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English to French Portuguese to Spanish Portuguese to French Spanish to English French to English Portuguese to English Spanish (monolingual) French (monolingual) English (monolingual) Portuguese (monolingual) German to Spanish German to French German to English Italian to English Italian to French
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Sample translations submitted: 4
French to English: Peuples et identités General field: Social Sciences
Source text - French
Peuples et identités.
Deux conceptions concernant le peuple européen manquant et à venir sont en présence dans le livre de Philippe Mengue. Une conception post-nationale qui tend à le dissoudre dans une humanité mondiale dont il serait l’étape préparatoire et comme la préfiguration de son organisation politique, et une conception qui tend à constituer en une grande Nation l’ensemble des peuples européens.
Dans une première partie, l’auteur explore progressivement l’espace de fuite, il constate que le sentiment d’appartenance suppose un minimum d’identité collective, dans le cas contraire on trouve des peuples qui « ne veulent pas ou plus vivre ensemble ». Pour penser la possibilité de cette identité il propose deux arguments qui viennent directement de Paul Ricœur : l’identité est purement relative et l’identité est de l’ordre d’une ipséité.
Plus précisément, l’universel ne peut être atteint ou plutôt visé que dans l’ouverture propre à des peuples particuliers envers d’autres peuples particuliers, ce qui suppose la préservation de leurs traditions culturelles et la traduction de l’une à l’autre, ce qui implique à chaque fois un acte original créatif d’hétérogenèse, réellement inventif de soi à travers une fabulation où est engagé le meilleur des arts et des mémoires historiques propres à chacun de ces peuples.
Comment dans ces conditions, pourra-t-il se faire que quelque chose comme « l’Europe » naisse ? Nous assistons apparemment à une querelle que certains pourraient somme toute trouver naturelle ou habituelle entre la pensée de Nietzsche (fabuler des images qui font de l’effet) et celle de Gilles Deleuze (l’interdiction de légender).
https://www.fabula.org/revue/document4243.php
Translation - English Communities and identities.
Two conceptions are at hand in Philippe Mengue's book regarding the missing and up-coming European people. A post-national conception that aims to dissipate it in a global humanity for which it would be the preparatory stage and as a prefiguration of its political organization, and a conception that aspires to transform all the European peoples into a great nation.
In the first part, the author gradually explores the space of escape, he notes that the feeling of belonging involves a minimum of collective identity, otherwise we find nations that "do not want to live together or no longer do so". To think about the possibility of this identity, he suggests two arguments that come directly from Paul Ricoeur: identity is purely relative and identity is of the order of an ipseity.
More accurately, the universal can only be achieved or rather targeted in the openness proper to particular peoples towards other particular peoples, which presupposes the preservation of their cultural traditions and the translation from one to the other, which implies each time an original creative act of heterogeneity, truly creative of itself through a fable where is engaged the best of the arts and historical memories proper to each of these peoples.
How can it be that something like "Europe" will be born under these conditions? We are apparently witnessing a controversy that some may find natural or usual between Nietzsche's thinking (making images that have an effect) and Gilles Deleuze's (banning captions).
https://www.fabula.org/revue/document4243.php
English to Spanish: Aligning the culture summaring General field: Bus/Financial
Source text - English When the corporate culture is not aligned with the goals and strategies of an organization working toward renewal efforts, frustration is the likely outcome. The corporate cultures of organizations have a powerful influence over how things get done. Ideally, we want to be sure that our values and operating principles translate correctly into the norms and behaviours off day-to-day life on the job.
These norms and values need to reflect what is necessary in technology-enabled virtual environments. Therefore, we need to consider new ways of dealing with distance and diversity and news ways of collaborating, communicating and teaming.
To ensure that the norms and behaviours of the organization are in alignment with the new vision and values of the renewal effort, a radical change in the culture may be required. This change requires a system approach such as the 4D process (Diagnosis, Develop, Delivery and Determination).
Leaders who want to align their culture not only need to articulate the cultural requeriments for success, but they also need to create a cultural revolution to have any hopes of achieving them.
This revolution imposes new demands on leaders. In addition to Management By Walking Around (MBWA), the virtual leader has to Lead by Flying Around (LBFA) and Lead by Surfing Around (LBSA).
These new leadership requeriments means new skills and abilities for the already-buffeted corporate executive. And, to add insult to injury, virtual executives will need to invite 360-degree feedback from their global constituents that will expose their strengths and weaknesses on the cultural variables required for success in the virtual world.
In the companies that are engaging in changing corporate culture efforts in order to compete in his global whitewater, the surviving managers are finding that the “old ways of doing things” are largely obsolete. In the scramble to stay competitive and to meet these new challenges, the skills in this book will help leaders navigate the blind comers and forked roads they face on a daily basis.
Remember, there are three simple principles in culture change:
1. Engage people in a meaningful dialogue about the culture they want and need to succeed.
2. Build core values into everything.
3. Measure progress.
Translation - Spanish Cuando la cultura corporativa no está alineada con los objetivos y las estrategias de una organización que trabaja hacia esfuerzos de renovación, la frustración es el resultado probable. Las culturas corporativas de las organizaciones tienen una poderosa influencia sobre cómo se hacen las cosas. Idealmente, queremos asegurarnos de que nuestros valores y principios operativos se traduzcan correctamente en las normas y comportamientos de la vida cotidiana en el trabajo.
Estas normas y valores deben reflejar lo que es necesario en tecnología habilitada entornos virtualizados. Por lo tanto, debemos considerar nuevas formas de lidiar con la distancia y la diversidad y nuevas formas de colaboración, comunicación y trabajo en equipo.
Para garantizar que las normas y los comportamientos de la organización estén alineados con la nueva visión y los valores del esfuerzo de renovación, puede requerirse un cambio radical en la cultura. Este cambio requiere un enfoque de sistema como el proceso 4D (Diagnóstico, Desarrollo, Entrega y Determinación).
Los líderes que desean alinear su cultura no solo necesitan articular los requisitos culturales para el éxito, sino que también deben crear una revolución cultural para tener alguna esperanza de lograrlos.
Esta revolución impone nuevas demandas a los líderes. Además de Management By Walking Around (MBWA), el líder virtual tiene que liderar Flying Flying (LBFA) y Lead by Surfing Around (LBSA).
Estos nuevos requisitos de liderazgo significan nuevas habilidades y capacidades para el ejecutivo corporativo que ya está abofeteado. Y, para agregar insultos a las lesiones, los ejecutivos virtuales deberán invitar a 360 grados de sus constituyentes globales a exponer sus fortalezas y debilidades en las variables culturales necesarias para el éxito en el mundo virtual.
En las compañías que se comprometen a cambiar los esfuerzos de la cultura corporativa para competir en su aguas bravas mundiales, los gerentes sobrevivientes están descubriendo que las "viejas formas de hacer las cosas" son en gran parte obsoletas. En la lucha por mantener la competitividad y enfrentar estos nuevos desafíos, las habilidades en este libro ayudarán a los líderes a navegar por las personas ciegas y los caminos bifurcados que enfrentan a diario.
Recuerda, hay tres principios simples en el cambio de cultura:
1. Involucrar a las personas en un diálogo significativo sobre la cultura que quieren y necesitan para tener éxito.
2. Construir valores fundamentales en todo.
3. Medir el progreso.
Spanish to English: LA GENETICA DEL CANCER General field: Medical
Source text - Spanish LA GENETICA DEL CANCER. De que manera el cancer puede desarrollarse en su familia.
Si le preocupa que el cancer pueda afectar a su familia.
Es muy importante recordar lo habitual que es el cancer. Muchos de nuestros familiares tienen cancer. Lo cual no siempre significa que exista un gen cancerigeno en su familia, o que se tenga un alto riesgo de desarrollar cancer.
Si esta preocupado por el patron de cancer en su familia, hable con su Centro Medico. Ellos le preguntaran sobre los familiares de sangre cercanos que hayan tenido cancer. Familiares cercanos de sangre son sus padres, hermanos, hermanas, hijos, tios, tias y abuelos. Las personas con relacion matrimonial no son cercanos de sangre.
Su Centro Medico va a usar la informacion relativa a su familia para valorar su riesgo de cancer. Si su Centro Medico considera que existe un riesgo de cancer en su familia, podran enviarlo a un especialista en genetica. Puede ser a una clinica de cancer familiar o una clinica de cancer genetico.
Cuando puede desarrollarse el cancer en una familia.
Entre los signos de que su familia puede tener un gen cancerigeno hereditario estarian los siguientes:
-Dos o mas familiares de sangre en la misma parte de la familia han padecido el mismo tipo de cancer.
-Ciertos grupos de cancer han afectado a una parte de la familia.
-Un familiar cercano ha tenido mas de un cancer primario. Esto significa que han tenido cancer dos veces, no que ese cancer se haya extendido a otra parte del cuerpo.
-Miembros de su familia han padecido cancer en una edad muy temprana.
Translation - English CANCER GENETICS. How cancer may run in a family.
If you are worried about cancer in your family.
It is important to remember that cancer is very common. Most of us have relatives who had cancer. This does not always mean there is a cancer gene in your family, or that you have a much higher risk of developing cancer.
If you are worried about the pattern of cancer in your family, talk to your GP. They will ask you about any close blood relatives who have had cancer. Close blood relatives are your parents, brothers, sisters, children, aunts, uncles and grandparents. People you are related to by marriage are not blood relatives.
Your GP will use the information about your family to assess your risk of cancer. If your GP thinks there is a chance that cancer may run in your family, they can refer you to a genetics specialist. This could be in a family cancer clinic or a cancer genetics clinic.
When cancer may run in a family.
Signs that your family may have an inherited cancer gene include the following:
-Two or more blood relatives on the same side of the family had the same type of cancer.
-Certain groups of cancers have affected one side of the family.
-A close relative has had more than one primary cancer. This means they have had cancer twice, not that one cancer has spread to another part of the body.
-Members of your family have had cancer at an unusually young age.
English to Spanish: Diabetic retinopathy - the facts General field: Medical
Source text - English Summary
Diabetic retinopathy affects your sight by damaging the small blood vessels at the back of the eye.
-Diabetic retinopathy progresses with time but may not cause symptoms until it is quite far gone.
-Laser treatment for sight-threatening diabetic retinopathy can reduce the risk of you losing your sight.
-Looking after your diabetes can reduce the risk of you developing diabetic retinopathy and slow the
rate at which it happens.
Why is diabetic retinopathy important?
- Diabetic retinopathy can affect your sight and is still a significant cause of blindness in the working population.
-Laser treatment for sight-threatening retinopathy reduces the risk of you losing your sight but needs to be given at the appropriate stage and ideally before your vision has been affected.
What does diabetic retinopathy look like?
The earliest changes called background retinopathy. Small changes develop on the blood vessels and look like tiny red dots. These are called microaneurysms. Larger red dots are called retinal haemorrhages. They lie within the retina and are very like a bruise on your skin. Background retinopathy does not affect your sight and does not need treatment. However, you should make sure that you go for screening every year.
As time go by, your blood vessels may become constricted and the retina may become starved of oxygen and nutrition. Different signs can be seen in the retina at different stages during this progression. These are called pre-proliferative retinopathy. You will be referred to the hospital for more examinations if we find signs of pre-proliferative retinopathy.
Translation - Spanish Resumen
-La retinopatía diabética se desarrolla con el tiempo, pero puede no causar síntomas hasta que haya avanzado ya mucho.
-El tratamiento con láser para la retinopatía diabética que amenaza la vista puede reducir el riesgo de perder la vista.
-Cuidar de su diabetes puede reducir el riesgo de desarrollar retinopatía diabética y disminuir la velocidad a la que ésta ocurre.
¿Por qué es importante la retinopatía diabética?
-La retinopatía diabética puede dañar la vista y sigue siendo una causa muy significativa de ceguera en la población activa.
-El tratamiento con láser para la retinopatía que amenaza la vista reduce el riesgo de que usted pierda la visión, pero debe administrarse en la etapa apropiada e idealmente antes de que su visión haya sido afectada.
¿Cómo se manifiesta la retinopatía diabética?
Los cambios más tempranos se llaman retinopatía de rebote. Se desarrollan pequeños cambios en los vasos sanguíneos que lucen como pequeños puntos rojos. Éstos se denominan microaneurismas.
Los puntos rojos más grandes se denominan hemorragias retinianas. Se encuentran dentro de la retina y son como un moratón en la piel. La retinopatía de rebote no afecta la vista y no necesita tratamiento. Sin embargo, debería asegurarse de hacerse la prueba de evaluación todos los años.
Con el paso del tiempo, los vasos sanguíneos pueden estrecharse y la retina se puede quedar sin oxígeno y sin nutrición. Se pueden ver diferentes signos en la retina en diferentes etapas durante
esta progresión. Esto se denomina retinopatía pre-proliferativa. Usted será derivado al hospital para más exámenes si encontramos signos de retinopatía preproliferativa.
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I have extensive knowledge in a variety of subjects. A consistent translator with seven years of professional experience, I specialize in the following areas of translation: medical terms, financial, IT, marketing content, article writing, blog. Translation of general, legal l and contractual texts. Extensive to business functions such as meetings, mostly coming from English, Spanish, Portuguese and French language, providing online meetings translations by skype business option, face to face or reports/clarifications.
As a linguist I have worked on many different projects. I have a proven history of assisting and translating client solutions or contractual options. Mostly of time, I created fully “translation deal” between Latam countries and extensive main office “English speaker”. Sometimes, I was more aligned with the regular insurance text-translations over Workday support software. Other time at I was doing IT translations coverage such with Aptos. It is a matter of recognizing objectively:
Only accept assignments which they deem themselves competent to carry out to a satisfactory standard.
Disclose any professional limitations which may arise during an assignment and take steps to remedy them or withdraw.
Professionalism and presentation.
Dealing with technical terms.
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