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por Daniela Diana
Cora Coralina foi uma poetisa e contista brasileira contemporânea. Escritora das coisas simples, ela é considerada uma das mais importantes do país.
Ana Lins dos Guimarães Peixoto Bretas nasceu na Cidade de Goiás, dia 20 de agosto de 1889.
Era filha de Francisco de Paula Lins dos Guimarães Peixoto e de Jacyntha Luiza do Couto Brandão. Com apenas um mês de vida seu pai veio a falecer.
Fez o primário na Escola da Mestre Silvina. Em 1900, mudou-se com sua família para a cidade de Mossâmedes. Foi na adolescência que Ana começou a escrever e a participar de ciclos literários.
No entanto, sua primeira obra “Poemas dos Becos de Goiás e Estórias Mais” foi publicada quando ela tinha 76 anos. Durante a maior parte de sua vida foi doceira.
Com dezenove anos, criou o jornal de poemas femininos “A Rosa”, ao lado de suas amigas: Leodegária de Jesus, Rosa Godinho e Alice Santana. A partir daí, começa a escrever contos e crônicas com o pseudônimo Cora Coralina.
No mesmo ano, 1907, ela assume a vice-presidência do gabinete literário goiano. Em 1910, Cora publicou o conto “Tragédia na Roça”.
Nesse mesmo ano, conheceu o advogado Cantídio Tolentino de Figueiredo Bretas e passam a viver no Estado de São Paulo. Casaram-se em 1925 e com ele teve seis filhos, sendo que dois deles morreram. Em 1932, Cora participa da Revolução Constitucionalista em São Paulo.
Em 1934, falece seu marido no interior de São Paulo, na cidade de Palmital. Na capital paulista conhece o editor José Olympio e passa a vender livros.
Em 1936, Coralina passa a viver no interior, na cidade de Penápolis. Mais tarde, mudou-se para Andradina, também no interior, e ali abre uma loja de tecidos.
Em Andradina, Cora começa a escrever para o jornal da cidade e ainda, se candidata a vereadora em 1951. Cinco anos depois, decide voltar a sua cidade natal.
Em 1970, ela toma posse da cadeira número 5 da Academia Feminina de Letras e Artes de Goiás. E, em 1981 recebe o Troféu Jaburu através do Conselho Estadual de Cultura de Goiás.
No ano seguinte, recebe o Prêmio de Poesia em São Paulo. Pela Universidade de Goiás, Cora Coralina foi agraciada com o título de Doutora Honoris Causa.
Em 1984 recebe o Troféu Juca Pato, sendo a primeira escritora do país a recebê-lo. Nesse mesmo ano, ingressa na Academia Goiana de Letras, ocupando a cadeira número 38.
Faleceu em Goiânia, em 10 de abril de 1985, com 95 anos, vítima de pneumonia.
Você Sabia?
Após sua morte, a casa onde viveu os últimos anos de vida foi transformada no Museu Cora Coralina. Em 2001, a moradia na cidade de Goiás foi reconhecida pela Unesco como Patrimônio Histórico da Humanidade.
Disponível em https://www.todamateria.com.br/cora-coralina/ Acessado em 16/11/2018 Texto adaptado
O nome verdadeiro de Cora Coralina era
“...o que se deseja é que a Educação do Campo não funcione como um mecanismo de expulsão das populações campesinas para as cidades, mas que ofereça atrativos àqueles que nele desejarem permanecer e vencer”.
(Edla de Araújo Lira Soares, relatora, Diretrizes operacionais para a educação básica nas escolas do campo. In Diretrizes Curriculares Nacionais Gerais da Educação Básica / Ministério da Educação. Secretaria de Educação Básica. Diretoria de Currículos e Educação Integral e 2002. Brasília: MEC, SEB, DICEI, 2013. p. 288)
Para que se cumpra a máxima acima mencionada e a Educação do Campo deixe de ser um mecanismo de expulsão das populações campesinas para as cidades, é preciso cumprir as diretrizes nacionais da política pública para a educação básica nas escolas do campo, que neste documento prioriza ações de
Texto 04
Gottman, John. The Relationship Cure. New York: Three Rivers Press.
Strengthening Relationships at Work
There is a number of things managers can do to strengthen relationships with workers. Strengthening connections with workers can lead to a win-win situation, in that workers may feel respected and valued, and can become much more engaged and productive in their work. And, managers may find that it is much easier to deal with a worker’s negative emotions or psychological health struggles when the foundation of their relationship with the worker is strong.
We can effectively build connections with workers by verbally or nonverbally seeking contact with them (i.e., making what psychologist Dr. John Gottman calls “connection bids”). A connection bid is an attempt to create connections between two people, and is essential for building, maintaining and improving relationships. A connection bid can be anything that we do to seek contact with another person:
- Asking for information: e.g., asking a worker how to solve a work problem. “Would you mind helping me with interpreting this spreadsheet? I’m struggling to get my head around the numbers.”
- Showing interest: e.g., asking workers about their hobbies or recent holidays. “Have you been doing any hiking lately?”
- Expressing affirmation and approval: e.g., complimenting a worker on his latest accomplishment. “Your presentation yesterday was excellent!”
- Expressing caring or support: e.g., demonstrating concern about a worker’s health condition. “Your cough sounds awful. You should think about going home to recover.”
- Offering assistance: e.g., offering support to a worker who is overloaded with tasks. “Would you like me to ask Jocelyn to help you with that project?”
- Making a humorous comment: e.g., lighthearted joking with a worker about a mistake you made. “Sometimes the hurrier I go, the behinder I get!”
- Sending non-verbal signals: e.g., a smile, a wink, a wave, a pat on the back or a thumbs up.
[…]
The way we respond to workers has a sizable impact on the nature of the relationships that result. If we repeatedly turn against or turn away from workers, they may eventually stop reaching out. On the contrary, if we turn toward a person as often as we can, the relationship can be strengthened and become more positive and supportive.
(Disponível em: www.workplacestrategiesformentalhealth.com/mmhm)
Texto 04
Gottman, John. The Relationship Cure. New York: Three Rivers Press.
Strengthening Relationships at Work
There is a number of things managers can do to strengthen relationships with workers. Strengthening connections with workers can lead to a win-win situation, in that workers may feel respected and valued, and can become much more engaged and productive in their work. And, managers may find that it is much easier to deal with a worker’s negative emotions or psychological health struggles when the foundation of their relationship with the worker is strong.
We can effectively build connections with workers by verbally or nonverbally seeking contact with them (i.e., making what psychologist Dr. John Gottman calls “connection bids”). A connection bid is an attempt to create connections between two people, and is essential for building, maintaining and improving relationships. A connection bid can be anything that we do to seek contact with another person:
- Asking for information: e.g., asking a worker how to solve a work problem. “Would you mind helping me with interpreting this spreadsheet? I’m struggling to get my head around the numbers.”
- Showing interest: e.g., asking workers about their hobbies or recent holidays. “Have you been doing any hiking lately?”
- Expressing affirmation and approval: e.g., complimenting a worker on his latest accomplishment. “Your presentation yesterday was excellent!”
- Expressing caring or support: e.g., demonstrating concern about a worker’s health condition. “Your cough sounds awful. You should think about going home to recover.”
- Offering assistance: e.g., offering support to a worker who is overloaded with tasks. “Would you like me to ask Jocelyn to help you with that project?”
- Making a humorous comment: e.g., lighthearted joking with a worker about a mistake you made. “Sometimes the hurrier I go, the behinder I get!”
- Sending non-verbal signals: e.g., a smile, a wink, a wave, a pat on the back or a thumbs up.
[…]
The way we respond to workers has a sizable impact on the nature of the relationships that result. If we repeatedly turn against or turn away from workers, they may eventually stop reaching out. On the contrary, if we turn toward a person as often as we can, the relationship can be strengthened and become more positive and supportive.
(Disponível em: www.workplacestrategiesformentalhealth.com/mmhm)
Texto 04
Gottman, John. The Relationship Cure. New York: Three Rivers Press.
Strengthening Relationships at Work
There is a number of things managers can do to strengthen relationships with workers. Strengthening connections with workers can lead to a win-win situation, in that workers may feel respected and valued, and can become much more engaged and productive in their work. And, managers may find that it is much easier to deal with a worker’s negative emotions or psychological health struggles when the foundation of their relationship with the worker is strong.
We can effectively build connections with workers by verbally or nonverbally seeking contact with them (i.e., making what psychologist Dr. John Gottman calls “connection bids”). A connection bid is an attempt to create connections between two people, and is essential for building, maintaining and improving relationships. A connection bid can be anything that we do to seek contact with another person:
- Asking for information: e.g., asking a worker how to solve a work problem. “Would you mind helping me with interpreting this spreadsheet? I’m struggling to get my head around the numbers.”
- Showing interest: e.g., asking workers about their hobbies or recent holidays. “Have you been doing any hiking lately?”
- Expressing affirmation and approval: e.g., complimenting a worker on his latest accomplishment. “Your presentation yesterday was excellent!”
- Expressing caring or support: e.g., demonstrating concern about a worker’s health condition. “Your cough sounds awful. You should think about going home to recover.”
- Offering assistance: e.g., offering support to a worker who is overloaded with tasks. “Would you like me to ask Jocelyn to help you with that project?”
- Making a humorous comment: e.g., lighthearted joking with a worker about a mistake you made. “Sometimes the hurrier I go, the behinder I get!”
- Sending non-verbal signals: e.g., a smile, a wink, a wave, a pat on the back or a thumbs up.
[…]
The way we respond to workers has a sizable impact on the nature of the relationships that result. If we repeatedly turn against or turn away from workers, they may eventually stop reaching out. On the contrary, if we turn toward a person as often as we can, the relationship can be strengthened and become more positive and supportive.
(Disponível em: www.workplacestrategiesformentalhealth.com/mmhm)
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