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Building a Case

Building a Case. “(Persuaders) are never self-absorbed. Their gaze is directed outward, not inward. When they meet someone, their first move is to get inside that person’s skin, to see the world through their eyes.” - Robert Greene. 1. Defining a “Case”.

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Building a Case

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  1. Building a Case “(Persuaders) are never self-absorbed. Their gaze is directed outward, not inward. When they meet someone, their first move is to get inside that person’s skin, to see the world through their eyes.” - Robert Greene Phillip G. Clampitt, Ph.D.

  2. 1. Defining a “Case” • A structure of proofs selected to substantiate claims on the issues of controversy for the purpose of influencing the beliefs of a particular audience • Structure of Proofs: Valid evidence  Claims Issues • Audience: Identify beliefs/values Phillip G. Clampitt, Ph.D.

  3. 2. Assembling the Proofs • Develop a brief (e.g., an inventory of relevant contentions supported by the evidence) • Select the type of case • Series Case • Parallel Case Phillip G. Clampitt, Ph.D.

  4. 3. Sides of a Case • Affirmative Case • Negative Case Phillip G. Clampitt, Ph.D.

  5. 4. Building an Affirmative Case • Fundamental Rule – It must be prima facie • Types of questions • Definition • Fact • Value • Policy (Need, Remedy, Disadvantages) Phillip G. Clampitt, Ph.D.

  6. 5. Stock Issues (Policy case) • Need – Is there a need for a fundamental change in policy? • Do serious problems actually exist? • Do such problems result in enough harm to require a policy change? • Is the present policy to blame for the alleged problem? • Is any policy, short of the proposal, inherently incapable of mitigating the alleged problems? Phillip G. Clampitt, Ph.D.

  7. Stock Issues (cont’d) • Remedy: Will the proposal remedy the problem inherent in the present policy? • Can the remedy be put into effect? • Will the remedy create a workable system to replace the allegedly unworkable one? Phillip G. Clampitt, Ph.D.

  8. Stock Issues (cont’d) • Remedy: Can the remedy be applied without serious disadvantages? • Can the proposal be put into effect without incurring disadvantageous results? • Do these results justify rejection of the proposal? Phillip G. Clampitt, Ph.D.

  9. 6. Building the Negative Case • Decision Points • What issues should we contest? • What type of strategy should we use? • Defend Status Quo • Modify Status Quo • Develop a counter plan • What proofs should we use? Phillip G. Clampitt, Ph.D.

  10. 7. Criteria for Selecting Proofs • ROT – Use the most forceful arguments • Dimensions of Proof • Objective (logos) • Subjective (pathos) • Credibility (ethos) • Experience • Authority • Good Will Phillip G. Clampitt, Ph.D.

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