Natalie interrupted Geoff. "I don't think that's a realistic approach at all. Even if we had the budget, we don't have time to hire thirty people."
Geoff was now on defense. "I never suggested that — I said that to make the scheduled date would require thirty more people. Hiring is probably the worst way to get there."
Playing defense, Geoff's task is not only to make his original point, but also to remove the distortions that Natalie has introduced into the debate by using a technique called the Straw Man fallacy.
To use Straw Man, you state your partner's position in a form that's easy to refute. Then you refute your restatement of it, often by showing that it has unacceptable implications.
Most of us use Straw Man from time to time. It's so common that we rarely notice it. Here are some indicators that your partner may have used Straw Man.
- A sense of frustration
- Feelings of frustration during debate can arise from many possible sources, but check for Straw Man first.
- Someone characterizes your position
- Your partner characterizes your position, and you have little or no opportunity to critique the characterization before the process of drawing extremely undesirable inferences has begun.
- Absolute language
- The Straw Man fallacy
is so common that
we rarely notice it
- In the characterization of your position, nuances and qualifications are removed, and an absolutist version of your position emerges. Words like every, nobody, all, none, always, never, forever, 100%, completely, and so on are good indicators.
- I never said…
- If you feel the need to clarify, or to deny that you said something, there's a good chance that your partner has used Straw Man.
If the user of Straw Man prevails, success might be based not on the strength of the argument, but on a distorted premise. And anything constructed on that basis is more likely to be wrong. To manage this risk, be prepared to deal with the Straw Man fallacy when it appears.
- Make sure that everyone understands the Straw Man fallacy, how it works, and what it costs.
- Notice characterizations
- When you notice that someone's position is being characterized, speak up. Before the implications begin to flow, ask for discussion of the characterization, and gain agreement that it's fair and complete.
When we use Straw Man in the decision-making context, we typically intend to eliminate something from the list of candidates so that the group will choose one of the other options. This is a setup for tragedy. If the ploy works, we will have chosen that option not by comparing it to the options we do have, but to distortions of them. And we will have built our decision on a foundation of straw. Top Next Issue
For more on the Straw Man fallacy, see D. Walton, "The Straw Man Fallacy," in Logic and Argumentation J. van Bentham, et. al., ed. Amsterdam: North Holland, 1996. Available at io.uwinnipeg.ca/~walton/96straw.pdf.
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More articles on Emotions at Work:
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others — so much that your own needs go unmet? Here's how a hula-hoop can help.
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- Why Scope Expands: II
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- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
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As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
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development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
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chapter of the International Institute of Business Analysis. Register now.
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