|
|
|
|
|
|
|
ment on your copier is like an insurance policy on your automobile." Yes, there are similarities that would help someone understand the idea of a prepaid maintenance agreement, but it doesn't follow that the two arrangements are alike in all ways. Insisting that they are to make a point is faulty reasoning. |
|
|
|
|
|
|
|
|
Generalizing from a single case. The sales manager in Tupelo feels uninformed by headquarters about the introduction of new products and ad campaigns; therefore, the manager reasons that all sales managers feel uninformed on important new developments. |
|
|
|
|
|
|
|
|
Focusing on all or nothing. This reasoning insists on considering all ideas as a package deal. We have to accept all of it or none of it. This product will meet all our needs or none of our needs. We have to reward everyone for perfect attendance or no one for perfect attendance. |
|
|
|
|
|
|
|
|
Stating rather than proving. "That manager has been delinquent in dealing with safety issues." Where's the proof? What specific incidents have gone unresolved? "Ferdinand has no ambition to move up in the company." What specifics support this conclusion? Calling a process "primitive'' or equipment "state-of-the-art" doesn't make it so. |
|
|
|
|
|
|
|
|
Confusing sequence with cause and effect. A demanding controller joins the company August 1 as head of Max's department. Max resigns on August 31; therefore, Max left because he had difficulty working with the new controller. As in this case, chronology may have little or nothing to do with result. |
|
|
|
|
|
|
|
|
Check for these gaps in logic before someone points them out to you in front of a group and douses your credibility. |
|
|
|
|
|
|
|
|
Tip 339: Unravel the thread of "Why." |
|
|
|
|
|
|
|
|
People believe what they discover for themselves. When someone states an opinion, ask why the person feels or thinks that way. After the explanation, pick out a part of it and ask why. After that explanation, select another thread and ask why. Unless the case is as solid as ice, the person will soon discover some weaknesses in his or her own thinking. Then you will have rooted out opportunity to present your views. |
|
|
|
|
|
|
|
|
Tip 340: Paraphrase trivial objections. |
|
|
|
|
|
|
|
|
When someone raises a trivial objection, listen carefully. Then, to show them you've listened, paraphrase the objection aloud to them "for clarity's sake." Not only will the other person know you've really listened, he |
|
|
|
|
|