Aula 15
Siga as instruções a baixo para ter o melhor desempenho nesta atividade.
Ou, se preferir, assista ao vídeo: Tutorial das Aulas
Tenha uma boa aula!
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Um de Cada Vez!
Trabalhe em uma seção de cada vez, seguindo o passo a passo descrito nela. Só passe para a próxima seção quando chegar ao limite do que você entende ou consegue fazer naquele momento.
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Calma, calabreso.
Não tenha pressa. A atividade é curta e as seções são rápidas.
Dê o seu melhor em cada seção, se ainda assim tiver dificuldade, relaxa — é errando que se aprende. E não se esqueça:
Nunca pule para a próxima seção pra 'colar'!
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Anotações e Lembretes
Durante a atividade, não se esqueça de anotar pontos de interesse como novas palavras, dificuldades que você teve e dicas do professor para revisar depois!
Lembre-se das instruções que o professor falou e siga-as na risca!
Não lembra? Veja o tutorial.
Section 2
Glossary
Instructions
One word from each audio will be briefly explained below.
Try to understand their definitions, examples and, listen to the audios again if you didn't catch them the first time you did.
Then, move on to Section 3
EXAMPLE:
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Audio number
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The Word! (here's what comes with it.)
Here's the definition!
Formality | Is it Separable? | Synonyms!
"Example sentence 1."
"Example sentence 2"
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ROADMAP (a project)
A PLAN OR STRATEGY THAT SHOWS THE STEPS TO ACHIEVE A GOAL
Formal | Plan / Strategy
We reviewed the product roadmap to understand all the milestones for the next year.
Without a clear roadmap, the team struggled to prioritize what needed to be done first.
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SEEMS (a situation)
TO APPEAR TO BE TRUE, BASED ON WHAT IS KNOWN OR OBSERVED
Neutral | Inseparable | Appears / Looks
The proposal seems solid at first glance, but we need to check the details carefully.
It seems the leadership team underestimated the project's complexity.
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TO RUSH INTO (a decision)
TO DO SOMETHING TOO QUICKLY WITHOUT THINKING IT THROUGH
Neutral | Inseparable | Hurry into / Jump into
If we rush into this merger, we might overlook important integration risks.
They rushed into the partnership without a proper evaluation and later regretted it.
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TOO LONG (a process)
LONGER THAN WHAT IS REASONABLE, EXPECTED, OR EFFECTIVE
Neutral | Inseparable | Overdue / Excessively delayed
If we wait too long to decide, competitors might move ahead.
The negotiation dragged on for too long, and eventually the other side lost interest.
Section 3
Transcript
Instructions
We're nearing the end, this section is like the "answer sheet". Read the text extracted from the audio.
Now's the time to see what you heard!
Try to understand as much as possible before going to the Walkthrough section.
Then, move on to Section 4.
EXAMPLE:
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Audio number
Player
"I just signed up for an online course last night."
Audio transcribed
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We’ve been considering a merger to speed up our tech roadmap.
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The target company has solid products, but their leadership seems disorganized.
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Rushing into it could create bigger issues than it solves.
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Still, if we hesitate too long, we risk losing the market advantage.
Section 4
Walkthrough
Instructions
In this video, the teacher covers every and each little detail you may have missed or may not know about the audios/transcript.
This video is rich in information so make sure to take notes of the new things you learn here.
Then, move on to Section 5 .
Section 5
Talking Point
Instructions
With a teacher, friend, or AI companion, practice talking, answering and discussing the following points listed below.
The Hidden Risk of
Hesitation in Mergers
Research from PwC shows that companies who delay merger decisions by more than six months face a 35% higher risk of losing market opportunities. In many cases, hesitation not only weakens the company's position but also strengthens competitors who move faster.
Conversation Section
First, describe a situation where taking action quickly led to a strong advantage—or where hesitation caused a missed opportunity.
Then, switch roles: listen carefully and comment on one thing you would have handled differently if you were in your partner's shoes.
Questions
How do you personally balance caution and speed when making strategic decisions?
Have you ever regretted moving too fast—or waiting too long—on a major business move?
In partnerships or mergers, what signals would make you hit pause immediately?