Remember the lunch hour? In a more relaxed, less plugged-in era, office workers would rise up midday to eat food at tables, gossip with co-workers, enjoy a book on a park bench or take a walk in the [05] sun. Can it still be done, without invoking the scorn of desk-bound colleagues or enduring constant electronic interruptions? It can and should. Here are five ways to break free:
1. Give yourself permission.
[10] As the hair-color ads say, “You’re worth it.” Taking a break in the workday is more than an indulgence, though: It’s a way of taking care of your body and mind, says Laura Stack, a time-management expert and author who blogs at theproductivitypro.com. “You [15] have to eliminate the guilt and remind yourself that the more you take care of yourself, the better you are able to take care of others,” she says. “We have to recharge our batteries. We have to refresh. It’s OK.”
2. Get a posse.
[20] “Indeed, many people are wishing they could just peel themselves away, but they don’t have the discipline,” Stack says. Thus, invite a co-worker to take daily walks with you or a group to gather for Friday lunches. Pretty soon, you’ll be working in a [25] happier place (and feeling less like a shirker and more like a leader).
3. Schedule it.
Put it on your calendar and on any electronic schedule visible to co-workers. “Code yourself as [30] ‘unavailable.’ Nobody has to know why,” says Laura Vanderkam, author of 168 Hours: You Have More Time Than You Think. And, if a daily hour of “me time” seems impossible right now, then commit to just one or two big breaks a week. Or schedule several 15-minute [35] leg-stretching, mind-freeing breaks each day. Keep those appointments, and spend them in “a cone of silence,” without electronic devices, Vanderkam says.
4. Apply deadline pressure.
The promise of a lunch break could make for a [40] more productive morning: “Treat it as a deadline or a game,” Stack says. Pick a meaty task or two that must be finished before lunch and dive in. Plan what you’ll finish in the afternoon, too. That will free your mind to enjoy the break, Vanderkam says.
[45] 5. Eat at your desk.
That’s right: If you can’t beat them, seem to join them. If you really don’t care about eating elsewhere, “pack your lunch and eat it at your desk, and save the time for something you’d rather do,” whether it’s [50] going to the gym or sneaking out to your car to read, Vanderkam says. (But remember, you still have to schedule this break.) While most co-workers care less about your habits than you think they do, she says, “this has the extra advantage that you can be seen [55] eating at your desk.”
🔗 Texto adaptado de:
🔗 Available at: http://yourlife.usatoday.com/your-look/5-ways/story/2011/04/
Don-t-spend-all-your-time-at-the-office-Take-a-break/45857540/1. Access on April 7th, 2011.
The boldfaced item can be replaced by the word in parentheses, without change in meaning, in
“Taking a break in the workday is more than an indulgence, though:” lines 10-12 (therefore).
“Indeed, many people are wishing they could just peel themselves away,” lines 20-21 (Nevertheless).
“Thus, invite a co-worker to take daily walks with you…” lines 22-23 (So).
“then commit to just one or two big breaks a week.” lines 33-34 (however).
“While most co-workers care less about your habits than you think they do,” lines 52-53 (Because).
Cesgranrio • FINEP • Analista
Questão 15 • Gabarito: (C)
The boldfaced item can be replaced by the word in parentheses, without change in meaning, in
(A) “Taking a break in the workday is more than an indulgence, though:” lines 10-12 (therefore).
(B) “‘Indeed, many people are wishing they could just peel themselves away,’” lines 20-21 (Nevertheless).
(C) “Thus, invite a co-worker to take daily walks with you…” lines 22-23 (So).
(D) “then commit to just one or two big breaks a week.” lines 33-34 (however).
(E) “While most co-workers care less about your habits than you think they do,” lines 52-53 (Because).
Para estabelecer a simetria de coesão e ratificar o gabarito, mapeia-se a engenharia de equivalência dos conectores:
Frente a comandos de **Discourse Markers** focados em substituição textual (*"replaced without change in meaning"*), aplique a **Técnica da Rotulagem de Gavetas Coesivas**. Classifique o conectivo original em uma "gaveta" funcional rígida antes de olhar as opções: Conclusão/Resultado (*Thus, Therefore, So, Hence*), Contraste/Oposição (*However, Nevertheless, Though, But*), ou Causa (*Because, Since*). Rejeite imediatamente qualquer alternativa que misture vocábulos de gavetas diferentes, blindando o acerto por simetria lógica de categoria.
Distrator 13 — Inversão de Relação Semântica (Colisão Oposição vs. Consequência).
A Engine tenta permutar o conector concessivo/adversativo pós-posto "though" (no entanto/contudo) pelo marcador conclusivo "therefore" (portanto), quebrando por completo o nexo lógico de ressalva desenhado na frase.
Distrator 13 — Inversão de Relação Semântica (Colisão Confirmação vs. Contraste).
O item propõe trocar o operador de ênfase e asserção fática "Indeed" (de fato/realmente) pelo conectivo de forte quebra adversativa "Nevertheless" (todavia/não obstante), subvertendo o fluxo de validação da premissa.
Competência avaliada: 08. Discourse Markers (Preservação de Equivalência Conclusiva).
A opção valida perfeitamente o acoplamento. O advérbio coesivo "Thus" atua na introdução de um desdobramento ou resultado natural das ideias anteriores, operando com exata simetria semântica e funcional que a conjunção "So".
Distrator 13 — Inversão de Relação Semântica (Colisão Sequenciação vs. Oposição).
A banca sabota a instrução ao converter o advérbio cronológico/conclusivo "then" (então/em seguida), usado para encadear passos em uma lista de hábitos, no operador adversativo "however" (entretanto).
Distrator 13 — Inversão de Relação Semântica (Colisão Concessão vs. Causa).
O mecanismo confunde o operador subordinativo de concessão e contraste simultâneo "While" (embora/ao passo que) com a conjunção explicativa e causal "Because" (porque), gerando um grave ruído de dependência lógica.
Sabotagem por Embaralhamento de Subordinação (E): Força uma troca de subordinação concessiva por uma relação puramente mecânica de causa e efeito, explorando o hábito do candidato de traduzir os conectivos de forma livre.
Consagração da Isometria Conclusiva Linear (C): Consolida a perfeita equivalência funcional na transmissão de desfecho argumentativo, unindo o operador formal (Thus) ao operador padrão da fala corporativa (So).
thematic: Lexical Context
theme: 08. Discourse Markers
Peça Operativa Principal: Discourse Marker Substitution / Cohesive Class Verification / Logical Relation Auditing
SILO 3 — Contextual
contentTopic: 21. Health, Food & Nutrition
subtheme: Discourse Relations in Healthy Workplace Habits
O item afere a proficiência linguística em auditar a compatibilidade e a substituição sinônima de conectores discursivos em períodos compostos, catalogado sob o tema 08. Discourse Markers do SILO 2. A moldura contextual examina a costura coesiva de orientações voltadas a caminhadas diárias, pausas periódicas e mudança de conduta profissional, indexada ao tema 21. Health, Food & Nutrition do SILO 3. A resolução exige desarmar de imediato os distratores de inversão de relação semântica (A, B, D e E) que cruzam categorias inconciliáveis como causa, oposição e ordem temporal. A alternativa C ratifica-se soberana por chancelar a isometria lógica determinada pela banca.