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1
Q

Claim, Data, Warrant

A

Claim=idea, main point. An assertion to be accepted by the reader

Data=support. Explanation or evidence to support the claim

Warrant=connection or bridge. A bridge to link the claim/data unit to the main point

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2
Q

Claims should be…

A
  • stated explicitly
  • phrased appropriately for the audience and situation
  • directly relevant to the objective of the message
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3
Q

Data should be…

A
  • relevant
  • compelling
  • specific
  • varied
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4
Q

Using data…

A
  • Balance evidence that proves with evidence that explains
  • use complementary types of data
  • adapt your data for your audience
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5
Q

Types of Data

A
  • Statistics and other numerical data
  • Personal stories or anecdotes
  • Analogies
  • Examples
  • Quotations of experts (books, interviews)
  • Explanations
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6
Q

What are warrants?

A
  • Warrants are chains of reasoning that connect the claim and data
  • Warrants operate at higher level of generality than a claim or reason
  • Warrants are often implicit– the connection is not stated in words, but is apparent from the way the claim and data are presented
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7
Q

Warrants should be…

A
  • Clear
  • Convincing
  • Apparent to the recipient
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8
Q

Warrants: implicit or explicit?

A

Varies by audience. Resistance

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9
Q

Appeal to false authority

A

Using an authority as evidence in your argument when the authority is not really an authority on the facts relevant to the argument. As the audience, allowing an irrelevant authority to add credibility to the claim being made.

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10
Q

Appeal to popular opinion

A

Using a majority viewpoint to prove the merit of a point

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11
Q

Red Herring

A

Using data that does not relate to the point being made

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12
Q

False Division/Dichotomy

A

Artificially limiting the number of possibilities under consideration

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13
Q

Ad Hominem

A

Attacking the person making the argument rather than addressing the argument itself

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14
Q

Hasty Generalization

A

Using minimal data points to come to a general conclusion

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15
Q

False Analogy

A

Assuming that two things are alike in all respects because they are similar in one respect

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16
Q

Slippery Slope

A

A conclusion based on the premise that if A happens, then eventually through a series of small steps, through B,C, …. X,Y,Z will happen, too, basically equating A and Z. So, if we don’t want Z to occur, A must not be allowed to occur either

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17
Q

Sequential Fallacy

A

Using temporal sequencing to come to the conclusion that a predecessor event has cause a more recent one

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18
Q

Types of Communication Structures

A

Wheel, Y, Circle, Chain, Networked

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19
Q

Networked Communication

A

Advantages:
–Can reach all members in real time
–Each participant has voice
–Democratization effect

Disadvantages:
–Message is “blasted” rather than adapted for audience
–Information overload

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20
Q

Four Steps to Building a Strategic Communications Capability

A
  1. Strong Strategic foundation
    2.Right Set of tools
    What/How/Who model
  2. Development process
  3. Team of people with the right spirit and skill set
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21
Q

Effective Organizational Communication

A
  • Adapt to your audience (tone, content, channel, timing)
  • Plan ahead and create an overall communication plan tied closely to the strategic business plan
  • Identify stakeholders and develop specific communication plan for each.

-Be ready to adapt your plans if
business strategy or business needs change.

22
Q

What/How/Who

A

What=category plans
How=Channel plans
Who=Audience Plans

23
Q

Four Step’s to Persuasion

A
  1. Establish Credibility
  2. Frame common ground (through adaptation)
  3. Provide Evidence
  4. Connect emotionally
24
Q

Persuasion in business

A

People assume persuasion is just for marketing/sales. NOT TRUE

25
Adapt by Emphasizing their benefits
Persuasive adaptiveness measure is a tool for evaluating the extent to which a document addresses key reader concerns. Increase adaptiveness by: 1. Benefits rather than features 2. Cost/benefit 3. Long-term benefits 4. Disadvantages bring advantages
26
Developing Persuasive Argument
1. Adaptation 2. Strategy 3. Support 4. Components
27
Potential disadvantage=advantage
Emphasize what is gained or retained
28
Cost/benefit statement
Emphasize the benefits along with the costs
29
Benefits to greater good
Emphasize benefits to the community
30
Long-term cost effectiveness
Emphasize how initial cost saves money in the long run
31
Strategy
Emotional=data driven Or logical= appeal to aspirations
32
Emotional (strategy)
- Audience is concerned with values, moral choices - Situation involves wellbeing or satisfaction - Intangible benefits are most important
33
Logical (strategy)
- Audience is interested in facts or figures - Financial concerns are important - Emotional appeals may be considered manipulative
34
Support
``` Subjective= Testimony, stories, analogies, visual images Objective= data, facts, figures ```
35
Individual (cultural dimension)
members prioritizing individual needs and goals over the needs of the group. typical of LC cultures
36
Collective (cultural dimension)
members are integrated into strong, cohesive in-groups, often extended families. prioritize group needs of individual needs. typical of HC cultures
37
Low Context
meanings are explicitly stated through language. Characterized by direct and linear communication and by the constant and sometimes never-ending use of words. Communication is direct, precise, dramatic, open, and based on feelings or true intentions.
38
High Context
-communication style is influenced by the closeness of human relationships, well-structure social hierarchy, and strong behavioral norms. -Internal meaning is usually embedded deep in info, so not everything is explicitly stated. listener is expected to be able to read "between the lines". - People tend to speak one after another in a linear way. few interruptions. - Communication is indirect, ambiguous, harmonious, reserved and understated. -greater confidence is placed in the non-verbal aspects of communication than in the verbal
39
Linear active
- Calm, factual and decisive planners - task oriented, highly organized - one thing at a time
40
Reactive
-courteous, outwardly amiable, accommodating, compromising and good listeners "listening cultures" - listen first - seem slow to react
41
Multi-actives
- warm, emotional, loquacious, and impulsive - do many things at a time - talk in roundabout, animated way - speak and listen at the same time, interruptions - uncomfortable with silence
42
Linear View of Time
- consider time in distinct segments - time as entity save, spend, lose - complete tasks in some kind of order - follow schedule - focus on task at hand - keep work, family, and social separate
43
Flexible View
- time as ongoing process that is flexible - work on more than one project at a time; adept at multi-tasking - don't worry about a schedule - focus on relationships involved in the task rather than the task itself - blend work, family, social
44
Cyclical View
-time as circular and repetitive - complete tasks over long period that includes time for reflection - focus on long term in accomplishing tasks and establishing relationships
45
Authoritarian cultures
- have generally authoritarian views - value conformity over personal achievement - place more importance on fairness than freedom
46
Democratic cultures
- value individuality and personal contributions | - believe everyone is equal even when one position is higher in hierarchy than the other
47
Cultures comfortable with silence
- try to maintain control of discussion by use of silence | - believe that what is not said can be important
48
Cultures uncomfortable with silence
- may fill every gap in conversation with words such as "you know what I mean?" "uh" - try to maintain control over discussion by preventing silences
49
Women
- see questions as a way to keep conversation flowing - expect new comments to reflect what last speaker said - view aggressiveness as an attack and as a negative disruptive - define topics broadly and shift or expand topic gradually - respond to a problem with sympathy and offer reassurance and solidarity
50
Men
- see questions as simply requests for information - not require their comments relate to speaker's comment - view aggressiveness as one way to control the conversation - define topic narrowly and shift abruptly - respond to a problem by offering advice and trying to provide solutions
51
Free agent cultures
view employees as marketable product - work for wages and benefits - move from job to job to improve circumstances - can be fired under certain circumtsances
52
Group-oriented culture
view employees as part of a group or community - are partially dependent on connections to others - keep the same job for a long time out of loyalty - tend not to be fired

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