0:02 no one wants to be accused of doing a
0:04 data dump as a presenter neither do they
0:06 want to turn in a book report when they
0:08 propose a new strategic plan to the
0:10 executive management team or worse when
0:12 they write a sales proposal
0:15 Stan they hope to be persuasive to build
0:18 a strong case for their idea or plan
0:20 but in the process of trying to put
0:23 their best persuasive spin on a
0:25 presentation or a document
0:28 sometimes they move too fast and they
0:31 fall into the Quagmire of faulty reasoning
0:33 reasoning
0:35 let me mention some common reasoning
0:37 eras that you may want to check for in
0:39 your own presentations and in your own documents
0:40 documents one
0:42 one
0:44 force-fitting and analogy
0:46 let's say you use an analogy to explain
0:48 two things how they're alike and then
0:51 you get carried away maybe you say a
0:53 maintenance agreement on our copier is
0:54 like an insurance policy on our
0:57 automobiles well yes they're similar
1:00 they would help someone understand the
1:02 idea of a prepaid maintenance agreement
1:04 but it doesn't follow that the two
1:06 Agreements are alike and always
1:08 in insisting that they are in order to
1:11 make your point is faulty reasoning
1:14 another reasoning era generating from a
1:15 single case
1:17 let's say your sales manager in Tupelo
1:19 feels uninformed by headquarters about
1:21 introduction of new Company products and
1:24 marketing campaigns so therefore you
1:25 reason and you communicate back to
1:28 headquarters that all your sales
1:30 managers feel uninformed on important
1:32 new developments
1:35 again that's faulty reasoning it's going
1:38 to chip away at your credibility
1:41 another reasoning era focusing on All or Nothing
1:43 Nothing
1:46 you consider all ideas as a package deal
1:49 you attempt to persuade your audience or
1:50 your readers that they have to accept
1:53 all of what you say in your presentation
1:56 or none of what you say you continue to
1:59 insist that products X will meet either
2:02 all of your organization organizations
2:06 needs or none of your needs you insist
2:08 that your division will have to reward
2:11 every intern with perfect attendance
2:13 every year are to reward none of those
2:16 interns for perfect attendance
