{"id":108,"date":"2026-06-05T16:53:12","date_gmt":"2026-06-05T16:53:12","guid":{"rendered":"https:\/\/simpletuammi.ao\/?p=108"},"modified":"2026-06-08T14:22:27","modified_gmt":"2026-06-08T14:22:27","slug":"nao-reinventes-a-roda","status":"publish","type":"post","link":"https:\/\/simpletuammi.ao\/index.php\/2026\/06\/05\/nao-reinventes-a-roda\/","title":{"rendered":"N\u00e3o Reinventes a Roda (At\u00e9 Saberes Como Ela Gira)\u00a0"},"content":{"rendered":"\n

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Ao escrever sobre o Imposto Sobre a Compet\u00eancia<\/strong><\/a>, percebi que a minha busca pela excel\u00eancia tinha um efeito colateral perigoso: eu via o ambiente corporativo como um jogo de soma zero, onde a minha agilidade deveria, obrigatoriamente, sobrepor-se \u00e0 cultura instalada.<\/p>\n\n\n\n

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Ao reviver esses epis\u00f3dios, lembrei-me de um momento espec\u00edfico em que a minha \u00e2nsia por ser o salvador da p\u00e1tria” causou exatamente o efeito contr\u00e1rio. <\/p>\n\n\n\n

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A\u00a0verdade\u00a0\u00e9 que,\u00a0quando\u00a0somos\u00a0novos,\u00a0confundimos\u00a0compet\u00eancia\u00a0com\u00a0ativismo.\u00a0<\/p>\n\n\n\n

Queremos\u00a0mudar o\u00a0mundo\u00a0na\u00a0segunda-feira\u00a0de\u00a0manh\u00e3,\u00a0sem\u00a0perceber\u00a0que a\u00a0empresa\u00a0n\u00e3o\u00a0\u00e9 um software que se\u00a0reinstala; \u00e9 um\u00a0organismo\u00a0vivo com\u00a0mem\u00f3ria,\u00a0cultura\u00a0e,\u00a0muitas\u00a0vezes, traumas\u00a0acumulados.\u00a0\u00a0<\/p>\n\n\n\n

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“A\u00a0resist\u00eancia\u00a0\u00e0\u00a0mudan\u00e7a\u00a0est\u00e1\u00a0profundamente\u00a0<\/p>\n\n\n\n

enraizada\u00a0na forma\u00a0como\u00a0o\u00a0c\u00e9rebro\u00a0percebe\u00a0a\u00a0incerteza, <\/p>\n\n\n\n

o\u00a0risco\u00a0e as\u00a0din\u00e2micas\u00a0sociais.\u00a0<\/p>\n\n\n\n

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Fatores\u00a0psicol\u00f3gicos\u00a0<\/p>\n\n\n\n

como\u00a0a\u00a0avers\u00e3o\u00a0\u00e0\u00a0perda, o vi\u00e9s do\u00a0status\u00a0quo, a\u00a0reat\u00e2ncia, a\u00a0perce\u00e7\u00e3o\u00a0de\u00a0injusti\u00e7a\u00a0e a\u00a0conformidade\u00a0social\u00a0moldam\u00a0a forma\u00a0como\u00a0os\u00a0colaboradores\u00a0reagem\u00a0<\/p>\n\n\n\n

\u00e0\u00a0mudan\u00e7a. <\/p>\n\n\n\n

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Ao\u00a0compreender\u00a0estes\u00a0mecanismos, as\u00a0organiza\u00e7\u00f5es\u00a0podem\u00a0ir\u00a0al\u00e9m\u00a0das\u00a0estrat\u00e9gias\u00a0<\/p>\n\n\n\n

gen\u00e9ricas\u00a0de\u00a0mudan\u00e7a\u00a0e\u00a0implementar\u00a0<\/p>\n\n\n\n

interven\u00e7\u00f5es\u00a0que se\u00a0alinhem\u00a0com a forma\u00a0natural\u00a0como\u00a0as\u00a0pessoas\u00a0pensam\u00a0e se\u00a0comportam.”<\/p>\n(Arangath, 2026) <\/cite><\/blockquote>\n\n\n\n

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Neste blog,\u00a0procuro\u00a0refletir\u00a0sobre a\u00a0minha\u00a0trajet\u00f3ria\u00a0profissional\u00a0e os\u00a0desafios\u00a0que\u00a0tive\u00a0de\u00a0enfrentar\u00a0para me\u00a0tornar\u00a0um\u00a0colaborador\u00a0<\/p>\n\n\n\n

mais\u00a0estrat\u00e9gico\u00a0e\u00a0menos… “sofredor”.<\/p>\n\n\n\n

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Antes de tentares implementar a solu\u00e7\u00e3o “revolucion\u00e1ria” que aprendeste na universidade, precisas de entender que a roda, por mais desgastada que pare\u00e7a, est\u00e1 a sustentar o movimento. <\/p>\n\n\n\n

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\u201cN\u00e3o retire uma cerca antes de saber por que raz\u00e3o foi colocada.\u201d<\/p>\n(Parrish, 2025) <\/cite><\/blockquote>\n\n\n\n

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1. O P\u00e2nico: Uma V\u00e9spera de Tudo ou Nada<\/em> <\/h2>\n\n\n\n
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Eram\u00a0tr\u00eas\u00a0da\u00a0manh\u00e3. <\/p>\n\n\n\n

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O\u00a0sil\u00eancio\u00a0do\u00a0meu\u00a0quarto\u00a0era\u00a0interrompido\u00a0apenas\u00a0pelo\u00a0som\u00a0dos\u00a0atalhos\u00a0no\u00a0teclado\u00a0para\u00a0saltar\u00a0entre\u00a0tabelas\u00a0de Excel e o\u00a0PowerBI. Os meus\u00a0olhos\u00a0ardiam.\u00a0<\/p>\n\n\n\n

Eu\u00a0sabia\u00a0que,\u00a0dali\u00a0a\u00a0poucas\u00a0horas,\u00a0teria\u00a0de\u00a0enfrentar\u00a0a\u00a0pessoa\u00a0mais\u00a0poderosa\u00a0da\u00a0empresa\u00a0e\u00a0uma\u00a0sala\u00a0cheia\u00a0de\u00a0diretores.\u00a0<\/p>\n\n\n\n

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A\u00a0empresa\u00a0estava\u00a0num\u00a0ponto\u00a0cr\u00edtico. O\u00a0mercado\u00a0tinha\u00a0mudado, as\u00a0press\u00f5es\u00a0<\/p>\n\n\n\n

externas\u00a0eram\u00a0sufocantes\u00a0e a CEO\u00a0tinha\u00a0convocado\u00a0aquela\u00a0reuni\u00e3o\u00a0com um\u00a0prop\u00f3sito\u00a0claro:\u00a0deixar\u00a0todos\u00a0conscientes de que o “neg\u00f3cio\u00a0como\u00a0sempre”\u00a0tinha\u00a0acabado.\u00a0<\/p>\n\n\n\n

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Precis\u00e1vamos\u00a0de\u00a0novos\u00a0modus operandi<\/em>.\u00a0<\/p>\n\n\n\n

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O\u00a0problema? O que eu\u00a0ia\u00a0apresentar\u00a0n\u00e3o\u00a0tinha\u00a0passado\u00a0por\u00a0nenhum\u00a0crivo.\u00a0<\/p>\n\n\n\n

Decidi,\u00a0por\u00a0conta\u00a0pr\u00f3pria, que o\u00a0sistema\u00a0de reporte\u00a0atual\u00a0era\u00a0ineficiente\u00a0e que eu\u00a0ia\u00a0“salvar” o\u00a0departamento\u00a0com\u00a0uma\u00a0solu\u00e7\u00e3o\u00a0revolucion\u00e1ria\u00a0criada\u00a0em\u00a048 horas. O\u00a0p\u00e2nico\u00a0n\u00e3o\u00a0era\u00a0t\u00e9cnico;\u00a0era\u00a0o peso do\u00a0risco.\u00a0Eu\u00a0n\u00e3o\u00a0tinha\u00a0enviado\u00a0nada ao\u00a0meu\u00a0chefe\u00a0de\u00a0antem\u00e3o. Ele\u00a0ia\u00a0ver o\u00a0meu\u00a0“brilhantismo” ao\u00a0mesmo\u00a0tempo que a CEO,\u00a0num\u00a0momento\u00a0em\u00a0que a\u00a0empresa\u00a0n\u00e3o\u00a0podia\u00a0dar-se\u00a0ao\u00a0luxo\u00a0de\u00a0errar.\u00a0<\/p>\n\n\n\n

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2. O Sucesso Amargo<\/em> <\/h2>\n\n\n\n
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Quando\u00a0entrei\u00a0na sala, o\u00a0ar\u00a0parecia\u00a0el\u00e9trico.\u00a0Cadeiras\u00a0<\/p>\n\n\n\n

ocupadas,\u00a0pessoas\u00a0de\u00a0p\u00e9\u00a0contra a\u00a0parede, a CEO \u00e0\u00a0cabeceira\u00a0com um\u00a0olhar que\u00a0exigia\u00a0evolu\u00e7\u00e3o.\u00a0Eu\u00a0comecei\u00a0a\u00a0falar\u00a0\u2014\u00a0estrat\u00e9gia,\u00a0segmenta\u00e7\u00e3o,\u00a0implementa\u00e7\u00e3o<\/em>\u00a0\u2014 e\u00a0mostrei\u00a0os\u00a0dados\u00a0de\u00a0uma\u00a0forma que\u00a0ningu\u00e9m\u00a0ali\u00a0tinha\u00a0visto\u00a0antes.\u00a0<\/p>\n\n\n\n

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Foi um “home run<\/em>“. <\/p>\n\n\n\n

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Os\u00a0diretores\u00a0queriam\u00a0o\u00a0modelo. A CEO\u00a0viu\u00a0ali\u00a0<\/p>\n\n\n\n

o\u00a0tipo\u00a0de\u00a0inova\u00e7\u00e3o\u00a0que\u00a0estava\u00a0a\u00a0pedir. Aos\u00a0olhos\u00a0de\u00a0todos,\u00a0eu\u00a0era\u00a0o\u00a0prod\u00edgio. Mas o\u00a0meu\u00a0chefe\u00a0n\u00e3o\u00a0estava\u00a0a\u00a0sorrir.\u00a0<\/p>\n\n\n\n

No final do dia,\u00a0ele\u00a0chamou-me ao\u00a0gabinete. <\/p>\n\n\n\n

Eu\u00a0ia\u00a0preparado\u00a0para o\u00a0elogio, mas\u00a0recebi\u00a0um\u00a0diagn\u00f3stico:\u00a0<\/p>\n\n\n\n

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“\u00c9s um procrastinador.”<\/strong> <\/p>\n(O meu chefe, na altura)<\/cite><\/blockquote>\n\n\n\n

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Na altura, o meu ego explodiu. Como!? Eu trabalhei 20 horas por dia! Eu entreguei a “inova\u00e7\u00e3o” que a CEO exigia!  <\/p>\n\n\n\n

Mas a ficha\u00a0s\u00f3\u00a0caiu\u00a0muito\u00a0mais tarde:\u00a0ele\u00a0tinha\u00a0toda\u00a0a\u00a0raz\u00e3o. <\/p>\n\n\n\n

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Ao\u00a0ignorar\u00a0o\u00a0processo\u00a0para “fazer\u00a0melhor”, eu\u00a0tinha\u00a0agido\u00a0com\u00a0uma\u00a0arrog\u00e2ncia t\u00e9cnica\u00a0perigosa.<\/p>\n\n\n\n

Se um\u00a0dado\u00a0estivesse\u00a0errado, o\u00a0meu\u00a0chefe\u00a0n\u00e3o\u00a0teria\u00a0tido\u00a0tempo de me\u00a0proteger.\u00a0Num\u00a0ponto\u00a0cr\u00edtico\u00a0da\u00a0empresa,\u00a0eu\u00a0escolhi\u00a0ser\u00a0brilhante\u00a0em\u00a0vez\u00a0de\u00a0ser seguro.\u00a0<\/p>\n\n\n\n

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3. A Li\u00e7\u00e3o: N\u00e3o Reinventes a Roda <\/h2>\n\n\n\n

…At\u00e9 Saberes Como Ela Gira<\/em><\/h3>\n\n\n\n
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No in\u00edcio, eu era o gajo que tentava reinventar a roda a cada segunda-feira. Entrava nos projetos com o “S\u00edndrome do Salvador”, convencido de que a minha velocidade e a minha vis\u00e3o eram exatamente o que a empresa precisava para se livrar das suas inefici\u00eancias. <\/p>\n\n\n\n

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Mas\u00a0depois\u00a0de\u00a0bater\u00a0com a\u00a0cabe\u00e7a\u00a0na\u00a0parede\u00a0\u2014\u00a0especialmente\u00a0ap\u00f3s\u00a0o choque de\u00a0realidade\u00a0daquela\u00a0reuni\u00e3o\u00a0\u2014, eu\u00a0mudei.\u00a0Adaptei-me.\u00a0Percebi\u00a0que o\u00a0ativismo\u00a0cego\u00a0n\u00e3o\u00a0funcionava,\u00a0por\u00a0isso\u00a0parei\u00a0de\u00a0tentar\u00a0recriar\u00a0tudo\u00a0do\u00a0zero.\u00a0<\/p>\n\n\n\n

Em\u00a0vez\u00a0disso,\u00a0decidi\u00a0focar\u00a0toda\u00a0a\u00a0minha\u00a0energia\u00a0em\u00a0aprender\u00a0exatamente\u00a0como\u00a0a roda da\u00a0empresa\u00a0girava, com\u00a0todas\u00a0as suas\u00a0imperfei\u00e7\u00f5es.\u00a0<\/p>\n\n\n\n

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Essa\u00a0mudan\u00e7a\u00a0de\u00a0postura\u00a0e o\u00a0foco\u00a0em entregar\u00a0resultados consistentes\u00a0deram-me\u00a0reputa\u00e7\u00e3o.\u00a0Comecei\u00a0a\u00a0ser\u00a0visto\u00a0como\u00a0<\/p>\n\n\n\n

uma\u00a0autoridade\u00a0dentro\u00a0do\u00a0departamento\u00a0e, a\u00a0certa altura, a\u00a0gest\u00e3o\u00a0come\u00e7ou\u00a0a\u00a0confiar-me\u00a0uma\u00a0responsabilidade importante:\u00a0fazer\u00a0o\u00a0onboarding<\/em>\u00a0dos\u00a0novos\u00a0colaboradores\u00a0que\u00a0entravam\u00a0para a\u00a0equipa.\u00a0<\/p>\n\n\n\n

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Foi\u00a0a\u00ed\u00a0que a\u00a0hist\u00f3ria\u00a0ganhou\u00a0uma\u00a0nova\u00a0camada. <\/p>\n\n\n\n

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No\u00a0come\u00e7o,\u00a0quando\u00a0eu\u00a0recebia\u00a0estes\u00a0rec\u00e9m-chegados\u00a0\u2014 que\u00a0vinham\u00a0com a\u00a0mesma\u00a0urg\u00eancia, a\u00a0mesma\u00a0frustra\u00e7\u00e3o\u00a0com os\u00a0processos\u00a0e o\u00a0mesmo\u00a0“S\u00edndrome\u00a0do Salvador” que eu\u00a0costumava\u00a0ter \u2014, o\u00a0meu\u00a0conselho\u00a0era\u00a0um\u00a0espelho\u00a0da\u00a0li\u00e7\u00e3o\u00a0que eu\u00a0tinha\u00a0dado\u00a0a\u00a0mim\u00a0pr\u00f3prio:\u00a0<\/p>\n\n\n\n

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“N\u00e3o reinventes a roda.”<\/em> <\/p>\n(Algu\u00e9m, nos anos 50)<\/cite><\/blockquote>\n\n\n\n

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Eu\u00a0sentava-me com\u00a0eles\u00a0e\u00a0explicava\u00a0o\u00a0b\u00e1sico:\u00a0<\/p>\n\n\n\n

“De\u00a0certeza\u00a0absoluta\u00a0que\u00a0algu\u00e9m\u00a0nesta\u00a0empresa\u00a0j\u00e1\u00a0teve\u00a0o\u00a0mesmo\u00a0problema\u00a0que<\/em> est\u00e1s\u00a0a\u00a0tentar\u00a0resolver\u00a0agora. O\u00a0teu\u00a0trabalho\u00a0hoje\u00a0n\u00e3o\u00a0\u00e9\u00a0criar\u00a0um\u00a0m\u00e9todo\u00a0novo; encontrares\u00a0essa\u00a0pessoa,\u00a0entenderes\u00a0o\u00a0m\u00e9todo\u00a0dela\u00a0e\u00a0usares\u00a0o que\u00a0j\u00e1\u00a0funciona.”<\/em>\u00a0<\/p>\n\n\n\n

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E a\u00a0verdade\u00a0\u00e9 que este\u00a0conselho\u00a0funcionava.\u00a0<\/p>\n\n\n\n

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Evitava\u00a0que\u00a0eles\u00a0queimassem\u00a0pontes logo no\u00a0in\u00edcio\u00a0e\u00a0poupava-lhes\u00a0imensa\u00a0frustra\u00e7\u00e3o.\u00a0<\/p>\n\n\n\n

Mas o tempo\u00a0continuou\u00a0a\u00a0passar.\u00a0Onboardei\u00a0mais\u00a0pessoas,\u00a0acumulei\u00a0<\/p>\n\n\n\n

experi\u00eancias\u00a0mais\u00a0profundas\u00a0e\u00a0percebi\u00a0que esse\u00a0conselho,\u00a0embora\u00a0\u00fatil\u00a0para a\u00a0sobreviv\u00eancia\u00a0inicial,\u00a0era\u00a0incompleto.\u00a0Hoje, a\u00a0minha\u00a0abordagem\u00a0evoluiu\u00a0e\u00a0ganhou\u00a0<\/p>\n\n\n\n

uma\u00a0segunda\u00a0parte\u00a0obrigat\u00f3ria:\u00a0<\/p>\n\n\n\n

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“N\u00e3o reinventes a roda. Pelo menos at\u00e9 aprenderes como ela gira.”<\/em> <\/p>\n(Eu, armado em sabich\u00e3o, 2025)<\/cite><\/blockquote>\n\n\n\n

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O que eu tento transmitir aos novos profissionais agora \u00e9 uma vis\u00e3o muito mais estrat\u00e9gica: a inefici\u00eancia corporativa \u00e9, na verdade, uma vantagem para quem \u00e9 esperto. Se um processo \u00e9 lento e imperfeito, significa que a curva de aprendizagem para o dominares \u00e9 incrivelmente baixa. <\/p>\n\n\n\n

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Em\u00a0vez\u00a0de te\u00a0irritares\u00a0com a\u00a0falha\u00a0do\u00a0sistema,\u00a0aproveita-te\u00a0dela. Entra no\u00a0fluxo, domina o\u00a0processo\u00a0atual\u00a0at\u00e9\u00a0seres\u00a0o\u00a0melhor\u00a0nele, entende os\u00a0bastidores\u00a0do\u00a0porqu\u00ea\u00a0de\u00a0ele\u00a0ser\u00a0assim\u00a0e\u00a0mapeia\u00a0onde\u00a0est\u00e3o\u00a0os\u00a0<\/p>\n\n\n\n

verdadeiros estrangulamentos.\u00a0<\/p>\n\n\n\n

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S\u00f3 quando tiveres o controlo total da roda \u00e9 que tens a legitimidade e o conhecimento real para propor melhorias. Se come\u00e7ares a implementar as tuas mudan\u00e7as assim \u2014 de forma gradual, slow and steady<\/em>, com paci\u00eancia \u2014, vais perceber que a empresa, enquanto sistema, n\u00e3o vai rejeitar a tua inova\u00e7\u00e3o. Pelo contr\u00e1rio: ela vai absorv\u00ea-la como uma evolu\u00e7\u00e3o natural. <\/p>\n\n\n\n

\n

“Introduza\u00a0pequenos\u00a0ajustes graduais,\u00a0em\u00a0vez\u00a0de\u00a0mudan\u00e7as\u00a0radicais\u00a0e\u00a0<\/p>\n\n\n\n

avassaladoras.\u00a0<\/p>\n\n\n\n

<\/div>\n\n\n\n

Aproveitar\u00a0a\u00a0forma\u00e7\u00e3o\u00a0de\u00a0h\u00e1bitos\u00a0<\/p>\n\n\n\n

atrav\u00e9s\u00a0da\u00a0repeti\u00e7\u00e3o, da\u00a0consist\u00eancia\u00a0e do\u00a0refor\u00e7o\u00a0ajuda\u00a0a que os\u00a0novos\u00a0comportamentos\u00a0<\/p>\n\n\n\n

se\u00a0tornem\u00a0algo\u00a0natural.”\u00a0\u00a0<\/p>\n(Arangath, 2026)<\/cite><\/blockquote>\n\n\n\n

<\/div>\n\n\n\n

Refer\u00eancias: <\/h2>\n\n\n\n

1.Sobre procurar entender algo antes de mud\u00e1-lo:<\/strong> Parrish, S. (2025, December 8). Chesterton\u2019s Fence: A lesson in Thinking<\/em>. Farnam Street. https:\/\/fs.blog\/chestertons-fence\/<\/a> <\/p>\n\n\n\n

2. Sobre o S\u00edndrome de Her\u00f3i\/Salvador no escrit\u00f3rio:<\/strong> Insua, N. (2022, November 12). Hero syndrome in the workplace<\/em>. Expansive. https:\/\/expansive.com\/hero-syndrome-in-the-workplace\/<\/a> <\/p>\n\n\n\n

3. Resist\u00eancia \u00e0 mudan\u00e7as\/mudan\u00e7a gradual: <\/strong>Arangath, C., & Arangath, C. (2026, January 23). The psychology of resistance to change<\/em>. Neurofied. https:\/\/neurofied.com\/the-psychology-of-resistance-to-change\/<\/a> <\/p>\n\n\n\n

4. Mais sobre mudan\u00e7a gradual:<\/strong> The duality of incremental change: Embracing the good and evil – CHART<\/em>. (2023, August 9). https:\/\/www.chart.org\/training-tools-and-resources\/members-blog.html\/2023\/08\/09\/the-duality-of-incremental-change-embracing-the-good-and-evil\/<\/a> <\/p>\n","protected":false},"excerpt":{"rendered":"

Quando entramos no mundo corporativo, \u00e9 f\u00e1cil cair no ‘S\u00edndrome do Salvador’ e tentar mudar tudo do zero. Mas a pressa cega pode sabotar a tua carreira. Neste artigo, partilho a minha jornada de matura\u00e7\u00e3o: como passei do ativismo corporativo para uma estrat\u00e9gia de mudan\u00e7a incremental inspirada na Cerca de Chesterton. Descobre como podes usar as pr\u00f3prias inefici\u00eancias do sistema a teu favor para criar impacto real, slow and steady.<\/p>\n","protected":false},"author":124,"featured_media":112,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[16],"tags":[14,29,30,28,20,15,21,19],"class_list":["post-108","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-observacoes","tag-angola","tag-carreira","tag-carreiraprofissional","tag-cercadechesterton","tag-corporate-drama","tag-desenvolvimento","tag-estrategia","tag-observations"],"yoast_head":"\nN\u00e3o Reinventes a Roda (At\u00e9 Saberes Como Ela Gira)\u00a0 - SIMPLE TUAMMI<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/simpletuammi.ao\/index.php\/2026\/06\/05\/nao-reinventes-a-roda\/\" \/>\n<meta property=\"og:locale\" content=\"pt_PT\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"N\u00e3o Reinventes a Roda (At\u00e9 Saberes Como Ela Gira)\u00a0 - SIMPLE TUAMMI\" \/>\n<meta property=\"og:description\" content=\"Quando entramos no mundo corporativo, \u00e9 f\u00e1cil cair no 'S\u00edndrome do Salvador' e tentar mudar tudo do zero. 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Quando n\u00e3o est\u00e1 a projetar novos modelos de neg\u00f3cio ou a escrever nas suas \"Observa\u00e7\u00f5es\", encontra o seu equil\u00edbrio no ritmo da guitarra e na composi\u00e7\u00e3o, acreditando que a criatividade \u00e9 o motor invis\u00edvel de qualquer inova\u00e7\u00e3o.","url":"https:\/\/simpletuammi.ao\/index.php\/author\/michael-cortez\/"}]}},"_links":{"self":[{"href":"https:\/\/simpletuammi.ao\/index.php\/wp-json\/wp\/v2\/posts\/108","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/simpletuammi.ao\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/simpletuammi.ao\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/simpletuammi.ao\/index.php\/wp-json\/wp\/v2\/users\/124"}],"replies":[{"embeddable":true,"href":"https:\/\/simpletuammi.ao\/index.php\/wp-json\/wp\/v2\/comments?post=108"}],"version-history":[{"count":9,"href":"https:\/\/simpletuammi.ao\/index.php\/wp-json\/wp\/v2\/posts\/108\/revisions"}],"predecessor-version":[{"id":125,"href":"https:\/\/simpletuammi.ao\/index.php\/wp-json\/wp\/v2\/posts\/108\/revisions\/125"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/simpletuammi.ao\/index.php\/wp-json\/wp\/v2\/media\/112"}],"wp:attachment":[{"href":"https:\/\/simpletuammi.ao\/index.php\/wp-json\/wp\/v2\/media?parent=108"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/simpletuammi.ao\/index.php\/wp-json\/wp\/v2\/categories?post=108"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/simpletuammi.ao\/index.php\/wp-json\/wp\/v2\/tags?post=108"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}