1. Professional Communication: The Corporate Insider’s Approach Chapter Five Reasoning: Framing the Sound Business Argument

2. 5-2 The Business of Business Decisions Business decisions rely on judgment as much as on fact, on reasoning as much as on logic. Decisions are often made with less than complete information. Decisions react to circumstances. Decision-making is focused on production of a practical, implementable outcome.

3. 5-3 Business Decisions Establishing objectives for your organization Directing the attainment of those objectives Monitoring those results Deciding whether and where course corrections are needed

4. 5-4 The Goal The simple goal of effective reasoning is the presentation of a convincing argument.

5. 5-5 Substance of Business Argument Business argumentation is a direct descendent of classical rhetoric. There are not scientific (or logic) models that will make business decisions for us. Business decisions rely—to one degree or another—on judgment rather than certainty. Business decisions are made in a time- dependent environment that may limit opportunity to search for or bring all facts to bear.

6. 5-6 Four Categories of Business Decisions Proposition Analysis Assessment Proposal

7. 5-7 Proposition What specifically is the proposition? Are there any terms or assumptions that need to be defined? What is the essence of your argument? What examples offer compelling evidence? What is the most obvious point to be refuted?

8. 5-8 A Successful Proposition Definitions are clear, unambigious, and applicable Terms offer suggestion of the commonality of the elements Examples are immediately applicable

9. 5-9 Establishing Cause Strength Consistency Specificity Temporality Plausibility Coherence Experiment Analogy

10. 5-10 Analysis What specifically is cause/effect? What terms or assumptions need to be defined? What is the essence of the argument? What causes are proposed? How do you show that the causes were at work? What causes need to be refuted?

11. 5-11 A Successful Analysis Acceptable and sufficient causes are defined at work at the time

12. 5-12 Assessment What is the assessment? What terms or assumptions require clarification/definition? What criteria are being used to support the assertion? Why are these criteria the primary, appropriate ones? What is the specific performance against the criteria? What criteria/examples need to be reflected?

13. 5-13 A Successful Assessment Defensible criteria is defined. Sufficient examples of performance are provided relative to those criteria.

14. 5-14 Proposal What precisely is the problem? Why did the problem occur? What is the significance of the problem? What should be done to resolve the problem? What are the consequences of following or not following the recommendations? What is the specific action needed?

15. 5-15 A Successful Proposal Establishes a strong link among The problem The urgency to act The clear impression that the proposed action will resolve the problem

16. 5-16 Assessing the Evidence Is there enough evidence? Is the evidence clear? Is the evidence generally consistent with already known evidence? Is the evidence verifiable and reliable?

17. 5-17 Visualizing the Argument Argument is composed of Claims Grounds Warrants Backing Modal qualifiers Possible rebuttals

18. 5-18 Reasoning—The Lessons Type of AssertionAudience Expectations Asserting that something is Definitions are acceptable; Examples are convincing and verifiable Asserting cause/ effect relationship Causes are acceptable, credible, defined, and sufficient Asserting a valueEvaluative criteria are enumerated, valid, sufficient, and acceptable Need to take actionSignificance and urgency established; recommendations appropriate