a políticas de longo prazo a partir de uma abordagem bem pouco usual.

No primeiro cenário, chamado de “Vai Levando”, o leitor acompanha um debate virtual em 2035, em que dez personagens discutem o Brasil esperado para 2100.

O país continua exportador de commodities, a Petrobras “já não é mais a mesma desde aquele escândalo” e as exportações não conseguem puxar a economia. Nesse ambiente, “Bete Caçarola” queixa-se de que políticos são todos ladrões, enquanto “Cético” aponta um país de ódios profundos que, sob pretexto de controlar gastos, asfixiou o sistema de proteção social.

Em um segundo cenário, um relatório de uma hipotética secretaria da inteligência descreve distúrbios sociais de um Brasil que ficou rico investindo em inovação, sem retorno para a sociedade.

No terceiro cenário —um programa na internet, já que a TV aberta não existe mais—, dois intelectuais analisam um país em que a dívida social foi atacada, mas não cresce como deveria.

No último deles, uma comissão fictícia do Congresso discorre sobre um Brasil que soube balancear melhor crescimento econômico e social.

Maurício Pinheiro Fleury Curado, coordenador do Núcleo de Cenários e Estudos Prospectivos (Nucen) do Ipea, admite que esse tipo de abordagem é inédito no órgão e que o uso de estereótipos foi intencional. “Parece historinha e é mesmo”, diz.

Segundo ele, instituições como a agência de segurança americana lançam mão da mesma metodologia.

Alimentado por recursos públicos, o estudo é assinado pela associação dos servidores do Planejamento e endossado pela presidência do Ipea —mas não pelas unidades de pesquisa.

Parcerias com instituições como a Marinha, a Embrapa, a Petrobras e o Banco do Brasil reduziram os custos do projeto, diz o documento.

Bete Caçarola crê que todo político é ladrão e vê com bons olhos o interesse de fora no Brasil, já que aqui só se sabe roubar

Cético questiona a visão de curto prazo do brasileiro e acredita que o país só avançou na direção do precipício

Poliana defende reformas dos últimos 20 anos e diz que explicações para a miséria são teorias da conspiração

Podes Crer refuta o modelo de crescimento econômico baseado em quem polui mais e pede paz e amor

Guevara é contra a entrada do capital estrangeiro e pede uma revolução para resolver os problemas

Reverendo Messias avalia que a criação da Escola sem Partido, de combate à doutrinação nas escolas, favoreceu as crianças

Divulgação

“Brasil 2035 – Cenários para o Desenvolvimento”
EDITORES TÉCNICOS Elaine C. Marcial, Maurício Pinheiro Fleury Curado, Márcio Gimene de Oliveira, Samuel Cesar da Cruz Júnior e Leandro Freitas Couto
EDITORA Ipea
QUANTO E-book disponível gratuitamente neste link

Fonte: FLAVIA LIMA, FOLHA DE S.PAULO, SÃO PAULO, 20/06/2017, 02h00

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Inteligência Competitiva Tecnológica: 3M Inovação: da escola à universidade

A inovação da 3M se faz presente em vários momentos da vida das pessoas em diversos países. E durante sua formação, desde a escola até a fase universitária, nosso contato com os estudantes pode se tornar ainda mais estreito.

Na Suíça, por exemplo, professores desenvolveram uma técnica para trabalhar melhor a atenção das crianças em sala de aula. Pensando em cada aluno com suas individualidades e em uma forma eficiente de abstrair as distrações do ambiente externo, os mentores elaboram exercícios a serem executados com o uso de protetores auditivos 3M, desenvolvidos e doados especialmente para a ocasião. A experiência tem rendido bons resultados, pois os estudantes passam a ter tempo e foco para realizarem um trabalho satisfatório. E nisso também incluímos os que possuem maior dificuldade de concentração.

Já em Minnesota, nos EUA, Rachel Clark é a responsável por inspirar meninas a colaborarem e encontrarem suas próprias soluções. Rachel, que começou seu relacionamento com a 3M ainda como estagiária, sempre foi apaixonada por ciência e hoje, formada em Engenharia Elétrica, trabalha conosco transmitindo esse brilho nos olhos para a próxima geração. Ela é mentora de um time feminino de robótica, The Robettes, que começou em 2006 em uma garagem. Hoje, dez anos depois, elas já conquistaram 20 prêmios e continuam impactando a vida de muitas meninas – muitas  delas, seguiram carreiras universitárias ligadas a matemática, ciências e engenharia.

Fonte: 3M, 31/10/2016

7 things fabulous listeners do differently by Travis Bradberry

Listening is a bit like intelligence — most everyone thinks they’re above average, even though that’s impossible.

And listening is a skill you want to be great at. A recent study conducted at George Washington University showed that listening can influence up to 40% of a leader’s job performance.

“The word listen contains the same letters as the word silent.” –Alfred Brendel

There’s so much talking happening at work that opportunities to listen well abound. We talk to provide feedback, explain instructions, and communicate deadlines. Beyond the spoken words, there’s invaluable information to be deciphered through tone of voice, body language, and what isn’t said.

In other words, failing to keep your ears (and eyes) open could leave you out of the game.

Most people believe that their listening skills are where they need to be, even though they aren’t. A study at Wright State University surveyed more than 8,000 people from different verticals, and almost all rated themselves as listening as well as or better than their co-workers. We know intuitively that many of them are wrong.

Effective listening is something that can absolutely be learned and mastered. Even if you find attentive listening difficult and, in certain situations, boring or unpleasant, that doesn’t mean you can’t do it. You just have to know what to work on. The straightforward strategies that follow will get you there.

Focus

The biggest mistake most people make when it comes to listening is they’re so focused on what they’re going to say next or how what the other person is saying is going to affect them that they fail to hear what’s being said. The words come through loud and clear, but the meaning is lost. Focusing may seem like a simple suggestion, but it’s not as easy as it sounds. Your thoughts can be incredibly distracting.

Put away your phone

It’s impossible to listen well and monitor your phone at the same time. Nothing turns people off like a mid-conversation text message or even a quick glance at your phone. When you commit to a conversation, focus all your energy on the conversation. You will find that conversations are more enjoyable and effective when you immerse yourself in them.

Ask good questions

People like to know you’re listening, and something as simple as a clarification question shows not only that you are listening but that you also care about what they’re saying. You’ll be surprised how much respect and appreciation you gain just by asking good questions. In addition to verifying what you’ve heard, you should ask questions that seek more information. Examples of probing questions are “What happened next?” and “Why did he say that?” The key is to make certain that your questions really do add to your understanding of the speaker’s words, rather than deflecting the conversation to a different topic.

Practice reflective listening

Psychologist Carl Rogers used the term “reflective listening” to describe the listening strategy of paraphrasing the meaning of what’s being said in order to make certain you’ve interpreted the speaker’s words correctly. By doing this, you give the speaker the opportunity to clarify what she meant to say. When you practice reflective listening, don’t simply repeat the speaker’s words to her. Use your own words to show that you’ve absorbed the information.

Use positive body language

Becoming cognizant of your gestures, expressions, and tone of voice (and making certain they’re positive) will draw people to you like ants to a picnic. Using an enthusiastic tone, uncrossing your arms, maintaining eye contact, and leaning towards the speaker are all forms of positive body language employed by great listeners. Positive body language can make all the difference in a conversation.

Don’t pass judgment

If you want to be a good listener, you must be open-minded. Being open-minded makes you approachable and interesting to others. No one wants to have a conversation with someone who has already formed an opinion and is not willing to listen. Having an open mind is crucial in the workplace, where approachability means access to new ideas and help.

To eliminate preconceived notions and judgment, you need to see the world through other people’s eyes. This doesn’t require that you believe what they believe or condone their behavior; it simply means that you quit passing judgment long enough to truly understand what they are saying.

Keep your mouth shut

If you’re not checking for understanding or asking a probing question, you shouldn’t be talking. Not only does thinking about what you’re going to say next take your attention away from the speaker, hijacking the conversation shows that you think you have something more important to say. This means that you shouldn’t jump in with solutions to the speaker’s problems.

It’s human nature to want to help people, especially when it’s someone you care about, but what a lot of us don’t realize is that when we jump in with advice or a solution, we’re shutting the other person down. It’s essentially a more socially acceptable way of saying, “Okay, I’ve got it. You can stop now!” The effect is the same.

Bringing it all together

Life is busy, and it seems to whirl by faster every day. We all try to do a million things at once, and sometimes it works out. But active, effective listening isn’t something you can do on the fly. It requires a conscious effort.

This article originally appeared on LinkedIn.

Source: Dr. Travis Bradberry, Coauthor EMOTIONAL INTELLIGENCE 2.0 

What’s now and next in analytics, AI, and automation by McKinsey Global Institute

Innovations in digitization, analytics, artificial intelligence, and automation are creating performance and productivity opportunities for business and the economy, even as they reshape employment and the future of work.

Rapid technological advances in digitization and data and analytics have been reshaping the business landscape, supercharging performance, and enabling the emergence of new business innovations and new forms of competition. At the same time, the technology itself continues to evolve, bringing new waves of advances in robotics, analytics, and artificial intelligence (AI), and especially machine learning. Together they amount to a step change in technical capabilities that could have profound implications for business, for the economy, and more broadly, for society.

Source/Executive Briefing McKinsey Global Institute May 2017

About the author(s)

James Manyika is director of the McKinsey Global Institute and a senior partner at McKinsey & Company, based in San Francisco. MGI partners Michael Chui, Anu Madgavkar, and Susan Lund contributed to this briefing note.

What CEOs are reading in 2017 by McKinsey & Company

Leaders of some of the world’s biggest organizations share which books will keep them occupied in the weeks ahead.

Whether you’re heading to a Northern-hemisphere beach or hunkering down for a Southern-hemisphere winter, take inspiration from this eclectic and inspiring mix of fiction and nonfiction books, dog-eared and new. Find picks from Microsoft’s Satya Nadella, the Dow Chemical Company’s Andrew Liveris, Maria Ramos of Barclays Africa Group, and General Sir Nick Carter, head of the British Army, among others.

General Sir Nick Carter, chief of the General Staff, British Army

General Sir Nick Carter

Churchill: The Power of Words—Martin Gilbert (Da Capo Press, 2012; nonfiction)

Fighting Talk: Forty Maxims on War, Peace, and Strategy—Colin S. Gray (Potomac Books, 2009; nonfiction)

Sun Tzu: The Art of War for Managers: 50 Strategic Rules Updated for Today’s Business—Gerald A. Michaelson and Steven W. Michaelson (Adams Media, 2010; nonfiction)

Gail Kelly, member of the Group of Thirty and former CEO, Westpac

Gail Kelly

Lab Girl—Hope Jahren (Vintage, February 2017; nonfiction)

Pachinko—Min Jin Lee (Grand Central Publishing, February 2017; fiction)

The Boys in the Boat: Nine Americans and Their Epic Quest for Gold at the 1936 Berlin Olympics—Daniel James Brown (Penguin Books, 2014; nonfiction)

Andrew Liveris, the Dow Chemical Company

Andrew Liveris

Thrive: The Third Metric to Redefining Success and Creating a Life of Well-Being, Wisdom, and Wonder—Arianna Huffington (Harmony, 2015; nonfiction)

The Sympathizer—Viet Thanh Nguyen (Grove Press, 2016; fiction)

The Quantum Spy—David Ignatius (W. W. Norton & Company, November 2017; fiction)

Francisco Pérez Mackenna, Quiñenco

Francisco Pérez Mackenna

The Undoing Project: A Friendship That Changed Our Minds—Michael Lewis (W. W. Norton & Company, 2016; nonfiction)

Why They Do It: Inside the Mind of the White-Collar Criminal—Eugene Soltes (PublicAffairs, 2016; nonfiction)

Life After Life—Kate Atkinson (Reagan Arthur Books, 2013; fiction)

Life on the Edge: The Coming of Age of Quantum Biology—Jim Al-Khalili & Johnjoe McFadden (Crown, 2014; nonfiction)

Boom Towns: Restoring the Urban American Dream—Stephen J. K. Walters (Stanford University Press, 2014, nonfiction)

David McKay, Royal Bank of Canada

David McKay

Hillbilly Elegy: A Memoir of a Family and Culture in Crisis—J. D. Vance (Harper, 2016; nonfiction)

Only Humans Need Apply: Winners and Losers in the Age of Smart Machines—Thomas H. Davenport and Julia Kirby (Harper Business, 2016; nonfiction)

Sapiens: A Brief History of Humankind—Yuval Noah Harari (Harper, 2015; nonfiction)

Wild Ride: Inside Uber’s Quest for World Domination—Adam Lashinsky (Portfolio, May 2017; nonfiction)

Satya Nadella, Microsoft

Satya Nadella

Leonardo da Vinci—Walter Isaacson (Simon & Schuster, October 2017; nonfiction)

Dawn of the New Everything: Encounters with Reality and Virtual Reality—Jaron Lanier (Henry Holt and Co., November 2017; nonfiction)

Exit West—Mohsin Hamid (Riverhead Books, March 2017; fiction)

Evicted: Poverty and Profit in the American City—Matthew Desmond (Broadway Books, February 2017; nonfiction)

Maria Ramos, Barclays Africa

Maria Ramos

The Gene: An Intimate History—Siddhartha Mukherjee (Scribner, 2016; nonfiction)

Superintelligence: Paths, Dangers, Strategies—Nick Bostrom (Oxford University Press, 2014; nonfiction)

The Ministry of Utmost Happiness—Arundhati Roy (Knopf, June 2017; fiction)

Fabio Schvartsman, Vale

Fabio Schvartsman

Sapiens: A Brief History of Humankind—Yuval Noah Harari (Harper, 2015; nonfiction)

Shoe Dog: A Memoir by the Creator of Nike—Phil Knight (Scribner, 2016; nonfiction)

Sigmund Freud en son temps et dans le nôtre—Élisabeth Roudinesco (Seuil, 2014; nonfiction)

Sir Martin Sorrell, WPP

Sir Martin Sorrell

Powerhouse: The Untold Story of Hollywood’s Creative Artists Agency—James Andrew Miller (Custom House, 2016; nonfiction)

Universal Man: The Seven Lives of John Maynard Keynes—Richard Davenport-Hines (HarperCollins, 2015; nonfiction)

Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future—Ashlee Vance (Ecco, 2015; nonfiction)

Dominic Barton, global managing partner, McKinsey & Company

Dominic Barton

The Inevitable: Understanding the 12 Technological Forces That Will Shape Our Future—Kevin Kelly (Viking, 2016; nonfiction)

Easternization: Asia’s Rise and America’s Decline from Obama to Trump and Beyond—Gideon Rachman (Other Press, April 2017; nonfiction)

Homo Deus: A Brief History of Tomorrow—Yuval Noah Harari (Harper, February 2017; nonfiction)

Source:  McKinsey & Company, Article June 2017

Como você quer ser lembrado?

Sou um escritor. Por isso, meu legado é minha obra. Meu legado são meus livros. Naquilo que me diz respeito, considero meus livros meu legado, e não uma instituição. Estou satisfeito; os livros estão aí; ou eles vão sobreviver ou não, e há razões para que continuem em catálogo. Fiz o planejamento necessário para manter meus livros importantes em catálogo durante muito tempo. A editora da Harvard Business School concordou em editá-los, caso um dia a HarperCollins deixe de publicá-los. A Harvard Business School Press vai mantê-los em catálogo durante pelo menos dezessete anos após minha morte. Foi a única medida que adotei. Isso não me preocupa“. Diálogo Drucker – Buford, 29 set.2005.

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