Presenters and writers often fall into faulty reasoning traps when trying to be persuasive, leading to weakened arguments and damaged credibility instead of building a strong case.
Mind Map
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no one wants to be accused of doing a
data dump as a presenter neither do they
want to turn in a book report when they
propose a new strategic plan to the
executive management team or worse when
they write a sales proposal
Stan they hope to be persuasive to build
a strong case for their idea or plan
but in the process of trying to put
their best persuasive spin on a
presentation or a document
sometimes they move too fast and they
fall into the Quagmire of faulty reasoning
reasoning
let me mention some common reasoning
eras that you may want to check for in
your own presentations and in your own documents
documents one
one
force-fitting and analogy
let's say you use an analogy to explain
two things how they're alike and then
you get carried away maybe you say a
maintenance agreement on our copier is
like an insurance policy on our
automobiles well yes they're similar
they would help someone understand the
idea of a prepaid maintenance agreement
but it doesn't follow that the two
Agreements are alike and always
in insisting that they are in order to
make your point is faulty reasoning
another reasoning era generating from a
single case
let's say your sales manager in Tupelo
feels uninformed by headquarters about
introduction of new Company products and
marketing campaigns so therefore you
reason and you communicate back to
headquarters that all your sales
managers feel uninformed on important
new developments
again that's faulty reasoning it's going
to chip away at your credibility
another reasoning era focusing on All or Nothing
Nothing
you consider all ideas as a package deal
you attempt to persuade your audience or
your readers that they have to accept
all of what you say in your presentation
or none of what you say you continue to
insist that products X will meet either
all of your organization organizations
needs or none of your needs you insist
that your division will have to reward
every intern with perfect attendance
every year are to reward none of those
interns for perfect attendance
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