Krenak e Gleiser, Conhecimento e Sabedoria




Esse Webinar será lembrado como um dos mais importantes dessa quarentena. Ailton Krenak e Marcelo Gleiser foram postos frente a frente para dialogar sobre a Natureza do ponto de vista das Civilizações Tradicionais e da Civilização Contemporânea. Marcelo Gleiser começa perguntando, "por que para as culturas indígenas a Natureza é Sagrada?". Ailton rebate com "como chegamos à idéia de humanos e Natureza separados?".

Conhecimento e Sabedoria são postos frente a frente. Um mostra o quanto a Ciência nos fez aprender sobre o funcionamento do Universo. O outro mostra como são infantis a busca da imortalidade, a conquista espacial e toda a ciência que não é acompanhada de Ética e Sabedoria.

Países liderados por mulheres se destacam no combate à Covid-19

Precisamos de mais mulheres em posições de liderança. A crise do Coronavírus é um exemplo de como o mundo pode se beneficiar por ter mulheres no poder. Alguns pontos a favor delas são a ética, honestidade, habilidade de construir redes de relacionamento, capacidade de trabalhar de forma colaborativa, pensar no todo e de forma mais ampla, compreender a complexidade, maior capacidade de resolver problemas, maior educação formal, expressar sentimentos, entre outros... É hora de sairmos do padrão masculino de inteligência cega que domina a economia e a politica.

Por Ana Rosa Alves
O Globo
Abril 2020

Com ação rápida e científica, países liderados por mulheres se destacam no combate à Covid-19. Taiwan, Nova Zelândia, Alemanha e países nórdicos estão entre nações com mais sucesso na contenção da pandemia.



Não há uma resposta global unificada à Covid-19, com países tendo diferentes níveis de sucesso no combate à doença. É consenso, no entanto, que Taiwan, Nova Zelândia, Alemanha e alguns países nórdicos estão entre as nações mais eficientes em controlar a pandemia em seus territórios. Com tamanhos, culturas e em continentes diferentes, elas têm algo em comum entre si: são governadas por mulheres.

Segundo a ONU, as mulheres ocupam apenas 7% dos cargos de liderança globais, algo que chama ainda mais atenção para seu sucesso que na contenção do vírus. Isto deve-se, em maior parte, a intervenções rápidas, baseadas em argumentos científicos, testes em massa, medidas de isolamento efetivas e transparência com a população.




Hoje faz um mês que estamos confinados! Graças a Deus estamos bem. Vamos continuar assim mais um tempo, é preciso paciência. Foi a primeira vez que a quaresma coincidiu com a quarentena. Se o número 40 for realmente mágico nesse sentido da transformação, dentro dos próximos 10 dias devemos ter alguma revelação nas nossas vidas.

Vamos ficar atentos aos sinais de Renascimento, Mudança, Transformação, Passagem, Vida Nova.

Boa Páscoa!

Como as pessoas reagirão à nova crise econômica?

Por Stephanie Pappas
American Psychological Association
Abril 2020

Pesquisas psicológicas realizadas em em crises financeiras passadas oferecem pistas de como as pessoas reagirão à calamidade econômica causada pela pandemia do Coronavirus



The COVID-19 crisis has shuttered businesses and led to massive numbers of layoffs nearly overnight. As of April 2, Americans filed a record-breaking 6.6 million unemployment claims in one week, according to the Department of Labor (PDF, 743KB). The U.S. Federal Reserve estimated that 47 million people might lose their jobs in the second quarter of 2020, translating to a 32.1% unemployment rate. That would far overshoot the peak unemployment rate of the Great Recession (10% in October 2009, according to the Bureau of Labor Statistics) and even of the Great Depression (24.9% in 1933).

Despite differences between this economic crisis and previous recessions, psychological research can provide some insight into the behavioral and mental health impacts of financial loss. Key findings include:

Como se tornar resiliente

How People Learn to Become Resilient
Por Maria Konnikova
The New Yorker
Fevereiro, 2016

Todos nós temos ferramentas para lidar com adversidades, no entanto, algumas pessoas lidam muito melhor do que outras. Nesse artigo, Maria Konnikova entrevistou alguns pesquisadores que responderam quais são as melhores formas de lidar com experiências desafiadoras.




Norman Garmezy, a developmental psychologist and clinician at the University of Minnesota, met thousands of children in his four decades of research. But one boy in particular stuck with him. He was nine years old, with an alcoholic mother and an absent father. Each day, he would arrive at school with the exact same sandwich: two slices of bread with nothing in between. At home, there was no other food available, and no one to make any. Even so, Garmezy would later recall, the boy wanted to make sure that “no one would feel pity for him and no one would know the ineptitude of his mother.” Each day, without fail, he would walk in with a smile on his face and a “bread sandwich” tucked into his bag.

The boy with the bread sandwich was part of a special group of children. He belonged to a cohort of kids—the first of many—whom Garmezy would go on to identify as succeeding, even excelling, despite incredibly difficult circumstances. These were the children who exhibited a trait Garmezy would later identify as “resilience.” (He is widely credited with being the first to study the concept in an experimental setting.) Over many years, Garmezy would visit schools across the country, focussing on those in economically depressed areas, and follow a standard protocol. He would set up meetings with the principal, along with a school social worker or nurse, and pose the same question: Were there any children whose backgrounds had initially raised red flags—kids who seemed likely to become problem kids—who had instead become, surprisingly, a source of pride? “What I was saying was, ‘Can you identify stressed children who are making it here in your school?’ ” Garmezy said, in a 1999 interview. “There would be a long pause after my inquiry before the answer came. If I had said, ‘Do you have kids in this school who seem to be troubled?,’ there wouldn’t have been a moment’s delay. But to be asked about children who were adaptive and good citizens in the school and making it even though they had come out of very disturbed backgrounds—that was a new sort of inquiry. That’s the way we began.”

Notas do isolamento

The Economist
Notes on isolation, from those who know it well.
Abril 2020

A astronauta Helen Sharman reflete sobre o lockdown e faz associações com o tempo em que ficou na estação espacial MIR.



In 1991 I became the first British astronaut to go into space. I had chosen to put myself in a small spacecraft with only a few other people, an event we planned and trained for over many months. The circumstances are different from those under lockdown, but there are similarities too: uncertainty, self-isolation and social distancing.

A lot of my mental adjustment to being in a confined space station involved acceptance. On the Mir space station I had planned for it so I was comfortable with the situation from the beginning, but I’m feeling the same thing right now. It's important to understand why we are doing this, to accept the situation, realise it could always be worse and that it will get better.

When I was in space, Mission Control scheduled my days to the minute. Every evening the information they sent would come out like a fax machine, a long thin bit of paper telling me exactly what time I should get up, when I should eat, what experiments I should do and when. I didn’t mind – it was efficient – but I did get comfort from the small things that I could control, like what juice I drank and the time after dinner when I really could do whatever I wanted. Now my days are restricted like everyone else – my speaking engagements have been cancelled and my work for Imperial College London is moving online – but I still take pleasure in the small things; deciding my morning run and what path I take. I remember that lesson from space, letting go of what you can’t control and focusing on what you can. We have all been told to stay at home – but we can still decide how we use our time.