O que a NASA pode te ensinar sobre: Tomada de Decisão
By   |  Culture,  External Videos 
terra_vista-da-lua_1024x768

Antes de mais nada, para que você se sinta mais contextualizado, dê o play no vídeo abaixo: https://youtu.be/1UgOCTQ3qlY?t=2m27s Agora podemos continuar. Imagine-se na lua. Você está a 384.400 km distante da pessoa mais próxima, a gravidade já não exerce nenhum efeito, a comunicação é limitada e você está em uma máquina que, apesar de muito bem projetada, pode falhar a qualquer momento. Existe uma infinidade de coisas que podem dar errado e entrar em pânico só te atrapalhará na tomada de decisão. Ryan Holiday, autor do livro “The Obstacle is (Read more)

Antes de mais nada, para que você se sinta mais contextualizado, dê o play no vídeo abaixo:

https://youtu.be/1UgOCTQ3qlY?t=2m27s

Agora podemos continuar.

Imagine-se na lua. Você está a 384.400 km distante da pessoa mais próxima, a gravidade já não exerce nenhum efeito, a comunicação é limitada e você está em uma máquina que, apesar de muito bem projetada, pode falhar a qualquer momento. Existe uma infinidade de coisas que podem dar errado e entrar em pânico só te atrapalhará na tomada de decisão.
Ryan Holiday, autor do livro “The Obstacle is The Way”, escreveu sobre este desafio no trecho abaixo, que tomo a liberdade de traduzir: “Quando os americanos iniciaram a corrida para enviar o primeiro homem ao espaço, eles treinaram os astronautas com mais foco em uma habilidade específica: a arte de não entrar em pânico.
Quando as pessoas entram em pânico, elas cometem erros. Elas substituem os sistemas. Não cumprem procedimentos, ignoram regras. Elas perdem o foco do planejamento. Elas se tornam irresponsáveis e param de pensar claramente…” “… no espaço, pânico é suicídio.”
Diante de tantos desafios, as mentes geniais da NASA perceberam que se oferecessem aos tripulantes uma real “sensação de controle” o risco de alguém entrar em pânico seria drasticamente reduzido.
Qual é a melhor maneira de oferecer a alguém uma sensação de controle? Transformando a “sensação” em algo real e tangível: Antes do lançamento da missão, a NASA simulou cada pequeno detalhe da operação, desde sons, imagens e situações críticas. Todas estes eventos foram repetidos centenas e centenas de vezes, tornando cada situação muito natural aos astronautas, e caso acontecesse novamente no espaço, a sensação de controle os daria a calma necessária tomar as decisões certas.
Que tal mais uma atividade mental? Imagine-se executando uma tarefa como desarmar bombas, onde um erro pode ser a diferença entre a vida e a morte. Provavelmente os seus batimentos cardíacos iriam aumentar bastante, certo? Uma pesquisa relevou que os batimentos cardíacos dos profissionais do esquadrão antibomba ficam ainda mais lentos quando precisam desarmar uma bomba. Resultado da sensação de controle, que apenas anos e anos de prática puderam lhe oferecer.

Como estão seus batimentos cardíacos na hora de tomar decisões?

Este conteúdo foi traduzido e adaptado, para acessar o artigo original, clique aqui: http://www.bakadesuyo.com/2014/05/decision-making/

Gabriel Justo – Social Media Manager LC Brasil

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people ain’t stupid
By   |  Culture,  Social,  Strategy 
beyonce

Now that some time has passed, we can finally agree on one thing: Tidal is the perfect example that people ain’t stupid. Being rich and famous and having a bunch of rich and famous friends isn’t enough. At least these days. Tidal was the perfect opportunity for the rich and famous to stand up for the not so rich and famous. I like to call that empathy. The smart kind. And people like that. Both in other people and brands. After all, Tidal for all. Is it? It’s like if (Read more)

Now that some time has passed, we can finally agree on one thing:

Tidal is the perfect example that people ain’t stupid.

Being rich and famous and having a bunch of rich and famous friends isn’t enough. At least these days.

Tidal was the perfect opportunity for the rich and famous to stand up for the not so rich and famous.

I like to call that empathy. The smart kind.

And people like that. Both in other people and brands.

After all, Tidal for all.

Is it?

It’s like if someone rich and famous told me: “We are now competing with Ferrari and you can have your own Ferrari, too; the one we created for you! And this time, you can afford the gas!”

No, I won’t.

Furthermore, we don’t want high fidelity music. Unless you’re a producer, no one cares about it.

That’s not why we bought walkmans or discmans or mp3 players, in the first place.

We don’t want curated content. We have Facebook and Instagram and Twitter, now, you know?

I can follow Rihanna and her curated content is fine with me.

You’re an artist. Just pay them more.

People ain’t stupid.

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Friends don’t do that
By   |  User Experience 
friends

Having worked for a bit longer than three years in Live Content, both in Lisbon and now in Sao Paulo, I realize how blessed I am for being part of a No policy environment. All of us who are fortunate to work in social media, marketing, advertising or any other related field in this ‘never sleeping always smiling’ industry, have dealt with different kinds of over demanding clients who sometimes make you feel that you are part of those chosen to pay for humanity’s past lives sins by pushing you to (Read more)

Having worked for a bit longer than three years in Live Content, both in Lisbon and now in Sao Paulo, I realize how blessed I am for being part of a No policy environment.

All of us who are fortunate to work in social media, marketing, advertising or any other related field in this ‘never sleeping always smiling’ industry, have dealt with different kinds of over demanding clients who sometimes make you feel that you are part of those chosen to pay for humanity’s past lives sins by pushing you to sell sodas to diabetics or toothbrushes to babies.

Working in a No policy agency means you have to be bold enough to say, exactly, No.

No to one week deadlines for 12 month strategies.
No to red line fees for your team’s know-how.
No to ‘we have to publish this because our CEO said so’.
No to ‘we personally don’t like that image’.
No to ‘can we change just this sentence’.

And I started by saying that I’m blessed because, in Brazil just as in Portugal, people are afraid. Afraid of the deadlines, the brand manager, the CEO and, ultimately, afraid of the fans.

By letting fear undermine your confidence and your beliefs you are not only, and most importantly, compromising results – they hired you for your skills, right? – but also compromising your relationship which, eventually, will lead you to lose the client.

Don’t get me wrong: saying No is probably the hardest thing to do. It’s not about being a grumpy cat all the time but pointing out solutions, delivering and gaining trust. When you say No you’re also saying: I’m the best and I know what is best for you. And they’ll expect you to prove that.

My guess is that you won’t make it to more than a half of first meetings with your prospects. No one likes being told what to do.
The other half, however, will love you because you had the guts to stand for what you believe it’s best for the brand and not just to win another client.

I love you, man.
But I won’t let you leave the house with those pants on.

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