Welcome to Strategic
Management : Persuasive Logic
CBAD 478: HYBRID & ONLINE
Given Required Quality Standards
 College & University Goal of Critically

Thinking Alumni


Class uses the details foun...
Universal Intellectual Standards
Reside Outside Of Your Opinion
 Clarity
 Accuracy
 Precision
 Relevance
 Depth

 Cl...
Basic Critical Thinking is Translated into
Strategic Management Process
Generic
 Purpose
 Question
 Concepts
 Assumpti...
Persuasive Logic and You
 Small Business Owners and Managers spend a lot of time
 Presenting evidence to support own ide...
Persuasive Logic and You

Arguments are
 Small Business Owners and Managers spend a lot of time
 Presenting evidence to ...
 Can be
 Simple
 Complex

ARGUMENTS

 Need to Show

Your Work
 Have 3 elements
 Claim
 Grounds
 Warrant
When

you...
ARGUMENTS
 Can be
“Show work” means:
 Simple
1. to include all
 Complex
analyses directly in
 Need to Show
body of tex...
CLAIM
 Conclusion of argument
 It is only as good as the quality of the grounds and

warrants.
 Answers the question

...
THE GROUNDS
 Facts or Evidence that support claim
 Claim is no stronger than the grounds that support it
 Quality of Gr...
THE WARRANT
 The bridge between the claim

and the grounds




Why are the grounds and conclusions linked
 causal rela...
Participation 2
 Look at your Individual

Case Materials (see
individual resource area
and your assigned
company from the...
Discuss the results you read about
from the forum with your team via
the chat room.
SHARE HOW CLAIMS WERE FOUND AND
HOW MA...
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1 persuasive logic

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1 persuasive logic

  1. 1. Welcome to Strategic Management : Persuasive Logic CBAD 478: HYBRID & ONLINE
  2. 2. Given Required Quality Standards  College & University Goal of Critically Thinking Alumni  Class uses the details found in Paul & Elder text .  Intellectual Standards  Clarity, Accuracy, Precision, Relevance, Depth, Breadth, Logic, Significance, Fairness  Criteria for Evaluating Reasoning  Purpose, Question, Concepts, Assumptions, Information, Point of View, Inferences, Implications  Logical Arguments (NOT IN Paul & Elder BUT USED EXTENSIVELY)   Claim, Grounds, Warrants (Toulmin, 1958)
  3. 3. Universal Intellectual Standards Reside Outside Of Your Opinion  Clarity  Accuracy  Precision  Relevance  Depth  Clarity requires elaboration, examples and illustrations.  Accuracy requires verification that it is true or    Breadth   Significance   Fairness  Logic/Reasoning   testable. Precision requires being specific, providing details, and being exact. Relevance requires that it be related to your problem/issue and that it helps to address any questions or the issue. Depth means identifying what makes the problem difficult or complex and detailing what to do to handle it. Breadth means that all appropriate perspectives have been included including pro/con, as well as, the range of people impacted by the problem/issue. Significance means that we have determined that this is the most important problem to consider or that it is the central idea and why. Fairness means that any personal biases are revealed
  4. 4. Basic Critical Thinking is Translated into Strategic Management Process Generic  Purpose  Question  Concepts  Assumptions  Information  Point of View  Inferences  Implications Strategic Management Process  Purpose =  Questions =  Concepts = Recommendation for Future Actions Series of Strategic Management Questions Strategic Management Tools  Assumptions = APPLE & Theories behind analyses  Information = Primary sources (e.g. financial statements), Secondary sources (e.g. articles and write ups by others), and Analytical Results  Point of View = All relevant stakeholder groups including the organization as a personified entity  Inferences = How operations will be affected given information and analysis and implementation efforts.  Implications = how stakeholders will be affected by implementation
  5. 5. Persuasive Logic and You  Small Business Owners and Managers spend a lot of time  Presenting evidence to support own ideas  Evaluating others’ ideas  Effective managers are effective thinkers  Not necessarily brilliant BUT Approach evidence|facts and data  With openness  Healthy skepticism  Good at  Framing own arguments  Reacting to arguments of others 
  6. 6. Persuasive Logic and You Arguments are  Small Business Owners and Managers spend a lot of time  Presenting evidence to support own and rational ideas  Evaluating others’ ideas logical reasons  Effective managers are effective thinkers put together  Not necessarily brilliant BUT  Approach evidence|facts and data and With openness presented Healthy skepticism  Good at to one or more Framing own arguments people. Reacting to arguments of others    
  7. 7.  Can be  Simple  Complex ARGUMENTS  Need to Show Your Work  Have 3 elements  Claim  Grounds  Warrant When you make these explicit, you show your work.
  8. 8. ARGUMENTS  Can be “Show work” means:  Simple 1. to include all  Complex analyses directly in  Need to Show body of text OR Your Work 2. put in appendix and  Have 3 elements appendix in body cite of text.  Claim  Grounds  Warrant When you make these explicit, you show your work.
  9. 9. CLAIM  Conclusion of argument  It is only as good as the quality of the grounds and warrants.  Answers the question    Under investigation. What’s the point here? So…why do we care?
  10. 10. THE GROUNDS  Facts or Evidence that support claim  Claim is no stronger than the grounds that support it  Quality of Grounds arises from quality of source… Unless you have appropriate degrees or decades of experience….  YOU ARE NOT CONSIDERED A QUALITY SOURCE BY  Important Stakeholders     Bankers Lawyers Investors Teachers …Etc.  So… cite someone with a high quality background!  Show that several relevant sources agree!  Grounds answer the question  What do you have to go on?  What leads you to say that?
  11. 11. THE WARRANT  The bridge between the claim and the grounds   Why are the grounds and conclusions linked  causal relationship, similar category, on same road to destination, analytical tool….??? Can be obvious   (we will always use this one) Can be implicit  Answers the Question  How does your claim connect to the grounds that you’ve offered?  Is the most subtle of the three Do Practice Assessment of an Executive Summary Report.
  12. 12. Participation 2  Look at your Individual Case Materials (see individual resource area and your assigned company from the forum). 1. What claims are being made?  What evidence and warrants support each claim? Was it actually a claim? Why or Why not? 3. What could be done to improve the claim? 2.  Post your answers to those questions on the Bidding Forum.
  13. 13. Discuss the results you read about from the forum with your team via the chat room. SHARE HOW CLAIMS WERE FOUND AND HOW MANY WERE SUPPORTED WITH EVIDENCE AND REASONS. IF NO EVIDENCE AND REASONS WERE PROVIDED, WERE THERE ANY CLAIMS? WHAT COULD BE DONE TO IMPROVE THE EXECUTIVE SUMMARY?

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