Questões de Inglês do ENEM

Associe as palavras da coluna da esquerda aos seus respectivos sinônimos, na coluna da direita, de acordo com o sentido com que são empregadas no texto.

( ) longing (l. 05)

( ) sharpness (l. 06)

( ) digression (l. 44)

1. yearning

2. intensity

3. lengthening

4. diversion

5. delay

6. excuse

A sequência correta de preenchimento dos parênteses, de cima para baixo, é

Assinale com V (verdadeiro) ou F (falso) as afirmações abaixo, sobre o texto.

( ) O narrador afirma que as favelas de Lagos surgiram durante o período em que Obi viveu no exterior.

( ) Obi não considerou positiva a experiência de viver na Inglaterra, pois sofreu muito com os invernos.

( ) O narrador torna-se sarcástico ao apropriar-se da visão infantil de Obi quanto aos soldados e à cidade de Lagos.

( ) O texto faz uma referência aos conflitos raciais existentes na Nigéria.

A sequência correta de preenchimento dos parênteses, de cima para baixo, é

Considere as seguintes afirmações.

I - O texto relaciona o amadurecimento da visão de Obi acerca de seu próprio país à oportunidade de ter vivido na Inglaterra.

II - O texto traz uma visão idílica e nostálgica da Nigéria em contraste com a descrição dos invernos frios e desagradáveis da Inglaterra.

III- A reação dos habitantes de Umuofia aos relatos do soldado estabelece um contraste entre suas condições de vida e aquelas encontradas em Lagos, cujos recursos básicos soam maravilhosos.

Quais estão corretas, de acordo com o texto?

How a Canadian Chain Is Reinventing Book Selling

By Alexandra Alter

            About a decade ago, Heather Reisman, the chief executive of Canada’s largest bookstore chain, was having tea with the novelist Margaret Atwood when Ms. Atwood inadvertently gave her an idea for a new product. Ms. Atwood announced that she planned to go home, put on a pair of cozy socks and curl up with a book. Ms. Reisman thought about how appealing that sounded. Not long after, her company, Indigo, developed its own brand of plush “reading socks.” They quickly became one of Indigo’s signature gift items.

            “Last year, all my friends got reading socks,” said Arianna Huffington, the HuffPost cofounder and a friend of Ms. Reisman’s, who also gave the socks as gifts to employees at her organization Thrive. “Most people don’t have reading socks — not like Heather’s reading socks.”

            Over the last few years, Indigo has designed dozens of other products, including beach mats, scented candles, inspirational wall art, Mason jars, crystal pillars, bento lunchboxes, herb growing kits, copper cheese knife sets, stemless champagne flutes, throw pillows and scarves.

            It may seem strange for a bookstore chain to be developing and selling artisanal soup bowls and organic cotton baby onesies. But Indigo’s approach seems not only novel but crucial to its success and longevity. The superstore concept, with hulking retail spaces stocking 100,000 titles, has become increasingly hard to sustain in the era of online retail, when it’s impossible to match Amazon’s vast selection. 

            Indigo is experimenting with a new model, positioning itself as a “cultural department store” where customers who wander in to browse through books often end up lingering as they impulsively shop for cashmere slippers and crystal facial rollers, or a knife set to go with a new Paleo cookbook. Over the past few years, Ms. Reisman has reinvented Indigo as a Goop-like, curated lifestyle brand, with sections devoted to food, health and wellness, and home décor. 

         Ms. Reisman is now importing Indigo’s approach to the United States. Last year, Indigo opened its first American outpost, at a luxury mall in Millburn, N.J., and she eventually plans to open a cluster of Indigos in the Northeast. Indigo’s ascendance is all the more notable given the challenges that big bookstore chains have faced in the United States. Borders, which once had more than 650 locations, filed for bankruptcy in 2011. Barnes & Noble now operates 627 stores, down from 720 in 2010, and the company put itself up for sale last year. Lately, it has been opening smaller stores, including an 8,300-square-foot outlet in Fairfax County, Va.

            “Cross-merchandising is Retail 101, and it’s hard to do in a typical bookstore,” said Peter Hildick-Smith, president of the Codex Group, which analyzes the book industry. “Indigo found a way to create an extra aura around the bookbuying experience, by creating a physical extension of what you’re reading about.”

            The atmosphere is unabashedly intimate, cozy and feminine — an aesthetic choice that also makes commercial sense, given that women account for some 60 percent of book buyers. A section called “The Joy of the Table” stocks Indigobrand ceramics, glassware and acacia wood serving platters with the cookbooks. The home décor section has pillows and throws, woven baskets, vases and scented candles. There’s a subsection called “In Her Words,” which features idea-driven books and memoirs by women. An area labeled “A Room of Her Own” looks like a lush dressing room, with vegan leather purses, soft gray shawls, a velvet chair, scarves and journals alongside art, design and fashion books.

            Books still account for just over 50 percent of Indigo’s sales and remain the central draw; the New Jersey store stocks around 55,000 titles. But they also serve another purpose: providing a window into consumers’ interests, hobbies, desires and anxieties, which makes it easier to develop and sell related products. 

            Publishing executives, who have watched with growing alarm as Barnes & Noble has struggled, have responded enthusiastically to Ms. Reisman’s strategy. “Heather pioneered and perfected the art of integrating books and nonbook products,” Markus Dohle, the chief executive of Penguin Random House, said in an email. 

            Ms. Reisman has made herself and her own tastes and interests central to the brand. The front of the New Jersey store features a section labeled “Heather’s Picks,” with a display table covered with dozens of titles. A sign identifies her as the chain’s “founder, C.E.O., Chief Booklover and the Heather in Heather’s Picks.” She appears regularly at author signings and store events, and has interviewed prominent authors like Malcolm Gladwell, James Comey, Sally Field, Bill Clinton and Nora Ephron. 

            When Ms. Reisman opened the first Indigo store in Burlington, Ontario, in 1997, she had already run her own consulting firm and later served as president of a soft drink and beverage company, Cott. Still, bookselling is an idiosyncratic industry, and many questioned whether Indigo could compete with Canada’s biggest bookseller, Chapters. Skepticism dissolved a few years later when Indigo merged with Chapters, inheriting its fleet of national stores. The company now has more than 200 outlets across Canada, including 89 “superstores.” Indigo opened its first revamped concept store in 2016. 

            The new approach has proved lucrative: In its 2017 fiscal year, the company’s revenue exceeded $1 billion Canadian for the first time. In its 2018 fiscal year, Indigo reported a revenue increase of nearly $60 million Canadian over the previous year, making it the most profitable year in the chain’s history. 

            The company’s dominance in Canada doesn’t guarantee it will thrive in the United States, where it has to compete not only with Amazon and Barnes & Noble, but with a resurgent wave of independent booksellers. After years of decline, independent stores have rebounded, with some 2,470 locations, up from 1,651 a decade ago, according to the American Booksellers Association. And Amazon has expanded into the physical retail market, with around 20 bookstores across the United States.

            Ms. Reisman acknowledges that the company faces challenges as it expands southward. Still, she’s optimistic, and is already scouting locations for a second store near New York.

https://www.nytimes.com/2019/05/01

How a Canadian Chain Is Reinventing Book Selling

By Alexandra Alter

            About a decade ago, Heather Reisman, the chief executive of Canada’s largest bookstore chain, was having tea with the novelist Margaret Atwood when Ms. Atwood inadvertently gave her an idea for a new product. Ms. Atwood announced that she planned to go home, put on a pair of cozy socks and curl up with a book. Ms. Reisman thought about how appealing that sounded. Not long after, her company, Indigo, developed its own brand of plush “reading socks.” They quickly became one of Indigo’s signature gift items.

            “Last year, all my friends got reading socks,” said Arianna Huffington, the HuffPost cofounder and a friend of Ms. Reisman’s, who also gave the socks as gifts to employees at her organization Thrive. “Most people don’t have reading socks — not like Heather’s reading socks.”

            Over the last few years, Indigo has designed dozens of other products, including beach mats, scented candles, inspirational wall art, Mason jars, crystal pillars, bento lunchboxes, herb growing kits, copper cheese knife sets, stemless champagne flutes, throw pillows and scarves.

            It may seem strange for a bookstore chain to be developing and selling artisanal soup bowls and organic cotton baby onesies. But Indigo’s approach seems not only novel but crucial to its success and longevity. The superstore concept, with hulking retail spaces stocking 100,000 titles, has become increasingly hard to sustain in the era of online retail, when it’s impossible to match Amazon’s vast selection. 

            Indigo is experimenting with a new model, positioning itself as a “cultural department store” where customers who wander in to browse through books often end up lingering as they impulsively shop for cashmere slippers and crystal facial rollers, or a knife set to go with a new Paleo cookbook. Over the past few years, Ms. Reisman has reinvented Indigo as a Goop-like, curated lifestyle brand, with sections devoted to food, health and wellness, and home décor. 

         Ms. Reisman is now importing Indigo’s approach to the United States. Last year, Indigo opened its first American outpost, at a luxury mall in Millburn, N.J., and she eventually plans to open a cluster of Indigos in the Northeast. Indigo’s ascendance is all the more notable given the challenges that big bookstore chains have faced in the United States. Borders, which once had more than 650 locations, filed for bankruptcy in 2011. Barnes & Noble now operates 627 stores, down from 720 in 2010, and the company put itself up for sale last year. Lately, it has been opening smaller stores, including an 8,300-square-foot outlet in Fairfax County, Va.

            “Cross-merchandising is Retail 101, and it’s hard to do in a typical bookstore,” said Peter Hildick-Smith, president of the Codex Group, which analyzes the book industry. “Indigo found a way to create an extra aura around the bookbuying experience, by creating a physical extension of what you’re reading about.”

            The atmosphere is unabashedly intimate, cozy and feminine — an aesthetic choice that also makes commercial sense, given that women account for some 60 percent of book buyers. A section called “The Joy of the Table” stocks Indigobrand ceramics, glassware and acacia wood serving platters with the cookbooks. The home décor section has pillows and throws, woven baskets, vases and scented candles. There’s a subsection called “In Her Words,” which features idea-driven books and memoirs by women. An area labeled “A Room of Her Own” looks like a lush dressing room, with vegan leather purses, soft gray shawls, a velvet chair, scarves and journals alongside art, design and fashion books.

            Books still account for just over 50 percent of Indigo’s sales and remain the central draw; the New Jersey store stocks around 55,000 titles. But they also serve another purpose: providing a window into consumers’ interests, hobbies, desires and anxieties, which makes it easier to develop and sell related products. 

            Publishing executives, who have watched with growing alarm as Barnes & Noble has struggled, have responded enthusiastically to Ms. Reisman’s strategy. “Heather pioneered and perfected the art of integrating books and nonbook products,” Markus Dohle, the chief executive of Penguin Random House, said in an email. 

            Ms. Reisman has made herself and her own tastes and interests central to the brand. The front of the New Jersey store features a section labeled “Heather’s Picks,” with a display table covered with dozens of titles. A sign identifies her as the chain’s “founder, C.E.O., Chief Booklover and the Heather in Heather’s Picks.” She appears regularly at author signings and store events, and has interviewed prominent authors like Malcolm Gladwell, James Comey, Sally Field, Bill Clinton and Nora Ephron. 

            When Ms. Reisman opened the first Indigo store in Burlington, Ontario, in 1997, she had already run her own consulting firm and later served as president of a soft drink and beverage company, Cott. Still, bookselling is an idiosyncratic industry, and many questioned whether Indigo could compete with Canada’s biggest bookseller, Chapters. Skepticism dissolved a few years later when Indigo merged with Chapters, inheriting its fleet of national stores. The company now has more than 200 outlets across Canada, including 89 “superstores.” Indigo opened its first revamped concept store in 2016. 

            The new approach has proved lucrative: In its 2017 fiscal year, the company’s revenue exceeded $1 billion Canadian for the first time. In its 2018 fiscal year, Indigo reported a revenue increase of nearly $60 million Canadian over the previous year, making it the most profitable year in the chain’s history. 

            The company’s dominance in Canada doesn’t guarantee it will thrive in the United States, where it has to compete not only with Amazon and Barnes & Noble, but with a resurgent wave of independent booksellers. After years of decline, independent stores have rebounded, with some 2,470 locations, up from 1,651 a decade ago, according to the American Booksellers Association. And Amazon has expanded into the physical retail market, with around 20 bookstores across the United States.

            Ms. Reisman acknowledges that the company faces challenges as it expands southward. Still, she’s optimistic, and is already scouting locations for a second store near New York.

https://www.nytimes.com/2019/05/01

Had the Earth been flat, a total of three satellites would have been enough to provide this information (l. 30-31)

In relation to the rest of the statement, the underlined fragment has the objective of:

These and other flat-Earth assertions appear on the website of the FES, allegedly the world’s oldest official flat Earth organization, dating to the early 1800s. (l. 16-17)

In relation to the fragment above, the pieces of information introduced in the fifth paragraph (l. 18-20) serve the following purpose:

Big Tech made the social media mess. It has to fix it

Analysis by David Goldman, CNN Business

Social media has given people a platform to spew hate speech and radical beliefs to other people, amplifying what are otherwise fringe opinions. A few have turned that hate into violence.

Silicon Valley has built the biggest, most powerful companies in the world. Now, tech leaders have a responsibility to rein in the creations that have grown too unwieldy for them to control.

These are businesses, and their leaders will have to And out how to do that without destroying their companies. So far, balancing Big Tech's responsibilities to society and its duties to investors has proven difficult.

A difficult balance

Facebook (FB) announced in July it would invest billions of dollars a year to improve safety and security on the platform. The company said the effort would come at the expense of user growth and profitability. The company's stock lost about a third of its value because investors were concerned about Facebook's growth stalling.

Twitter has largely rid ISIS recruiters from the social network. Facebook and YouTube have labeled fake news stories as such. Yet, the work isn't close to done. Google has also made significant changes to YouTube's advertising policies after ads from 300 companies and organizations ran on channels promoting hate groups.

"YouTube has strict policies that prohibit content which incites others to violence or promotes hatred," a YouTube spokesperson said. "We quickly remove videos violating our policies when flagged by our users."

What seemed to cross no one's mind a decade ago was the potential downside to building a platform with billions of customers. So many posts can't possibly be monitored in real time. The networks gave the dregs of society the ability to reach like-minded people and poison the minds of others.

Without that foresight, Silicon Valley allowed their creations to break down. They're not beyond repair, but fixing them will be costly and difficult. Whether Big Tech is up to the task will determine the fates of their platforms.

Available: https://edition.cnn.com/2018/10/29/tech/social-media- -hate-speech/index.html. Access: 30 may 2019. Adapted. 

Glossary: spew: lançar; fringe: periféricas; to rein in: controlar; unwieldy: desordenado; duties: deveres; profitability, lucro; stock: ação (no mercado); stalling: interrupção; flagged: sinalizados; dregs of society: pessoas inescrupulosas; like-minded: pessoas que compartilham ideias semelhantes; poison: envenenar; foresight: visão; beyond repair: sem conserto; up to the task: à altura da tarefa.

Big Tech made the social media mess. It has to fix it

Analysis by David Goldman, CNN Business

Social media has given people a platform to spew hate speech and radical beliefs to other people, amplifying what are otherwise fringe opinions. A few have turned that hate into violence.

Silicon Valley has built the biggest, most powerful companies in the world. Now, tech leaders have a responsibility to rein in the creations that have grown too unwieldy for them to control.

These are businesses, and their leaders will have to And out how to do that without destroying their companies. So far, balancing Big Tech's responsibilities to society and its duties to investors has proven difficult.

A difficult balance

Facebook (FB) announced in July it would invest billions of dollars a year to improve safety and security on the platform. The company said the effort would come at the expense of user growth and profitability. The company's stock lost about a third of its value because investors were concerned about Facebook's growth stalling.

Twitter has largely rid ISIS recruiters from the social network. Facebook and YouTube have labeled fake news stories as such. Yet, the work isn't close to done. Google has also made significant changes to YouTube's advertising policies after ads from 300 companies and organizations ran on channels promoting hate groups.

"YouTube has strict policies that prohibit content which incites others to violence or promotes hatred," a YouTube spokesperson said. "We quickly remove videos violating our policies when flagged by our users."

What seemed to cross no one's mind a decade ago was the potential downside to building a platform with billions of customers. So many posts can't possibly be monitored in real time. The networks gave the dregs of society the ability to reach like-minded people and poison the minds of others.

Without that foresight, Silicon Valley allowed their creations to break down. They're not beyond repair, but fixing them will be costly and difficult. Whether Big Tech is up to the task will determine the fates of their platforms.

Available: https://edition.cnn.com/2018/10/29/tech/social-media- -hate-speech/index.html. Access: 30 may 2019. Adapted. 

Glossary: spew: lançar; fringe: periféricas; to rein in: controlar; unwieldy: desordenado; duties: deveres; profitability, lucro; stock: ação (no mercado); stalling: interrupção; flagged: sinalizados; dregs of society: pessoas inescrupulosas; like-minded: pessoas que compartilham ideias semelhantes; poison: envenenar; foresight: visão; beyond repair: sem conserto; up to the task: à altura da tarefa.

Big Tech made the social media mess. It has to fix it

Analysis by David Goldman, CNN Business

Social media has given people a platform to spew hate speech and radical beliefs to other people, amplifying what are otherwise fringe opinions. A few have turned that hate into violence.

Silicon Valley has built the biggest, most powerful companies in the world. Now, tech leaders have a responsibility to rein in the creations that have grown too unwieldy for them to control.

These are businesses, and their leaders will have to And out how to do that without destroying their companies. So far, balancing Big Tech's responsibilities to society and its duties to investors has proven difficult.

A difficult balance

Facebook (FB) announced in July it would invest billions of dollars a year to improve safety and security on the platform. The company said the effort would come at the expense of user growth and profitability. The company's stock lost about a third of its value because investors were concerned about Facebook's growth stalling.

Twitter has largely rid ISIS recruiters from the social network. Facebook and YouTube have labeled fake news stories as such. Yet, the work isn't close to done. Google has also made significant changes to YouTube's advertising policies after ads from 300 companies and organizations ran on channels promoting hate groups.

"YouTube has strict policies that prohibit content which incites others to violence or promotes hatred," a YouTube spokesperson said. "We quickly remove videos violating our policies when flagged by our users."

What seemed to cross no one's mind a decade ago was the potential downside to building a platform with billions of customers. So many posts can't possibly be monitored in real time. The networks gave the dregs of society the ability to reach like-minded people and poison the minds of others.

Without that foresight, Silicon Valley allowed their creations to break down. They're not beyond repair, but fixing them will be costly and difficult. Whether Big Tech is up to the task will determine the fates of their platforms.

Available: https://edition.cnn.com/2018/10/29/tech/social-media- -hate-speech/index.html. Access: 30 may 2019. Adapted. 

Glossary: spew: lançar; fringe: periféricas; to rein in: controlar; unwieldy: desordenado; duties: deveres; profitability, lucro; stock: ação (no mercado); stalling: interrupção; flagged: sinalizados; dregs of society: pessoas inescrupulosas; like-minded: pessoas que compartilham ideias semelhantes; poison: envenenar; foresight: visão; beyond repair: sem conserto; up to the task: à altura da tarefa.

Read the graph below and answer the following question.

According to the graph above we can assert that

Read the text below and answer the following question.

Can Cellular Agriculture Feed the World?

    Within 20 years, there will be 2 billion more people than today — over 9 billion people in total. The impact to the environment could be severe. Just feeding that population using current methods is problematic.

    On average, cattle ranchers need 100 times more land than corn growers to produce a gram of food. So, if that hungry world continues to eat meat like we do, the demand for land — and fresh water — will be alarming, not to mention the environmental impact of raising so many animals. Meat production aside, the large-scale monoculture of crops like corn usually results in damaging terrestrial pollution from pesticides and soil depletion. The impact to the oceans is equally perilous.

   Instead of farming animals, fish and plants, cellular agriculture grows the proteins and nutrients we consume from a culture, cell by cell. With this alternative approach, the consumable meat and plant tissues produced don’t need to be harvested from animals or plants. It’s food production on an industrial scale.

  The technology to do this is not new. Growing meat from a scaffold embedded in growth culture is no different in theory than making bread from yeast. The vast majority of insulin for diabetics is already manufactured by genetically engineered bacteria, as is the rennet used to culture cheese. In the past 10 years, this approach has been pioneered with a variety of foodstuffs: milk, eggs, beef, chicken, fish — even coffee.

    To succeed, cellular agriculture must overcome 6,000 years of established dependence on traditional agriculture, and it has to do so via one of the most finicky human senses: taste. No one will eat manufactured meat or fish if it doesn’t have the same sensual satisfaction generated by the grown version. So, in addition to all the technical challenges in creating edible tissues from cultures, the startups pioneering this approach are working diligently to make their products tasty.

   The possibilities for cellular agriculture are seemingly limitless; it may be possible to grow human organs for transplant using the method. But it is still early days.

Adaptado de: <https://earth911.com/business-policy/cellular-agriculture/> Acessado em 19 de outubro de 2018.

Fonte: GANDER, Kashmira. Psychopaths can’t tell if a person is genuinely sad or afraid, study sugests. Disponível em:<https://www.newsweek.com/psychopaths-cant-tell-if-person-genuinely-sad-or-afraid-study-suggests-1055599>. Publicado em: 8 março 2018. Acesso em: 14 out. 2018.