Begging the Question

A rhetorical fallacy is an error in reasoning. There are dozens of different kinds of fallacies, and "begging the question" is among the most common. We beg the question when we use one unproven assertion to "prove" another. For example:

Boss: "Jean, Mark says you're bullying him. I want it stopped."

Jean: "I certainly am not bullying anyone."

Boss: "Then why does Mark say so? Stop it, or I'll have to take action."

Here, Boss uses an unproven assertion that Mark would complain only if Jean were actually bullying him.

When the unproven assertion underlies a long chain of assertions, unwinding the fallacy is like opening a nested set of Russian matryushka dolls. We find assertion within assertion, but never the solid proof we seek.

Although inept or devious debaters are the usual perpetrators, we do find rhetorical fallacies elsewhere. Our innermost thoughts can contain chains of unreason using rhetorical fallacies, and we can find them embedded in organizational policy and procedure, where they have enormous impact. Here's an example:

Boss: You're unsuitable for customer contact, so I reassigned you to maintenance of the mud pit.

Jean: In what way am I unsuitable?

Boss: Well, for one thing, you're covered with mud.

Our innermost thoughts
can contain chains
of unreason that
use rhetorical fallaciesThis is a form of begging the question that's sometimes called circular reasoning. In circular reasoning, the assertion chain loops back on itself. In this example, the circularity lies not in the reasoning, but in the sequence of events. It's laughably obvious, because the chain is so short, but in realistic situations, the chain can be so long that the circularity escapes our notice.

If the Boss above wants to beg the question without circularity, he or she might try this:

Boss: Because you question everything — you're even questioning me right now.

Since Boss has demonstrated neither that Jean questions "everything," nor that questioning implies unsuitability for customer contact, both propositions are unproven.

Here are some tips for dealing with those who beg the question.

Think it through

Does your partner's reasoning use unproven assertions? How many? Which are most important?

Seek justification

If the floor is open for discussion, ask your partner to justify the most important unproven assertions.

Avoid citing your partner for begging the question

Many of us have heard the term "begging the question," but we aren't sure what it means. Confronting people who are unsure might embarrass them, which can have explosive results.

Confronting power can be risky

When people with power beg the question, they usually know what they're doing. Confronting people who intend to sneak one past you probably won't work.

Limit inquiry

If your partner responds to your inquiry by begging the question yet again, back off. Further progress is unlikely.

Begging the question introduces risk by distorting group process. How do I know? Trust me, it just does, OK?  Top    Next Issue

Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Emotions at Work:

The Fallacy of the False Cause

Although we sometimes make decisions with incomplete information, we do the best we can, given what we know. Sometimes, we make wrong decisions not because we have incomplete information, but because we make mistakes in how we reason about the information we do have.

The Uses of Empathy

Even though empathy skills are somewhat undervalued in the workplace context, we do use them, for good and for ill. What is empathy? How is it relevant at work?

Toxic Conflict in Virtual Teams: Virtuality

In virtual teams, toxic conflict sometimes seems to erupt spontaneously. People who function effectively in co-located teams can find themselves repeatedly embroiled in conflicts that seem to lack specific causes. What triggers toxic conflict in virtual teams?

Not Really Part of the Team: I

Some team members hang back. They show little initiative and have little social contact with other team members. How does this come about?

Compulsive Talkers at Work: Peers II

Our exploration of approaches for dealing with compulsive talkers now concludes, with Part II of a set of suggestions for what to do when peers who talk compulsively interfere with your work.

See also Emotions at Work and Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

Coming May 21: Mismanaging Project Managers: Mechanics

Most organizations hold project managers accountable for project performance. But they don?t grant those project managers control of needed resources. Nor do they hold Project Sponsors or other Senior Managers accountable for the consequences of their actions when they interfere with project work. Here?s a catalog of behaviors worth looking at. Available here and by RSS on May 21.

And on May 28: Mismanaging Project Managers: Leadership

Most organizations hold project managers accountable for project performance. But they don't hold Project Sponsors or other Senior Managers accountable for the consequences of their actions when they interfere with the project manager's ability to lead the project team. Available here and by RSS on May 28.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenubcqSvusyBsQaEDwner@ChacfhuriyFKgDguTpuYoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info