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    Because it is locked away inside the skull, the brain is hard to study. Looking at it requires finicky machines which use magnetism or electricity or both to bypass the bone. There is just one tendril of brain tissue that can be seen from outside the body without any mucking about of this sort. That is the retina. Look into someone’s eyes and you are, in some small way, looking at their brain.

    This being so, a group of researchers decided to study the structure of the eye for signs of cognitive decline. Changes in the brain, they reasoned, might lead to changes in the nervous tissue connected to it. They focused on a part of the eye called the retinal nerve-fibre layer (RNFL). This is the lowest layer of the retina and serves to link the light-sensitive tissue above to the synapses which lead to the brain. The team’s results show that people with a thin RNFL are more likely to fail cognitive tests than those with a thick one. They are also more likely to suffer cognitive decline as they age.

(www.economist.com, 30.06.2018. Adaptado.)

Instrução: A questão refere-se ao texto abaixo.

Virginia Hall

by Sonia Purnell

    When Gina Haspel became the first female director of the Central Intelligence Agency (CIA) in
2018, she talked of how she had stood “on the shoulders of heroines who never sought public acclaim”.
She was “deeply indebted”, she said, to women who had served the agency and its wartime predecessor
the Office of Strategic Services (OSS) for making her appointment possible by challenging stereotypes
[5] and breaking down barriers. Perhaps no woman is a better illustration of that history than Virginia Hall, a
one-legged socialite from Baltimore, USA, whom the CIA Museum would later hail as the office’s most
successful American female spy of the Second World War.
    Despite her record behind enemy lines in wartime France, it nevertheless took Hall years to land
the post-war job she longed for at the heart of the CIA. It has only been comparatively recently that the
[10] agency has publicly acknowledged her as an unqualified war heroine and a devoted officer, giving her a
citation in the CIA Museum catalogue on the OSS. The agency has also now named a training building
after her. Yet she has remained little known outside intelligence circles and her agency career suffered
from prejudice and misunderstanding until she retired in 1966.
    Born to a wealthy banking family in 1906, Hall lost her left leg after a hunting accident at the
[15] age of 27 and thereafter was dependent on a wooden prosthetic she named Cuthbert. Despite her raft
of languages and extensive knowledge of Europe her dreams of becoming an ambassador had been
repeatedly thwarted by State Department prejudice against women as well as the disabled.
    So, as war loomed in 1939, she resigned in disgust from her clerk role at the American legation
in the Baltic state of Estonia to embark on what would become a Homeric tale of adventure, action and
[20] seemingly unfathomable courage. Long before the U.S. joined the war after Pearl Harbor, she volunteered
to drive ambulances for the French army on the front line during the bloody Nazi invasion of May 1940,
persevering in picking up the wounded even when fighter planes swept over to pepper the roads with
machine gun fire. Yet this was merely an apprenticeship.
    When Hall was demobilized after France capitulated, she decided to travel to London to offer
[25] her services to the British war effort. On her journey, she was spotted in a Spanish railway station by
an undercover agent who in a brief conversation with her quickly realized that here was a woman of
exceptional resolve and burning desire to free France from Hitler’s tyranny. He put her in touch with a
“friend” in Britain, a senior officer in Special Operations Executive (SOE), the new secret service set up by
Winston Churchill to “set Europe ablaze” through an unprecedented onslaught of spying, subversion and
[30] sabotage.
    SOE top brass were not keen on employing women, especially foreign ones, and were specifically
barred from sending them into enemy territory. Yet after six months of trying, they had failed to infiltrate
a single agent into France to embark on what Churchill branded a most “ungentlemanly” new form of
undercover warfare. The search for rule-breaking recruits of “absolute secrecy”, “fanatical enthusiasm”
[35] and unimaginable courage was proving unsurprisingly difficult. Few were willing to take the estimated 50-
50 chance of survival against the ruthless barbarism of the Third Reich. When Hall once again volunteered,
her obvious qualities saw the old prejudices being abandoned. She was one of the first SOE officers to be
dispatched from London and became, in the words of an official British government report at the end of the
war, “amazingly successful”.
[40]    Even then she was patronized and underestimated until she proved herself capable of eluding the
Gestapo longer than any of her male Allied colleagues and particularly adept at recruiting and organizing
useful assets in the nucleus of what would become the Resistance armies of the future. She also
masterminded spectacular jailbreaks for fellow agents who had been captured. For a whole year, she was
SOE’s only Allied female agent in France but after 12 months of marveling at her derring-do, the service
[45] decided to dispatch more women into the field. This “gallant lady”, her SOE commanders concluded, was
almost single-handedly changing minds about the role of women in combat.
    When she later switched to SOE’s American counterpart, OSS, she once again had to break out of
her subordinate role by stealth and simply by being better than anyone else. Even the notion of dispatching
a woman on a paramilitary operation was still controversial in the U.S., let alone giving her command. So,
[50] she was deployed as the mere assistant and wireless operator to an older – but inexperienced – male
officer. She soon branched out on her own, leaving him flailing in her absence. Once shot of him, Hall quickly
emerged as a fearless guerrilla leader who helped liberate whole swathes of France by arming, organizing
and sometimes commanding Resistance units when blowing up bridges and attacking German convoys.
Hall was rewarded by becoming the only civilian woman of the war to be decorated with the Distinguished
[55] Service Cross for “extraordinary heroism”. CIA officers have said that the techniques she developed 80
years ago to build up the French Resistance still inform the agency’s missions today, including Operation
Jawbreaker in Afghanistan before and after 9/11.
    The extreme exigencies of war had finally given Hall the chance to show what she could do;
the return of peace saw the return of the old barriers. Internal personnel papers and the recollections
[60] of fellow agents reveal how she was undermined, sidelined and belittled by some of her superiors at
the CIA – with her supporters saddened by her “reduced status” and angered by the fact that her track
record was viewed as an “embarrassment” by the agency’s “noncombat types”. Hall never received the
recognition she deserved during her lifetime, but since then her formidable legacy has gradually become
better understood. And as Gina Haspel made clear, her formidable legacy lives on. 

Disponível em: https://time.com/5566062/virginia-hall/. Acesso em: 17 fev. 2022. (Parcial e adaptado.)

TEXTO

The Future Of Work: 5 Important Ways Jobs Will Change In The 4th Industrial Revolution

    In many respects, the future of
work is already here. Amid the headlines
exclaiming the predicted loss of jobs due
to automation and other changes brought
[5] by artificial intelligence (AI), machine
learning and autonomous systems, it’s
clear that the way we work and live is
transforming. This evolution can be
unnerving. Since we know change is
[10] inevitable, let’s look at how work will
likely change and some ideas for how to
prepare for it.
    At least 30% of the activities
associated with the majority of
[15] occupations in the United States could be
automated, which includes even
knowledge tasks that were previously
thought to be safe according to a
McKinsey Global Institute report. This
[20] echoes what executives see as well and
prompted Rick Jensen, Chief Talent
Officer at Intuit to say, “The workforce is
changing massively.” Here are just a few
of the ways:
[25]    Within an organization, positions
will be more fluid, and a strict
organizational chart will likely be tossed
in favor of more project-based teams.
This is especially appealing to Generation
[30] Z employees since 75% of Generation Z
employees would be interested in having
multiple roles in one place of
employment. The “gig” economy will
continue to expand where professionals
[35] sign on as contractors or freelancers and
then move on to the next gig.
    Thanks to mobile technology and
readily available internet access, remote
workers are already common. Employees
[40] won’t need to be in the same location.
This will make it easier for the next
generation workers to choose to live
anywhere, rather than find a job and then
move to a city with that job.
[45]    People will need something more
than a paycheck as a motivation to work.
Many want to work for an organization
with a mission and purpose they believe
in. They will also want different incentives
[50] such as personal development
opportunities, the latest tech gadgets to
facilitate their work-from-anywhere
ambitions, and more.
    Not only will employees want to
[55] learn throughout their career, but they
will also need to learn new skills.
Technology will continue to evolve the

role humans play in the workforce, so
everyone will be required to adapt their
[60] skills throughout their working lives.
    Artificial intelligence algorithms
and intelligent machines will be co-

workers to humans. The human workforce
will need to develop a level of comfort
[65] and acceptance for how man and machine
can collaborate using the best that both
bring to the workplace.
     Even though we can’t predict all
the changes that will occur in the future,
[70] we do have a fair amount of certainty that
there are some things people can do to
prepare for it. Rather than succumb to the
doomsday predictions that “robots will
take over all the jobs,” a more optimistic
[75] outlook is one where humans get the
opportunity to do work that demands
their creativity, imagination, social and
emotional intelligence, and passion.
    Individuals will need to act and
[80] engage in lifelong learning, so they are
adaptable when the changes happen. The
lifespan for any given skill set is
shrinking, so it will be imperative for
individuals to continue to invest in
[85] acquiring new skills. The shift to lifelong
learning needs to happen now because
the changes are already happening.
    In addition, employees will need
to shape their own career path. Gone are
[90] the days when a career trajectory is
outlined at one company with predictable
climbs up the corporate ladder. Therefore,
employees should pursue a diverse set of
work experiences and take the initiative
[95] to shape their own career paths.
    Individuals will need to step into
the opportunity that pursuing your
passion provides rather than shrink back
to what had resulted in success in the
[100] past. This shift in work opens the
possibility to achieve more of our
potential. We need to begin to think of
work as more than a paycheck.
    Employers need to think
[105] differently about how they recruit and
hire new employees. Companies need to
review a prospective employee’s potential
and assess skills that are less likely to be
automated any time soon, including
[110] emotional intelligence, critical thinking,
creativity, and problem-solving skills.
    Another way employers will need
to adjust operations is to create a
structure and culture that honors lifelong
[115] learning, and that celebrates creativity.
It's time for employers to assess their
benefit and incentive programs to ensure
they are providing the motivation the
next generation of employees will want in
[120] order to attract the best talent.
    While nothing is certain, it's

important for every human to begin
taking steps in the direction to prepare
for a future where machines become
[125] colleagues. If we don't begin to adapt to
the changes today, it will be challenging
to catch up later.

Fonte: https://www.forbes.com/2019/07/15