HRM

Part 1.

1. Education-selection: Application form

Education question in job application may require an applicant elaborate their education and this method is less costly and easy to obtain the information.

2. Work Experience-Resume

This method is performed because it is easier to shortlist applicants by looking at their resume.

3. Math Skill-Analytical problem solving and reasoning skills

The method judges the applicants based on their skill on math.

4. Verification method-questionnaire method

In this method, the background knowledge of candidates regarding the subject at hand ca be obtained.

5. Interpersonal Skills-Personal interview

By this method applicant’s ability to interact positively and work efficiently with others be judged.

6. Work Motivation-Personality test

By this method applicant’s commitment towards work can be assessed.

PG 19

1. Education assessed via Application Form.

My Assessment:

Points Highest level of education  
10 Bachelor’s level or higher  
6 Associate’s degree  
3 High school diploma  
Reject Less than high school diploma  
Points Highest level of education  

2. WORK EXPERIENCE assessed via Resume. My Assessment :

PG 20

 

Points Work experience
10 5years and more
6 2 years – 5 years
3 1 – 2 years
Reject No experience

3. MATH SKILLS assessed via Analytical Problem solving and reasoning skills. My Assessment :

Points Math Skills
10 Very Strong
6 Good
3 Satisfactory
Reject Marginal

4. VERIFICATION KNOWLEDGE assessed via Questionnaire Method My Assessment:

Points Verification Knowledge
10 Strong
6 Average
3 Satisfactory
Reject Marginal

5. INTERPERSONAL SKILLS assessed via Personal Interview. My Assessment:

PG 20

 

Points Interpersonal Skills
10 Very Strong
6 Good
3 Satisfactory
Reject Marginal

6. WORK MOTIVATION assessed via Personality Test

My Assessment :

Points Work Motivation
10 Strong
6 Good
3 Satisfactory
Reject Marginal

 

PG 20

 

 

PART C: SAMPLE APPLICANT INFORMATION

SCORE OF THE APPLICANTS

  MARIA LORI STEVE JENNA  
Education 6 3 3 10  
Work Experience 6 3 10 Reject  
Math Skills 10 Reject 3 6  
Verification Knowledge Reject 10 3 10  
Interpersonal Skills 10 6 6 6  
Work Motivation 6 6 Reject 10  

(A) Which applicants scored best based on the scores you entered into the table? Jenna (B) What difficulties did you have applying your scoring systems? We cannot completely conclude whether the applicant is eligible or not based on scoring system. As the applicants skills varies from field to field. (C) Based on this applicant data, would you make any changes to your rubrics? If yes, please describe. No, because we think that the best qualified applicant did come out on top and the rubric reflected that.

PG 21

 

PART 2: SELECTION STRATEGY

  MARIA LORI STEVE JENNA
Education 60 30 30 100
Work Experience 60 30 100 Reject
Math Skills 100 Reject 30 60
Verification Knowledge Reject 100 30 100
Interpersonal Skills 100 60 60 60
Work Motivation 60 60 Reject 100
Total 380 280 250 420

1. Who scored the highest?

Jenna 2. Do you think this person is the best applicant? Why or why not? Yes. Because the applicant has scored comparatively more marks in all categories even though he has no work experience. 3. Who scored the lowest? Steve.

PG 22

 

 

1. Which of the six factors do you consider the most important in terms of selecting bank tellers? Defend your choice. We consider interpersonal skills as the most important in terms of selecting bank tellers. This is because a bank teller needs to communicate with different types of customers & convince them.

2. Doubling scores of interpersonal skills

  MARIA LORI STEVE JENNA
Education 60 30 30 100
Work Experience 60 30 100 Reject
Math Skills 100 Reject 30 60
Verification Knowledge Reject 100 30 100
Interpersonal Skills 200 120 120 120
Work Motivation 60 60 Reject 100
Total 480 340 310 480

3. Of the remaining five factors, which two do you see as the least important for selecting bank tellers? Defend these choices. We consider education & work experience as least important factors for selecting bank tellers. This is because the minimum education as we quoted earlier is high school diploma and hence education is not given high importance. Employees can be provided with sufficient training & development and hence work experience is not given much importance.

PG 23 fyub2232323

 

4. Dividing points by half for education & work experience

  MARIA LORI STEVE JENNA  
Education 30 15 15 50  
Work Experience 30 15 50 Reject  
Math Skills 100 Reject 30 60  
Verification Knowledge Reject 100 30 100  
Interpersonal Skills 200 120 120 120  
Work Motivation 60 60 Reject 100  
Total 420 310 245 430  

1. Who scored the highest?

Jenna.

2. Do you think this person is the best applicant? Why or why not?

Yes we consider Jenna as the best applicant because he has the highest total score and he has scored well in all the categories.

PG 23

 

3. Who scored the lowest?

Steve.

4. When you compare your answers using the unweighted to the weighted approach, which approach do you think was better? Why?

We consider the weighted approach as better because we assign more weight to the most important factor & assign lesser weight to the least important factors.

PG 23

 

  CUTOFF FOR EACH ASSESSMENT  
Education The applicant must have at least a high school diploma or G.E.D.  
Work Experience The applicant must have at least 1 year work experience or internship.  
Math Skills The applicant must have satisfactory math skills.  
Verification Knowledge The applicant must have satisfactory verification knowledge.  
Interpersonal Skills The applicant must have satisfactory interpersonal skills.  
Work Motivation The applicant must have satisfactory work motivation.  

 

1. Which applicant remains?

Lori & Jenna.

2. If no applicant met all the cut offs, would you rather lower the cut offs or restart the recruiting process? Why?

We would prefer to lower the cut offs as restarting the recruitment process would be more time consuming.

3. If many applicants exceed the cut offs, would you rather exceed the cut off levels, hire all remaining applicants (if possible) or take a compensatory approach for those that exceeded all of the cut offs? Why?

We would prefer to increase the level of cut offs. Increasing the level of cut offs would enable us to select the most eligible candidate out of all the applicants

PG 24

 

MULTIPLE HURDLE SYSTEM

  REJECTED APPLICANTS
Education None are rejected as all applicants have at least a high school diploma or G.E.D.
Work Experience None are rejected as all the applicants satisfy the minimum requirement.
Math Skills Lori is rejected.
Verification Knowledge Maria is rejected.
Interpersonal Skills None are rejected as all the applicants have satisfactory interpersonal skills.
Work Motivation Steve is rejected.

1. At the end of hurdle 6, which applicant(s) remained?

Jenna.

2. What would you recommend if you had no remaining applicants or several applicants remaining?

We would increase the cut offs.

3. Do you prefer this method over the multiple cut off method? Why or why not?

No, we prefer the multiple cut off method because it is easier to select the applicant whom we prefer & reject the ones whom we do not prefer.

PG 25

PART 3: EVALUATING THE SELECTION SYSTEM

The bank compiled selection data on three racial groups during the past year:

  Number Applied Number Hired
Caucasians 90 27
African-Americans 50 10
Latinos 40 10

1. The selection ratios for the three groups are:

Formula:

Selection Ratios = (number hired/number applied)*100

Caucasians = (27/90)100

= 30

African-Americans = (10/50)100

= 20

Latinos = (10/40)100

= 25

 

PG 26

2. Does adverse impact exist when you compare the African-American applicant pool with the Caucasian applicant pool? Show your work.

Yes. adverse impact exist when we compare the African-American applicant pool with the Caucasian applicant pool.

· Selection ratio of African-American=20% (minority group)

· Selection ratio of Caucasian=30% (majority group)

· 20%/30% = 66.66

· The result is less then 80% ,therefore an adverse impact occurs.

3. Does adverse impact exits when you compare the Latino applicant pool with Caucasian applicant pool? Show your work.

No, adverse impact doesn’t exist when we compare the Latino applicant pool with the Caucasian applicant pool.

· Selection ratio of Latino=25% (minority group)

· Selection ratio of Caucasian=30% (majority group)

· =25%/30% = 83.33

· The result is more then 80% ,therefore an adverse impact doesn’t occur.

DECISION – MAKING STRATEGY

The table below shows data about the 200 tellers employed at the bank.

  Poor Hire Good Hire Totals
Strong Applicant 20 80 100
Weak Applicant 70 30 100

1. Calculate the total hit ratio by adding the correct prediction then diving that number the total number of decision made. What is this percentage? Do you think this percentage is impressive?

PG 27

 

Strong applicant :80

Weak applicant:30

Total decision made on 200 employees

Hit ratio = (80+30)/200

=110/200

=0.55

Percentage of hit ratio =0.55*100

=55%

No, the hit percentage is not that impressive .

2. What percentage of weak applicants turned out to be good hires? 30% 3. What percentage of strong applicants turned out to be good hires? 80%. This percentage is known as the positive hit ratio. 4. Compare your answer to question 2 and 3 . Do you think the bank’s system is effective? No the banking system is not that effective because we have got only 80 good hires out of 100 which is not very impressive because we were expecting that strong applicants turn out to be good hires .

PG 27

PART 4: REFLECTION ON EMPLOYEE SELECTION

1. You have made a number of decisions in creating, implementing and evaluating a selection system for bank tellers. Which of these decisions do you think is most critical? Why?

We think that evaluating a selection system for bank tellers is not an easy task because it is very to find the right person for the right job. This is one of the greatest challenge faced by all.

2. An employee selection approach to hiring is more complex than hiring employees based on who they know or casually scanning a resume and asking a few “off the cuff” questions for an interview. When you think about your work experiences, do you think the organizations you worked for took an employee selection approach when training?

Yes. The organization has adopted employee selection approach while training.

3. If you answered yes to question 2, do you think the organization was effective in hiring employees? If you answered no to question 2, do you think the organization should have adopted a selection approach to hiring? Explain your response.

Yes, the organization was effective in hiring employees.

4. What do you perceive as the overall advantages and disadvantages of an employee selection approach to hiring?

Advantages:

· Wide pool of talent.

· Highly motivated.

· Job commitment.

Disadvantages:

· Time consumed is more.

· Difficult to select the right person for the right job.

· Involves more cost.

5. After reflecting on this exercise, would you recommend an employee selection process to hiring for virtually any job? Why or why not?

Yes we would recommend this process. This is because through this process we can assess the applicants on basis of various factors and conclude whether they are fit for a certain job or not.

PG 28

 
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Can You Have This Done By Friday

Book- Staffing Organizations (Seventh Edition)

Herbert G. Heneman III

Timothy A Judge

John D. Kammeyer-Mueller

 

Unit Assignments

In completing these assignments the university requires that you follow APA guidelines in preparing citations and references.

 

Unit IV Assignment

 

Applications

Read the Applications case study, Evaluation of Two New Assessment Methods for Selecting Telephone Customer Service Representatives, found on page 359-361 in your textbook. Answer the questions that fall after the case description; these are the three questions found in the lower half of page 361. Each question should be numbered, answered separately, and be at least 250 words in length but should be submitted as one file.

Questions:

1. How do you interpret the reliability results for the clerical test and work sample? Are they favorable enough for Phonemin to consider using them for keeps in selecting new job applicants?

2. How do you interpret the validity results for the clerical test and work sample? Are they favorable enough for Phonemin to consider using tem for keep in selecting new job applicants?

3. What limitations n the above study should be kept in mind when interpreting the results and deciding whether to use the clerical test and work sample?

 

 

Unit V Assignments

Applications 1

Read the Applications case study, Reference Reports and Initial Assessment in a Start-Up Company, found on page 417-419 in your textbook. Answer the questions that fall after the case description; these are the four questions found in the lower half of page 418 and upper part of 419. Each question should be numbered, answered separately, and be at least 250 words in length but should be submitted as one file.

Questions:

1. What sort of back ground testing should BSS conduct on its applicants?

2. Is there any information BSS should avoid obtaining for legal or EEO reasons?

3. How can BSS know that its background testing programs are effective?

4. In the past, BSS has used the following initial assessment methods: application with the applicants from employer. Beyond changes to its background testing program, would you suggest any other alterations to BSS’s initial assessment process?

Unit VI Assignment

Applications

Read the Applications case study, Changing a Promotion System, found on page 532-533 in your textbook. Answer the questions that fall after the case description; these are the three questions found in the lower half of page 533. Each question should be numbered, answered separately, and be at least 300 words in length but should be submitted as one file.

 

Questions:

1. What is likely to cause of CSD’s problems?

2. How might CSD and Bio glass more generally, make better promotion decisions in the future? Be specific

3. In general, what role should performance appraisals play in internal selection decisions? Are there some cases in which they are more relevant than others? Explain

 

Unit VII Assignments

Applications 1

Read the Applications case study, Choosing Entrants into a Management Training Program, found on page 573-575 in your textbook. Answer the questions that fall after the case description; these are the three questions found in the middle of page 574. (You will need to use the table on page 575 to help answer the questions.) Each question should be numbered, answered separately, and be at least 300 words in length but should be submitted as one file.

 

Questions:

1. How would you go about deciding whom to select for the openings? In other words, without providing your decision for the individual candidates, describe how you would weigh the various selections information to reach a decision?

2. Using the decision-making process from the previous question, which three applicants would your selected for the training program? Explain your decision?

3. Although the data provided in the exhibit reveal that all selection measures were given to all 11 candidates, would your advise Come as you are t continue to administer all the predictors at one time during the half day assessment program? Or should the predicators be given in a sequence so that a multiple hurdles or combined approach could be used? Explain your recommendation

 

BHR 4601, Staffing Organizations 3

Applications 2

Read the Applications case, Evaluating a Hiring and Variable Pay Plan, study found on page 626-627 in your textbook.

Answer the questions that fall after the case description; these are the six questions found in the bottom of page 627.

Each question should be numbered, answered separately, and be at least 150 words in length but should be submitted as one file.

1. If you were an applicant, would the HVP program be attractive to you? Why or why not? If you were an offer receiver which of the three plans would you choose, and why?

2. Will the HVP program likely increase the job offer acceptance rate? Why, or why not?

3. Will the HVP program likely reduce turnover? Why or why not?

4. How will current associates react to the HVP program, and why

5. What issues and problems will the HVP plan create fro HR? For the hiring manger?

6. What changes would you make in HVP program, and why?

 

Read the Applications problem, Learning About Jobs in Staffing, found on page 676 in your textbook. Answer the numbered items that fall after the case description; these are the five items found in the middle of page 676. Each item should be numbered, answered separately, and be at least 200 words in length but should be submitted as one file Copy and paste the job description into your Word document and submit as one file.

Applications 1

Questions:

1. The organization product and services, size and staffing (employment) function

2. The job holder job titles, and why you chose that persons job to study

3. A summary of the tasks performed by the job holder and the KSAO’s necessary for the job

4. A summary of the extrinsic and intrinsic reward received by the job holder

5. Unique characteristics of the job that did not expect to the be part of the job

 

APA Guidelines

CSU requires that students use the APA style for papers and projects. Therefore, the APA rules for formatting, quoting,

paraphrasing, citing, and listing of sources are to be followed. A document titled “APA Guidelines Summary” is available

for you to download from the APA Guide Link, found in the Learning Resources area of the my CSU Student Portal. It may

also be accessed from the Student Resources link on the Course Menu. This document provides links to several internet

sites that provide comprehensive information on APA formatting, including examples and sample papers.

S

ave and Submit

 
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CS/98

DUE DATE THU 7/07 @ 5PM

Grading Rubric for Cases

Your grade is a combination of the following elements:

1. Appropriate length of answer. One paragraph per question answered. Individual question minimum of 3 well-structured sentences in 12 point font.

2. Identification of correct human resource or management topic.

3. Full quality answers which include research to determine how to apply standards, regulations, or laws covering human resources. These cases require you to research current federal employment law, regulations, and issues in order to answer them correctly.  Review “Website resources” tab. Also you can google topics, laws, cases, etc.

4. Correct notation of sources listed at the bottom of each answered case. You should list the textbook and any websites or other resources you used; cite direct quotes from sources in parenthesis and put (author’s last name, page #).

Case #98 – “Union Organizing at SGA Industries”, p. 276. You will need to read through this case and answer the questions on page 279. You will definitely need to research this information to understand employee and employer rights under the National Labor Relations Act. You might also want to visit the National Labor Relations Board website for more information. You can google to find this website or other information to help you answer this case. You have 3 questions to answer on page 279 and each answer should be very detailed.

 Your answer should be at least 2-3 pages with references listed at the end of the document on page 4 and in MLA 7th edition format

****** QUESTIONS SHOULD BE LISTED AND NUMBERED WITH ANSWERS PROVIDED BELOW *****

Instructors Manual  – Use Only as Guide – Plagiarism Software will be used!!!

.98.          CASE: UNION ORGANIZING AT SGA INDUSTRIES

I. OVERVIEW

This case focuses on the union representation election process.  Specifically the case addresses events leading up to the filing of the petition for the election and management’s response to the union’s campaign.

II. OBJECTIVES

Possible learning outcomes for students include:

1.       A better understanding of why workers seek union representation.

2.       Introducing the students to possible illegal activities (management unfair labor practices) during the representation election process.

3.       To illustrate the importance of management developing a well defined strategy to manage their response to union organizing efforts.

Instructors should stay abreast of current legislation under consideration in Congress with respect to the Representation Election Process.  The Employee Free Choice Act (EFCA) would dramatically alter the Representation Election Process if passed in its initial form, including the elimination of the secret ballot election process.  The following link to govtrack.us provides information on the status of the EFCA

http://www.govtrack.us/congress/bill.xpd?bill=h111-1409 .

The next two links provide alternative viewpoints concerning the act.

http://www.heritage.org/research/Labor/bg2027.cfm

http://www.aflcio.org/joinaunion/voiceatwork/efca/

III. DISCUSSION

 

There are several factors leading up to the election that you will want to explore.  Initially, the change in ownership of SGA and the resulting change in management style may be a jumping off point for discussion.  SGA under Anderson family leadership was a steady job provider in an unstable industry.  This coupled with the company’s generosity to employees and their towns were instrumental in defeating the earlier union drive.  While Phillips initially made substantial efforts to improve the organization and the community, the change in ownership signaled an end to the benevolent paternalism that previously characterized employee relations at SGA.  Now, the emphasis would be on increased performance and productivity.

 

While the change in ownership and management style were substantial jolts to SGA’s employees and the community, the situation created by growing foreign competition and imports led to additional problems for SGA management.  Reeling from a $16 million drop in sales, SGA was forced to layoff 1,500 employees, reduce pay scales, and rescind many of the perks that the workers had enjoyed under the Anderson family.

 

The composition of SGA’s work force is also an issue that may be developed early in your class discussion of events leading up to the election.  Females have generally not been as receptive to union organizing efforts in the past while minorities have.

 

There are several questions to explore in the analysis of SGA’s response to the organizing effort.  You will want to re-emphasize the fact that the manner in which SGA management found out about the effort was not typical of the vast majority of organizing efforts that take place.  The fact that the union was very open with respect to its efforts to organize SGA employees well in advance of filing a petition gave management ample opportunity to study the factors leading up to the campaign and develop an appropriate response to defeat the effort.

 

Key factors to explore include the utilization of community support and the outside law firm to develop strategy and policy associated with management’s response.  The fact that SGA had been an important force in the economic development of the community for such a long time should have enabled SGA’s management ample opportunity to become involved in political and social affairs of the community.  This certainly would give SGA the inside track and enable the labeling of the union as an outside threat to the quality of work life of Anderson and SGA employees.  Since very few firms keep qualified staff on board who possess the knowledge, skills, and abilities to mount an effective campaign against union organizing, the use of the outside law firm in this situation should provide management with up to date information in developing its strategy.  The direct contact with employees that Phillips and White engaged in previously might have been viewed as unacceptable conduct during the campaign process.  In light of the 1985 National Labor Relations Board decisions which approved some means of direct dealing between the employer and its employees in organizing situations, Phillips and White made numerous forays into the plants to explain SGA’s feelings on the issues.  In addition, the letter home (see the exhibit) in times past may have been construed as a threat or misleading, thus providing grounds to set the election results aside.  In the Tri Cast, Inc, case (274 NLRB No. 59 (1985) ) the board found that statements like those made by Phillips in his letter to SGA employees are reasonable and permissible.  (See Managers Newsfront, “NLRB and Reasonable Election Conduct,” Personnel Journal, June 1985, pp. 33-35.)

 

This case is based on an actual union organizing effort.  The union tried for a third time and they lost by 200 votes.  The effort was unsuccessful for a second time and the union lost by over 1,000 votes.

 

IV. ANSWERS TO CASE QUESTIONS

 

1.       What was the impetus for the union organizing effort at SGA Mills?

 

Several factors may be addressed in answering this question.  Paramount in any discussion here will be the threat of additional loss of job security as a result of the changing management and economic conditions.  SGA, previously known as a steady job provider in an unstable industry now focused more on performance and productivity rather than benevolent paternalism.  In the wake of 1,500 layoffs and reductions in benefits, long-term job security was certainly a key issue.  In addition, was Phillips really interested in the long-term survival of SGA?

 

2.       Discuss SGA’s strategy in managing the representation campaign?

 

SGA played it by the book all the way to the end.  They obtained expert legal advice from the outside.  Management was actually able to portray the union as the outsider even though the union had set up shop in downtown Anderson well in advance of filing for a petition calling for an election.  In addition, the company’s ability to develop strong community support for its side in the campaign plus the formation of the Anti Union Committee by employees were keys to defeating the union.

 

3.       Discuss any potential unfair labor practice charges SGA management might face as a result of their campaign strategy?

 

As was mentioned in the answer to question 2, SGA played this one by the book.  Recent NLRB decisions enabled SGA to engage in a tremendous amount of personal contact with employees.  The letter home, previously may have been grounds for an unfair labor practice charge but given recent NLRB decisions this letter was probably permissible.

 
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For Eng.Kelvin Only

 

Suppose that the percentage annual return you obtain when you invest a dollar in gold or the stock market is dependent on the general state of the national economy as indicated below. For example, the probability that the economy will be in “boom” state is 0.15. In this case, if you invest in the stock market your return is assumed to be 25%; on the other hand if you invest in gold when the economy is in a “boom” state your return will be minus 30%. Likewise for the other possible states of the economy. Note that the sum of the probabilities has to be 1–and is.

State of economy Probability Market Return Gold Return
Boom 0.15 25% (-30%)
Moderate Growth 0.35 20% (-9%)
Week Growth 0.25 5% 35%
No Growth 0.25 (-14%) 50%

 

Based on the expected return, would you rather invest your money in the stock market or in gold? Why?

Keep in mind that your post must be made by 11:55PM EASTERN time on Wednesday during the week in which a discussion question is posed.  I will evaluate your responses to each of these questions using a 0 to 10 point scale, and your contribution to each of the Discussion Forums will count as 1.25 percent of the overall course grade for a total of 10 percent.

My evaluation of your post will be based on the extent to which you participated and fostered a positive and effective learning environment–for yourself and others.  Participating and sharing are the keys.  Naturally, simply copying someone else’s post is prohibited.  Your post should reflect your understanding of the question posed.  In addition to the computations you employed to arrive at your response, your post must contain comments regarding the rationale for the approach you utilized.  Simply listing an answer is of no real value in promoting a discussion.

 
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Final Paper:Annual Human Resources Operating Plan For Google, INC.

( I have included the final template of the AHROP for Google. The only thing needs to be done is finalizing the paper by using the paper that says Week 5 and adding the paper of Week 6 and completing what’s in BOLD)

The Annual Human Resources Operating Plan should support objectives that are driven appropriately by the organization’s strategic goals and/or strategies and supported by references.

To complete this Assignment, complete the following steps:

  • Complete the Annual Human Resources Operating Plan that you began formalizing in Week 5, including work from previous weeks (Weeks 2, 3, 4 and 5).
  • Ensure that you have incorporated suggestions in feedback from your Instructor on sections already reviewed in previous weeks.
  • Include, this week, in the  Appendix, a final version of the Balanced Scorecard you submitted in the Week 6 Assignment, together with the existing HR Gap Analysis (Appendix A) that you completed in Week 2 and the HR SWOT Analysis (Appendix B) completed in Week 4.
  • The HR Gap and SWOT analyses serve as the basis for the HR Strategies in the ARHOP for Google, which you write this week, EACH (The HR GAP and SWOT Analysis will have their own set of 6 -8 action steps (bullet points) needed to make the strategy happen. *HR leaders write the AHROP, but many people help with the implementation, so action steps must be clear and written for each strategy.
  • Write Sections 5 and 6, drawing upon work already previously completed.

Submit your Assignment by Day 7.

 
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DQ2

R ecently, we’ve watched the country’s leaders and lawmakers slog through some pretty heavy rhetoric as they dealt with health care reform, reform of the fi nancial system, and the midterm elections of federal and state officials. We’ve also heard some pretty good arguments and seen some pretty good evidence—mainly in the form of studies we believe were done in a professional manner by trustworthy people—that such reforms are needed. But determining which information is “good”—something we, of course, must do to participate successfully in a democ- racy—can be difficult amidst the clatter and bang of warring political parties, adversarial media personalities, rantings (and sometimes unreliable information) from the blogo- sphere, and shouting in the streets. In fact, the emotional tone of public discussion and debate has lately reached lev- els we haven’t seen since the 1960s, and the rhetoric often seems more gratuitously misleading now than it did in those days. (It may be that your authors were simply too young to recognize it back then, of course. Ahem.)

As it becomes more difficult to fi nd serious discussions of important issues, it gets easier and easier to fi nd examples of rhetorical devices designed to provoke emotional, knee- jerk reactions. Unfortunately (for us as individuals as well as for public policy), it can be altogether too easy to allow

Students will learn to . . . 1. Recognize and name fallacies that

appeal directly to emotion

2. Recognize and name fallacies that appeal to psychological elements other than emotion

6 More Rhetorical Devices Psychological and Related Fallacies

184

moo38286_ch06_184-209.indd 184 12/9/10 1:34 PM

 

 

FALLACIES THAT INVOLVE APPEALS TO EMOTION 185

emotional responses to take the place of sound judgment and careful think- ing. In this chapter, we’ll target some specifi c devices designed to prompt ill- considered reactions rather than sound judgment—devices that go beyond the rhetorical coloration we talked about in the last chapter. The stratagems we’ll discuss sometimes masquerade as arguments, complete with premises and conclusions and language that would suggest argumentation. But while they may be made to look or sound like arguments, they don’t provide legitimate grounds for accepting a conclusion. In place of good reasons for a conclusion, most of the schemes we’ll look at in this chapter offer us considerations that are emotionally or psychologically linked to the issue in question. The support they may appear to offer is only pretended support; you might think of them as pieces of pretend reasoning, or pseudoreasoning.

The devices in this chapter thus all count as fallacies (a fallacy is a mis- take in reasoning). The rhetorical devices we discussed in the last chapter— euphemisms, innuendo, and so forth—aren’t fallacies. Of course, we commit a fallacy if we think a claim has been supported when the “support” is nothing more than rhetorically persuasive language.

People constantly accept fallacies as legitimate arguments; but the reverse mistake can also happen. We must be careful not to dismiss legitimate arguments as fallacies just because they remind us of a fallacy. Often, begin- ning students in logic have this problem. They read about fallacies like the ones we cover here and then think they see them everywhere. These fallacies are common, but they are not everywhere; and you sometimes must consider a specimen carefully before accepting or rejecting it. The exercises we’ll sup- ply will help you learn to do this, because they contain a few reasonable argu- ments mixed in with the fallacies.

All the fallacies in this chapter have in common the fact that what pre- tends to be a premise is actually irrelevant to the conclusion. That is, even if the premise is true, it does not provide any reason for believing that the con- clusion is true.

FALLACIES THAT INVOLVE APPEALS TO EMOTION One can arrange fallacies into groups in a number of ways: fallacies of rel- evance, of ambiguity, of presumption, of distraction, and so on. We’ve chosen in this chapter to talk fi rst about fallacies that involve appeals to emotion, fol- lowed by fallacies that depend in part on psychological impact but that do not appeal directly to one emotion or another. Incidentally, we don’t want to give the idea that all appeals to emotion are fallacious, misleading, or bad in some other way. Often we accomplish our greatest good works as a result of such appeals. One burden of the next section is to help you distinguish between relevant and irrelevant calls on our emotions.

The Argument from Outrage A while back, an article in the Washington Post by Ceci Connolly summa- rized a New England Journal of Medicine report that gave credit to new med- ical technology for lowered battlefi eld death rates in the wars in Iraq and Afghanistan. Many fewer casualties were dying than had ever been the case in wartime before. The most widely heard radio talk show host in America,

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186 CHAPTER 6: MORE RHETORICAL DEVICES

Rush Limbaugh, made use of this report to express his outrage at liberal critics of the war.

They’re just livid—the press, the leftists in this country—are just upset there are not enough deaths to get people outraged and protesting in the streets against the war. They’re mad these doc- tors are saving lives. They want deaths!

H is voice was tense with disbelief and indignation that “the Left” wanted more soldiers to die. * This technique of expressing out- rage—anybody who doesn’t see this point must be a fool or a trai- tor!—is one we’ve identifi ed with Limbaugh because he was one of the early masters of the method; we’ve even considered refer- ring to the use of outrage to persuade people as “the Limbaugh fallacy.” But the technique is not unique to Limbaugh, of course; it’s typical of today’s hard-line talk show people. And apparently it works, if the people who call in to the programs are any indi- cation, since they tend to be as outraged at the goings-on as the hosts of the programs. That’s the idea, of course. If a person gets angry enough about something, if one is in the throes of righteous

indignation, then it’s all too easy to throw reason and good sense out the win- dow and accept whatever alternative is being offered by the speaker just from indignation alone.

Now, does this mean that we never have a right to be angry? Of course not. Anger is not a fallacy, and there are times when it’s entirely appropriate. However, when we are angry—and the angrier or more outraged we are, the more true this becomes—it’s easy to become illogical, and it can happen in two ways. First, we may think we have been given a reason for being angry when in fact we have not. It is a mistake to think that something is wrong just because it makes somebody angry, even if it’s us whom it seems to anger. It’s easy to mistake a feeling of outrage for evidence of something, but it isn’t evidence of anything, really, except our anger.

Second, we may let the anger we feel as the result of one thing influence our evaluations of an unrelated thing. If we’re angry over what we take to be the motives of somebody’s detractors, we must remember that their motives are a separate matter from whether their criticisms are accurate; they might still be right. Similarly, if a person does something that makes us mad, that doesn’t provide us a reason for downgrading him on some other matter, nor would it be a reason for upgrading our opinion of someone else.

The argument from outrage,** then, consists of infl ammatory words (or thoughts) followed by a “conclusion” of some sort. It substitutes anger for reason and judgment in considering an issue. It is a favorite strategy of dema-

* We should say that our own investigation could not turn up anyone, from the Left or anywhere else, who wanted more Americans to die. We did find, however, that one result of the new technology was a much higher number of soldiers who were returning alive but seriously wounded, including great numbers of amputees. (The 6 percent amputee rate for wounded soldiers is about double that of previous wars, due primarily to the widespread use of roadside bombs.)

** Although we use the phrase “argument from outrage” here, we should make it clear that evoking a person’s sense of outrage does not count as making an argument, although as indicated, this emotional appeal is very often a substitute for an argument.

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FALLACIES THAT INVOLVE APPEALS TO EMOTION 187

gogues. In fact, it is the favorite strategy of demagogues. Let’s say the issue is whether gay marriages should be legal. Left-of-center demagogues may wax indignantly about “narrow-minded fundamentalist bigots dictating what peo- ple can do in their bedrooms”—talk calculated to get us steamed although it really has nothing to do with the issue. On the other side, conservative dema- gogues may allude to gays’ demanding “special rights.” Nobody wants some- one else to get special rights, and when we hear about somebody “demanding” them, our blood pressure goes up. But wanting a right other people have is not wanting a special right; it’s wanting an equal right.

A particularly dangerous type of “argument” from outrage is known as scapegoating —blaming a certain group of people, or even a single person (like George W. Bush or Barack Obama), for all of life’s troubles. George Wallace, the former governor of Alabama who ran for president in 1968 on a “states’ rights platform” (which then was a code word for white supremacy) said he could get good old Southern boys to do anything by “whupping” them into a frenzy over Northern civil rights workers.

“Arguments” based on outrage are so common that the fallacy ranks high on our list of the top ten fallacies of all time, which can be found inside the front cover. It’s unfortunate they are so common—history demonstrates constantly that anger is a poor lens through which to view the world. Policies adopted in

The idea behind [talk radio] is to keep the base riled up.

—Republican political advisor BRENT LAUDER, explaining what talk radio is for.

In the Media

Wishful Thinking Fashion magazines are chock full of ads that are designed to associate a product with beautiful images (as discussed in Chapter 4). But even if using a product might make you smell like the guy in the photo, it isn’t likely to change anything else—to believe otherwise is to engage in wishful thinking, discussed later in this chapter.

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anger are seldom wise, as any parent will tell you who has laid down the law in a fi t of anger.

Scare Tactics George Wallace didn’t just try to anger the crowds when he told them what Northern civil rights workers were up to; he tried to scare them. When people become angry or afraid, they don’t think clearly. They follow blindly. Dema- gogues like Wallace like to dangle scary scenarios in front of people.

Trying to scare people into doing something or accepting a position is using scare tactics. One way this might be done is the George Wallace method— dangling a frightening picture in front of someone. A simpler method might be to threaten the person, a special case of scare tactics known as argument by force. Either way, if the idea is to get people to substitute fear for reason and judgment when taking a position on an issue, it is a fallacy. Likewise, it is a fallacy to succumb to such techniques when others use them on us. (This does not mean you shouldn’t give up your wallet to the guy with the gun aimed at your head. See the box “Prudential Grounds Versus Rational Grounds,” above.)

Real Life

Prudential Grounds Versus Rational Grounds

A scary or threatening situation can provide us with a prudential reason for acting on a claim, even though, outside the immediate circumstances, we would not accept it. For example, a person or organization might agree to pay a settlement to a person who claims his back was injured on their property, even though they believe, with good reason, that he is faking the injury. The fear of losing an even bigger sum in court provides prudential grounds for paying, even though they would never accept the claim that they should pay except for the threatening circumstances.

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FALLACIES THAT INVOLVE APPEALS TO EMOTION 189

Fear can befuddle us as easily as can anger, and the mistakes that happen are similar in both instances. Wallace’s listeners may not have noticed (or may not have cared) that Wallace didn’t actually give them evidence that civil rights workers were doing whatever it was he portrayed them as doing; the portrayal was its own evidence, you might say. When we are befuddled with fear, we may not notice we lack evidence that the scary scenario is real. Imagine someone talking about global warming: The speaker may paint a picture so alarming we don’t notice that he or she doesn’t provide evidence that global warming is actually happening. Or take gay marriages again. Someone might warn us of presumably dire consequences if gay people are allowed to marry—we’ll be opening “Pandora’s box”; marriage will become meaningless; homosexuality will become rampant; society will collapse—but he or she may issue these warnings without providing details as to why (or how) the consequences might actually come about. The consequences are so frightening they apparently don’t need proof.

Fear of one thing, X, may also affect evaluation of an unrelated thing, Y. You have your eye on a nice house and are considering buying it, and then the real estate agent frightens you by telling you the seller has received other offers and will sell soon. Some people in this situation might overestimate what they really can afford to pay.

To avoid translating fear of one thing into an evaluation of some un related thing, we need to be clear on what issues our fears are relevant to. Legitimate warnings do not involve irrelevancies and do not qualify as scare tactics. “You should be careful of that snake—it’s deadly poisonous” might be a scary thing to say to someone, but we don’t make a mistake in reasoning when we say it, and neither does the other person if he or she turns and runs into the house. Suppose, however, that the Michelin tire people show an ad featuring a sweet (and vulnerable) baby in a ring of automobile tires. Showing pictures of car tires around infants will produce disquieting associations in any observer, and it wouldn’t be unreasonable to check our tires when we see this ad. But the issue raised by the Michelin people is whether to buy Michelin tires, and the fear of injuring or killing a child by driving on unsafe tires does not bear on the question of which tires to buy. The Michelin ad isn’t a legitimate warn- ing; it’s scare tactics.

Other Fallacies Based on Emotions Other emotions work much like anger and fear as sources of mistakes in rea- soning. Compassion, for example, is a fi ne thing to have. There is absolutely nothing wrong with feeling sorry for someone. But when feeling sorry for someone drives us to a position on an unrelated matter, the result is the fal- lacy known as argument from pity. We have a job that needs doing; Helen can barely support her starving children and needs work desperately. But does Helen have the skills we need? We may not care if she does; and if we don’t, nobody can fault us for hiring her out of compassion. But feeling sorry for Helen may lead us to misjudge her skills or overestimate her abilities, and that is a mistake in reasoning. Her skills are what they are, regardless of her need. Or, suppose you need a better grade in this course to get into law school or to avoid academic disqualifi cation or whatever. If you think you deserve or have earned a better grade because you need a better grade, or you try to get your instructor to think you deserve a better grade by trying to make him or her feel sorry for you, that’s the argument from pity. Or, if you think someone else

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190 CHAPTER 6: MORE RHETORICAL DEVICES

deserves a better grade because of the hardships he or she (or his or her parents) suffered, that’s also the “argument” from pity.

Envy and jealousy can also confuse our thinking. Compassion, a desir- able emotion, may tempt us to emphasize a person’s good points; envy and jealousy tempt us to exaggerate someone’s bad points. When we fi nd fault with a person because of envy, we are guilty of the fallacy known as argument from envy. “Well, he may have a lot of money, but he certainly has bad man- ners” would be an example of this if it is envy that prompts us to criticize him.

Pride, on the other hand, can lead us to exaggerate our own accomplish- ments and abilities and can lead to our making other irrelevant judgments as well. It especially makes us vulnerable to apple polishing , by which we mean old-fashioned fl attery. Moore recently sat on a jury in a criminal case involv- ing alleged prostitution and pandering at a strip club; the defendant’s attorney told the members of the jury it would take “an unusually discerning jury” to see that the law, despite its wording, wasn’t really intended to apply to some- one like his client. Ultimately, the jury members did fi nd with the defense, but let us hope it wasn’t because the attorney fl attered their ability to discern things. Allowing praise of oneself to substitute for judgment about the truth

Real Life

Knee Operation Judged Useless Fake Surgery Worked Just as Well in Cases of Osteoarthritis.

Here we are doing all this surgery on people and it’s all a sham.

—DR. BARUCH BRODY, Baylor College of Medicine

Wishful thinking—allowing our desires and hopes to color our beliefs and influence our judgment—is com- mon indeed. A powerful illustration of wishful thinking is the placebo effect, where subjects perceive improve- ment in a medical condition when they receive what they think is a medication but in fact is an inactive substance. Even surgical procedures, apparently, are subject to a placebo effect, judging from a study of a popular and expensive knee operation for arthritis. People who have had this procedure swear by it as sig- nificantly reducing pain. But researchers at the Hous- ton Veterans Affairs Medical Center and Baylor College of Medicine discovered that subjects who underwent placebo (fake) surgery said exactly the same thing. Fur- thermore, when they tested knee functions two years after the surgery, the researchers discovered that the operation doesn’t improve knee functions at all.

Source: Sacramento Bee, from New York Times News Service.

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FALLACIES THAT INVOLVE APPEALS TO EMOTION 191

of a claim, or trying to get others to do this, as the lawyer did, is the apple- polishing fallacy.

Feelings of guilt work similarly. “How could you not invite Jennifer to your wedding? She would never do that to you, and you know she must be very hurt.” The remark is intended to make someone feel sorry for Jennifer, but even more fundamentally, it is supposed to induce a sense of guilt. Elicit- ing feelings of guilt to get others to do or not to do something, or to accept the view that they should or should not do it, is popularly known as putting a guilt trip on someone, which is to commit a fallacy. Parents sometimes use this tactic with children when they (the parents) won’t (or can’t) offer a clear expla- nation of why something should or shouldn’t be done. Certainly, if the child knowingly does something wrong, he or she should feel guilty; but whatever has been done isn’t wrong because he or she feels guilty.

Hopes, desires, and aversions can also lead us astray logically. The fal- lacy known as wishful thinking happens when we accept or urge acceptance (or rejection) of a claim simply because it would be pleasant (or unpleasant) if it were true. Some people, for example, may believe in God simply on the basis of wishful thinking or desire for an afterlife. A smoker may refuse to acknowledge the health hazards of smoking. We’ve had students who are in

Real Life

Patriotic Passion

The 2010 health proposals brought fierce emotional responses from opponents.

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192 CHAPTER 6: MORE RHETORICAL DEVICES

denial about the consequences of cutting classes. The wishful-thinking fallacy also underlies much of the empty rhetoric of “positive thinking”—rhetoric that claims “you are what you want to be” and other such slogans. As obvious (and as obviously fallacious) as it may appear when you read about it here, wishful thinking can be a powerful infl uence and can some- times defeat all but our most committed efforts to do the rational thing.

Most people desire to be liked or accepted by some circle of other people and are averse to having the acceptance withdrawn. A desire for acceptance can motivate us to accept a claim not because of its merits but because we will gain someone’s approval (or will avoid having approval withdrawn). When we do this or try to get someone else to do it, the fallacy

is the peer pressure “argument.” Now, obviously nobody ever said anything quite so blatant as “Ralph, this claim is true because we won’t like you any- more if you don’t accept it.” Peer pressure is often disguised or unstated, but anyone going through an American high school, where you can lose social standing merely by being seen with someone who isn’t “in,” knows it is a real force. Kids who feel ostracized sometimes take guns to school.

It doesn’t have to be one’s associates who exert peer pressure, either. In scientifi c experiments, people will actually revise what they say they saw if a group of strangers in the same room deny having seen the same thing.

One very common fallacy that is closely related to the peer pressure “argument” involves one’s sense of group identification, which people experi- ence when they are part of a group—a team, a club, a school, a gang, a state, a nation, the Elks, the Tea Party movement, the U.S.A., Mauritius, you name it. Let’s defi ne the groupthink fallacy as substituting pride of membership in a group for reason and deliberation in arriving at a position on an issue; and let’s include the fallacy in our list of the top ten fallacies of all time, because it is exceedingly common. One obvious form of this fallacy involves national pride, or nationalism —a powerful and fi erce emotion that can lead to blind endorsement of a country’s policies and practices. (“My country right or wrong” explicitly discourages critical thinking and encourages blind patrio- tism.) Nationalism is also invoked to reject, condemn, or silence criticism of one’s country as unpatriotic or treasonable (and may or may not involve an element of peer pressure). If a letter writer expresses a criticism of America on the opinion page of your local newspaper on Monday, you can bet that by the end of the week there will be a response dismissing the criticism with the “argument” that if so-and-so doesn’t like it here, he or she ought to move to Russia (or Cuba or Iraq or Iran).

Groupthink does not play cultural or political favorites, either. On the opposite side of the political spectrum are what some people call the “blame America fi rst” folks. The groupthink ethic of this club includes, most impor- tantly, automatically assuming that whatever is wrong in the world is the result of some U.S. policy. The club has no formal meetings or rules for membership, but fl ying an American fl ag would be grounds for derision and instant dismissal.

Groupthink “reasoning” is certainly not limited to political groups, either. It occurs whenever one’s affiliations are of utmost psychological importance.

Patriotism is the last refuge of a scoundrel.

—S AMUEL J OHNSON, 1775

Boswell, Johnson’s biog- rapher, does not indicate what the context is here, but he does say that it is false patriotism to which Johnson referred.

■ This “Patriotism Bear” is all decked out with flags, medals, and patches. He sells for $119.99 from Dollsville on the Web. Whether motivated by patriotism or profits, there are plenty of people ready to cash in on the patriotism bandwagon.

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FALLACIES THAT INVOLVE APPEALS TO EMOTION 193

Remember, these various emotional fallacies, from the “argument” from outrage to the groupthink fallacy, all share certain properties. They often (though not always) contain assertions you might call “premises” and other assertions that you might call a “conclusion.” But the “premises” don’t actu- ally support the “conclusion”; rather, they evoke emotions that make us want to accept the conclusion without support. So, although they can wear the cloth- ing of arguments, they are really pieces of persuasion (Chapter 5). Whenever language is used to arouse emotions, it is wise to consider carefully whether any “conclusions” that come to mind have been supported by evidence.

In the passages that follow identify any fallacies that were discussed in the pre- vious section of the text. There may be examples in which no fallacy occurs— don’t fi nd them where they don’t exist!

1. The tax system in this country is unfair and ridiculous! Just ask anyone! 2. Overheard: “Hmmmm. Nice day. Think I’ll go catch some rays.” “Says here in this magazine that doing that sort of thing is guaranteed to

get you a case of skin cancer.” “Yeah, I’ve heard that, too. I think it’s a bunch of baloney, personally. If

that were true, you wouldn’t be able to do anything—no tubing, skiing, nothing. You wouldn’t even be able to just plain lie out in the sun. Ugh!”

3. I’ve come before you to ask that you rehire Professor Johnson. I realize that Mr. Johnson does not have a Ph.D., and I am aware that he has yet to publish his fi rst article. But Mr. Johnson is over forty now, and he has a wife and two high-school-aged children to support. It will be very difficult for him to fi nd another teaching job at his age, I’m sure you will agree.

4. juan: But, Dad, I like Horace. Why shouldn’t I room with him, anyway? juan’s dad: Because I’ll cut off your allowance, that’s why! 5. That snake has markings like a coral snake. Coral snakes are deadly

poisonous, so you’d better leave it alone! 6. he: Tell you what. Let’s get some ice cream for a change. Sunrise

Creamery has the best—let’s go there. she: Not that old dump! What makes you think their ice cream is so

good, anyway? he: Because it is. Besides, that old guy who owns it never gets any busi-

ness anymore. Every time I go by the place, I see him in there all alone, just staring out the window, waiting for a customer. He can’t help it that he’s in such an awful location. I’m sure he couldn’t afford to move.

7. What do you mean you’ll vote for our wonderful Senator? Don’t you real- ize he voted for the blasted health care reform act? Don’t tell me you really want to see a government takeover of health care! Don’t tell me you want to see us taxed to death to pay for a whole new government bureaucracy!

8. “Jim, I’m very disappointed you felt it necessary to talk to the media about the problems here in the department. When you join the FBI, you join a family, and you shouldn’t want to embarrass your family.”

Exercise 6-1

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194 CHAPTER 6: MORE RHETORICAL DEVICES

9. “Listen, Steve lives in a huge house, drives an expensive car, and makes twice the money you do. You’re never going to live like he does unless you cut some corners.”

10. A fi ctitious western governor: “Yes, I have indeed accepted $550,000 in campaign contributions from power companies. But as I stand here before you, I can guarantee you that not one dime of that money has affected any decision I’ve made. I make decisions based on data, not on donors.”

SOME NON-EMOTION–BASED FALLACIES The next three fallacy families—(1) red herrings, (2) appeals to popularity and tradition and such, and (3) rationalizing—all have psychological elements, but they do not make the same kind of direct emotional appeal that we fi nd in the preceding fallacies.

Red Herring/Smoke Screen When a person brings a topic into a conversation that distracts from the origi- nal point, especially if the new topic is introduced in order to distract, the person is said to have introduced a red herring. (It is so called because dragging a herring across a trail will cause a dog to leave the original trail and follow

In Depth

The “True For . . .” Cop-Out Sometimes, especially when a controversial subject is under discussion, you’ll hear someone say, “Well, that may be true for you, but it isn’t true for me.”

If you stop to think about it, this is a peculiar thing to say. Certainly if the issue is about an objective fact—whether there is water on the moon, for example—then if it’s “true for” any- body, it’s true for everybody. As somebody recently said, you can choose your own opinions, but you can’t choose your own facts; the facts are just what they are, and they’re the same for everybody.

Of course, one person can believe something is true while another believes it isn’t true, but that’s a different matter entirely. If that is what the speaker means, he should simply say so clearly instead of using the paradoxical version we’re calling a cop-out.

When we say the expression is a cop-out, we mean it’s simply a way of saying “I don’t want to talk about this anymore.” It’s a discussion ender. And it certainly does not do anything to resolve whatever the original issue was. We see this expression used most often, perhaps, in matters of religion, where many people hold strong beliefs, but for one reason or another, they do not want to engage in discussions about them.

The only place where our “true for . . . ” expression is not a cop-out is when the claim in question is subjective. For example, “Zinfandel tastes better than merlot.” This remark really can be true for one person and false for another, because they may really have two different tastes. Remember, whenever you hear the “true for…” expression about an objective factual matter, it’s just a way of saying “I’m done talking.”

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SOME NON-EMOTION–BASED FALLACIES 195

the path of the herring.) In the strip-joint jury trial we mentioned earlier, the defendant was charged with pandering; but the prosecuting attorney intro- duced evidence that the defendant had also sold liquor to minors. That was a red herring that had nothing to do with pandering.

The difference between red herrings and their close relatives, smoke screens, is subtle (and really not a matter of crucial importance). Generally speaking, red herrings distract by pulling one’s attention away from one topic and toward another; smoke screens tend to pile issues on or to make them extremely complicated until the original is lost in the (verbal) “smoke.” Some- times, the red herring or smoke screen involves an appeal to emotion, but often it does not. When Bill Clinton had missiles fi red at terrorists in Sudan, he was accused of creating a red herring to defl ect public scrutiny from the Monica Lewinsky business. When George W. Bush talked about Iraq having missiles capable of threatening the United States, about that country’s poten- tial of having a nuclear weapon “within six months,” and about similar pos- sible Iraqi threats, he was accused of putting up a smoke screen to hide his real reasons for wanting to attack Iraq, which were said to be oil interests and his own personal desire to complete his father’s unfi nished business.

Let’s take another example, this one made up but typical of what often happens. Suppose that Felipe Calderón, the president of Mexico, holds a press conference, and a reporter asks him whether his use of federal troops in Juárez has made the city any safer from drug-related murders. Mr. Calderón answers, “I can guarantee you that everything the federal government can do to pacify the situation in Juárez is now being done.”

Calderón has avoided the reporter’s original question, possibly because he is not interested in admitting that the city is not any safer. He has changed the issue to one of what kind of effort the government is making. In so doing, he has dragged a red herring across the trail, so to speak. The government may or may not be doing all it can to keep the peace in Juárez, but in either case

We admit that this measure is popular. But we also urge you to note that there are so many bond issues on this ballot that the whole concept is getting ridiculous.

—A generic red herring (unclas- sifiable irrelevance) from a California ballot pamphlet

In the Media

A Red Herring in a Letter to Time Time’s coverage of the medical marijuana controversy was thoughtful and scrupulously researched. But what argues most persuasively for a ban on marijuana is the extraordinary threat the drug poses for adolescents. Marijuana impairs short – term memory, depletes energy and impedes acquisition of psychosocial skills. Perhaps the most chilling effect is that it retards maturation for young people. A significant number of kids who use lots of pot simply don’t grow up. So it is hardly surprising that marijuana is the primary drug for more than half the youngsters in the long-term residential substance-abuse programs that Phoenix House operates throughout the country.

—MITCHELL S. ROSENTHAL, M.D. , president, Phoenix House, New York City

The issue is legalization of marijuana for adults; the question of what it would do to children, who presumably would be prohibited from its use, is a red herring.

Source: Time, November 28, 2002.

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196 CHAPTER 6: MORE RHETORICAL DEVICES

that is a separate matter from whether citizens are safer in Juárez since federal troops arrived.*

Let’s imagine that the conversation continues like this:

reporter: “Mr. Calderón, polls say that most of the country believes that the government has failed to make the situation safer. How do you answer your critics?”

felipe calderón: We are making progress toward reassuring people, but quite frankly our efforts have been hampered by the tendency of the press to concentrate on the negative side of the issue.”

Once again (in our fi ctional news conference), Calderón brings in a red herring to sidestep the issue raised by the reporter.

Whether a distraction or an obfuscation is a plain red herring or a smoke screen is often difficult to tell in real life, and it’s better to spend your energy getting a discussion back on track rather than worrying which type you have before you.

Many of the other fallacies we have been discussing in this chapter (and will be discussing in the next chapter) qualify, in some version or other, as red herrings/smoke screens. For example, a defense attorney might talk about a defendant’s miserable upbringing to steer a jury’s attention away from the charges against the person; doing this would qualify as an appeal to pity as well as a smoke screen/red herring. Likewise, a prosecuting attorney may try to get a jury so angry about a crime it doesn’t notice the weakness of the evidence pointing to the defendant. This would be an argument from outrage—and a red herring.

To simplify things, your instructor may reserve the red herring/smoke screen categories for irrelevancies that don’t qualify as one of the other falla- cies mentioned in this or the next chapter. In other words, he or she may tell you that if something qualifi es as, say, an argument from outrage, you should call it that rather than a red herring or a smoke screen.

Everyone Knows . . . In Chapter 5, we examined such proof surrogates as “Everyone knows . . .” and “It’s only common sense that . . .”. Phrases like this are often used when a speaker or writer doesn’t really have an argument.

Such phrases often appear in peer pressure “arguments” (“Pardner, in these parts everyone thinks . . .”). They also are used in the groupthink fal- lacy (“As any red-blooded American patriot knows, . . .). There is, however, a third way these phrases can be used. An example would be when Robert Novak said on CNN’s Crossfire, “Liberals are fi nally admitting what everyone knows, that airline safety demands compromise.” Novak wasn’t applying or evoking peer pressure or groupthink; he was offering “proof” that airline safety demands compromise. His proof is the fact that everyone knows it.

*Unfortunately, the number of homicides in Ciudad Juárez went from 317 in 2007 to 1,623 in 2008 and to 2,754 in 2009, according to government reports. That would make it the most dangerous city in the world during the latter two years.

Could somebody please show me one hospital built by a dol- phin? Could somebody show me one highway built by a dolphin? Could someone show me one automobile invented by a dolphin?

—RUSH LIMBAUGH, responding to the New York Times’ claim that dolphins’ “behavior and enormous brains suggest an intelligence approaching that of human beings”

Good point. Anyone know of a hospital or highway built by Rush Limbaugh or an automo- bile invented by him?

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SOME NON-EMOTION–BASED FALLACIES 197

When we do this, when we urge someone to accept a claim (or fall prey to someone’s doing it to us) simply on the grounds that all or most or some sub- stantial number of people (other than authorities or experts, of course) believe it, we commit the fallacy known as the appeal to popularity.

That most people believe something is a fact is not evidence that it is a fact—most people believe in God, for example, but that isn’t evidence that God exists. Likewise, if most people didn’t believe in God, that wouldn’t be evidence that God didn’t exist.

Most people seem to assume that bus driving and similar jobs are some- how less desirable than white-collar jobs. The widespread acceptance of this assumption creates its own momentum—that is, we tend to accept it because everybody else does, and we don’t stop to think about whether it actually has

Real Life

Is It Still a Lie If Everybody Does It? “Shell [Oil Company] was charged with mislead- ing advertising in its Platformate advertisements. A Shell spokesman said: ‘The same comment could be made about most good advertising of most products.’ ”

—SAMM S. BAKER, The Permissible Lie

A perfect example of the common-practice fallacy.

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198 CHAPTER 6: MORE RHETORICAL DEVICES

anything to recommend it. For a lot of people, a job driving a bus might make for a much happier life than a job as a manager.

In some instances, we should point out, what people think actually deter- mines what is true. The meanings of most words, for example, are determined by popular usage. In addition, it would not be fallacious to conclude that the word “ain’t” is out of place in formal speech because most speakers of English believe that it is out of place in formal speech.

There are other cases where what people think is an indication of what is true, even if it cannot determine truth. If several Bostonians of your acquain- tance think that it is illegal to drink beer in their public parks, then you have some reason for thinking that it’s true. And if you are told by several Europe- ans that it is not gauche to eat with your fork in your left hand in Europe, then it is not fallacious to conclude that European manners allow eating with your fork in your left hand. The situation here is one of credibility, which we dis- cussed in Chapter 4. Natives of Boston in the fi rst case and Europeans in the second case can be expected to know more about the two claims in question, respectively, than others know. In a watered-down sense, they are “experts” on the subjects, at least in ways that many of us are not. In general, when the “everyone” who thinks that X is true includes experts about X, then what they think is indeed a good reason to accept X.

Thus, it would be incorrect to automatically label as a fallacy any instance in which a person cites people’s beliefs to establish a point. (No “argument” fi tting a pattern in this chapter should be dismissed unthinkingly. ) But it is important to view such references to people’s beliefs as red alerts. These are cautionary signals that warn you to look closely for genuine reasons in support of the claim asserted.

Two variations of the appeal to popularity deserve mention: Appeal to common practice consists in trying to justify or defend an action or practice (as distinguished from an assertion or claim) on the grounds that it is common. “I shouldn’t get a speeding ticket because everyone drives over the limit” is an example. “Everyone cheats on their taxes, so I don’t see why I shouldn’t” is another. Now, there is something to watch out for here: When a person defends an action by saying that other people do the same thing, he or she might just be requesting fair play. He or she might be saying, in effect, “Okay, okay, I know it’s wrong, but nobody else gets punished, and it would be unfair to single me out.” That person isn’t trying to justify the action; he or she is asking for equal treatment.

The other variant of the popularity fallacy is the appeal to tradition, a name that is self-explanatory. People do things because that’s the way things have always been done, and they believe things because that’s what people have always believed. But, logically speaking, you don’t prove a claim or prove a practice is legitimate on the basis of tradition; when you try to do so, you are guilty of the appeal to tradition fallacy. The fact that it’s a tradition among most American children to believe in Santa Claus, for instance, doesn’t prove Santa Claus exists; and the fact that it’s also a tradition for most American parents to deceive their kids about Santa Claus doesn’t necessarily mean it is okay for them to do so. Where we teach, there has been a long tradition of fraternity hazing, and over the years several unfortunate hazing incidents have happened. We have yet to hear a defense of hazing that amounted to anything other than an appeal to tradition, which is equivalent to saying we haven’t heard a defense at all.

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SOME NON-EMOTION–BASED FALLACIES 199

Rationalizing Let’s say Mr. Smith decides to do something really nice for his wife on her birthday and buys her a new table saw. “This saw wasn’t cheap,” he tells her. “But you’re going to be glad we have it, because it will keep me out in the garage and out of your way when you’re working here in the house.”

The fallacy in the reasoning in this made-up example is pretty obvious. Mr. Smith is confusing his wife’s desires with his own.

When we do this, when we use a false pretext to satisfy our own desires or interests, we’re guilty of rationalizing, a very common fallacy. It almost made our list of the top ten fallacies of all time.

Now, there is nothing wrong with satisfying one’s desires, at least if they don’t harm someone or aren’t illegal. But in this book, we’re talking logic, not morals. Rationalizing involves a confusion in thinking, and to the extent we wish to avoid being confused in our thinking, we should try to avoid rationalizing.

“But,” you may be saying, “it is good to do nice things for other people. If you do something that helps them, or that they like, or that benefi ts the world, what difference does motivation make? If, for whatever reason, the table saw makes Mr. Smith’s wife happy, that’s what counts.”

Now, there is something to be said for this argument, because it is good to make people happy. But whether Mr. Smith’s wife is happy or not, there has been a confusion in his thinking, a fallacy. And it is a common fallacy indeed. Obviously, most instances of rationalizing are not as blatant as Mr. Smith’s, but people frequently deceive themselves as to their true motives.

Rationalizing need not be selfi sh, either. Let’s say a former oilman is elected governor of a state that produces oil. He may act in what at some level he thinks are the best interests of his state—when in fact he is motivated by a desire to help the oil industry. (Incidentally, you can’t just assume he would do this.) To the extent that he is deceiving himself about his true motivation, he is rationalizing. But this isn’t selfish rationalizing; his actions don’t benefi t him personally.

Rationalizing, then, involves an element of self-deception, but otherwise it isn’t necessarily devious. However, some people encourage others to ratio- nalize because they themselves stand to benefi t in some way. “Hey, Smith,” his buddy Jones says to him. “That’s a fi ne idea! Really creative. Your wife will really like a saw. Maybe you could build a boat for her, and you and I could go fi shing.” Jones may or may not say this innocently: If he does, he, too, is guilty of rationalizing; if he doesn’t, he’s just cynical.

In the following passages, identify any fallacies discussed in the preceding sec- tion of the text (red herring/smoke screen; appeals to popularity, tradition, com- mon practice; rationalizing). There may be passages that contain no fallacy.

1. democrat: What do you think of your party’s new plan for Social Security?

republican: I think it is pretty good, as a matter of fact. democrat: Oh? And why is that? republican: Because you Democrats haven’t even offered a plan,

that’s why!

Exercise 6-2

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200 CHAPTER 6: MORE RHETORICAL DEVICES

2. fred: I think we should just buy the new truck and call it a business expense so we can write it off on our taxes.

ethel: I don’t know, Fred. That sounds like cheating to me. We wouldn’t really use the truck very much in the business, you know.

fred: Oh, don’t worry about it. This kind of thing is done all the time. 3. A fi ctitious western governor: “Yes, I have indeed accepted $550,000 in

campaign contributions from power companies. But as I stand here before you, I can guarantee you that not one dime of that money has affected any decision I’ve made. I make decisions based on data, not on donors.”

4. They fi nally passed the immigration law. Did you see the latest poll? It says that over two-thirds of Americans believe it’s going to solve the immigration problem once and for all. It’s about time they did the right thing in Congress.

5. reporter cokie roberts: Mr. Cheney, aside from the legal issues that stem from the various United Nations resolutions, isn’t there an overrid- ing moral dimension to the suffering of so many Kurdish people in Iraq?

dick cheney: Well, we recognize that’s a tragic situation, Cokie, but there are tragic situations occurring all over the world.

—Adapted from an interview on National Public Radio’s Morning Edition

6. I’m going to use the textbook that’s on reserve in the library. I’ll have to spend more time on the campus, but it’s sure better than shelling out over a hundred bucks for one book.

7. The animal rights people shouldn’t pick on rodeos about animal treat- ment. If they’d come out and see the clowns put smiles on kids’ faces and see horses buck off the cowboys and hear the crowd go “ooh” and “ahh” at the bull riding, why, then, they’d change their minds.

8. You know, Selina, I’ve been thinking lately that we’ve been putting away money for our retirement for quite a while now, and since the economy seems to be recovering from the recession, I think we’re going to be in pretty good shape when we’re ready to retire—we’ll at least have enough to get by. Meanwhile, I’ve been looking at these new Ford trucks, and they really come with everything these days, even GPS and satellite radio. And if we put a portion of our income toward purchase of a new truck, it would be a sort of investment in the future itself, you know?

9. What’s wrong with socialism? I’ll tell you what’s wrong with socialism. Americans don’t like it, is what’s wrong with socialism.

10. Should I spend time doing more of these logic exercises when I could be outside playing golf? Well, one thing is for sure. Doing one or two more exercises won’t make a difference to my grade, but playing golf will make a difference to my health.

TWO WRONGS MAKE A RIGHT Let’s say you get tired of the people upstairs stomping around late at night, and so, to retaliate, you rent a tow truck and deposit their car in the river. From an emotional standpoint, you’re getting even. From a reasoning standpoint, you’re committing the fallacy known as “two wrongs make a right.” It’s a fal-

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TWO WRONGS MAKE A RIGHT 201

lacy because wrongful behavior on someone else’s part doesn’t convert wrong- ful behavior on your part into rightful behavior any more than illegal behavior on someone else’s part converts your illegal activity into legal activity. If an act is wrong, it is wrong. Wrong acts don’t cross-pollinate such that one comes out shorn of wrongfulness.

However, there is a well-known and somewhat widely held theory known as retributivism, according to which it is acceptable to harm some- one in return for a harm he or she has done to you. But we must distinguish legitimate punishment from illegitimate retaliation. A fallacy clearly occurs when we consider a wrong to be justifi cation for any retaliatory action, as would be the case if you destroyed your neighbors’ car because they made too much noise at night. It is also a fallacy when the second wrong is directed at someone who didn’t do the wrong in the fi rst place—a brother or a child of the wrongdoer, for example. And it is a fallacy to defend doing harm to another on the grounds that that individual would or might do the same to us. This would happen, for example, if we didn’t return excess change to a salesclerk on the grounds that “if the situation were reversed,” the clerk wouldn’t have given us back the money.

On the other hand, it isn’t a fallacy to defend an action on the grounds that it was necessary to prevent harm from befalling oneself; bopping a mugger to prevent him from hurting you would be an instance. To take another example, near the end of World War II, the United States dropped two atomic bombs on Japanese cities, killing tens of thousands of civilians. Politicians, historians, and others have argued that the bombing was justifi ed because it helped end the war and thus prevented more casualties from the fi ghting, including the deaths of more Americans. People have long disagreed on whether the argu- ment provides sufficient justifi cation for the bombings, but there is no dis- agreement about its being a real argument and not empty rhetoric.

Argument Diagram (1) The people upstairs keep making noise late at night and (2) it bothers me so (3) I have the right to rent a tow truck and deposit their car in the river.

(1) The people upstairs keep making noise late at night. (2) It bothers me. (3) Therefore I have the right to rent a tow truck and deposit

their car in the river.

Fallacies run the gamut from attempts to stir up emotion to attempts to dis- tract us from a subject entirely. In this chapter we’ve covered a selection of fal- lacies that are based on appeals to our emotions as well as several others that, while they have a psychological aspect, are less emotion-based.

Fallacies that appeal to emotion:

Recap

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202 CHAPTER 6: MORE RHETORICAL DEVICES

■ Argument from outrage ■ Scare tactics ■ Argument by force ■ Argument from pity ■ Argument from envy ■ Apple polishing ■ Guilt trip ■ Wishful thinking ■ Peer pressure “argument” ■ Groupthink fallacy ■ Nationalism

Other fallacies discussed in this chapter don’t invoke emotions directly but are closely related to emotional appeals. These include

■ Red herring/smoke screen ■ Appeal to popularity ■ Appeal to common practice ■ Appeal to tradition ■ Rationalization ■ Two wrongs make a right

In all these specimens, there is something one might call a “premise” and something one might call a “conclusion,” but the “premise” either fails to support the conclusion or “supports” some tangential claim. In any case, a mistake in reasoning has been made; a fallacy has been committed.

In the exercises that follow, we ask you to name fallacies, and your instructor may do the same on an exam. (At the end of Chapter 7, there are more exercises that refer back to the fallacies in this chapter.)

Exercise 6-3 Working in groups, invent a simple, original, and clear illustration of each type of fallacy covered in this chapter. Then, in the class as a whole, select the illus- trations that are clearest and most straightforward. Go over these illustrations before doing the remaining exercises in this chapter, and review them before you take a test on this material.

Exercise 6-4 Answer the following questions and explain your answers.

1. A brand of toothpaste is advertised as best selling. How relevant is that to whether to buy the brand?

Additional Exercises

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EXERCISES 203

2. A brand of toothpaste is best selling. How relevant is that to whether to buy that brand?

3. An automobile is a best-seller in its class. How relevant is that to whether to buy that kind of automobile?

4. A movie is a smash hit. Would that infl uence your opinion of it? Should it?

5. Your friends are all Republicans. Would that infl uence your decision about which party to register with? Should it?

6. Your friends are all Democrats. Would that infl uence what you say about Democrats to them? Should it?

7. Your friend’s father wrote a novel. How relevant is that to whether you should say nice things about the book to your friend?

8. Your friend’s mother is running for office. How relevant is that to whether you should vote for her?

9. Your own mother is running for office. How relevant is that to whether she will do a good job? To whether you should vote for her?

10. Movie critic Roger Ebert gives a movie a “thumbs-up” and calls it one of the best of the year. How relevant is this to whether you should go see the movie?

Exercise 6-5 Which of the following do you believe? Which of the following do you really have evidence for? Which of the following do you believe on an “everyone knows” basis? Discuss your answers with other members of your class.

1. Small dogs tend to live longer than large dogs.

2. Coffee has a dehydrating effect.

3. Most people should drink at least eight glasses of water a day.

4. If you are thirsty, it means you are already dehydrated.

5. Rape is not about sex; it’s about aggression.

6. Marijuana use leads to addiction to harder drugs.

7. The news media are biased.

8. You get just as much ultraviolet radiation on a cloudy day as on a sunny day.

9. If you don’t let yourself get angry every now and then, your anger will build up to the exploding point.

10. Carrots make you see better.

11. Reading in poor light is bad for your eyes.

12. Sitting too close to the TV is bad for your eyes.

13. Warm milk makes you sleepy.

14. Covering your head is the most effective way of staying warm in cold weather.

15. Smoking a cigarette takes seven minutes off your life.

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204 CHAPTER 6: MORE RHETORICAL DEVICES

16. Government-run health care management is more (or less—choose one) expensive than private-run health care management.

Exercise 6-6 For each of the passages that follow, determine whether fallacies are present and, if so, whether they fi t the categories described in this chapter.

1. Boss to employee: “I’ll be happy to tell you why this report needs to be fi nished by Friday. If it isn’t ready by then, you’ll be looking for another job. How’s that for a reason?”

2. Mother: “I think he has earned an increase in his allowance. He doesn’t have any spending money at all, and he’s always having to make excuses about not being able to go out with the rest of his friends because of that.”

3. Mother to father: “You know, I really believe that our third grader’s friend Joe comes from an impoverished family. He looks to me as though he doesn’t get enough to eat. I think I’m going to start inviting him to have dinner at our house once or twice a week.”

4. Statistics show that fl ying is much safer than driving. So why put your family at risk? This summer, travel the safe way: Fly Fracaso Airlines!

5. One political newcomer to another: “I tell you, Sam, you’d better change those liberal views of yours. The general slant toward conservatism is obvi- ous. You’ll be left behind unless you change your mind about some things.”

6. If you ask me, I think breaking up with Anton is a big mistake. Have you forgotten how he stuck by you last year when you really needed somebody? Is this how you repay that kind of devotion?

7. one fan: The fi eld goal has become too big a part of the game. I think it would be more reasonable to change it from a 3-point play to a 2-point play. That would make advancing the ball more important, which is as it should be.

another fan: Oh, come on. Field goals have always been three points; it’s just silly to think of changing a part of the game that’s been around for so long.

8. Student speaker: “Why, student fees have jumped by more than 300 per- cent in just two years! This is outrageous! The governor is working for a balanced budget, but it’ll be on the backs of us students, the people who have the very least to spend! It seems pretty clear that these increased student fees are undermining higher education in this state. Anybody who isn’t mad about this just doesn’t understand the situation.”

9. “What? You aren’t a Cornhuskers fan? Listen, around here everybody is for the Huskers! This is Nebraska!”

10. They need to understand that it’s okay for the good guys to have nuclear weapons and it’s not okay for the bad guys to have them. And the U.S.A. is one of the good guys, you see. The U.S. is always going to do the right thing by these weapons, and we can’t trust most of the rest of the world to do that. There’s your nuclear arms policy in a nutshell.

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EXERCISES 205

Exercise 6-7 For each of the following, determine whether one of the lettered rhetorical devices or fallacies covered in Chapters 5 and 6 occurs in the passage. There may be items that do not contain such devices or fallacies, so be careful!

1. Letter to the editor: “Your food section frequently features recipes with veal, and your ads say veal is a wholesome, nutritious food. Well, I have a different opinion of veal. Do you know how it comes to be on your plate? At birth, a newborn calf is separated from its mother, placed in a dark enclosure, and chained by its neck so it cannot move freely. This limits muscular development so that the animal is tender. It is kept in the dark pen until the day it is cruelly slaughtered.” a. scare tactics d. wishful thinking b. argument from pity e. no device or fallacy c. common practice

2. Listen, Bob. I’ve met with the rest of our neighbors on the block, and we all agree that your yard really looks terrible. It’s embarrassing to all of us. Our conclusion is that you ought to do something about it. a. common practice d. rationalizing b. use of euphemism e. no device or fallacy c. use of dysphemism

3 . Former presidential chief of staff John Sununu was charged with using Air Force executive jets for frequent trips to vacation spots. In a letter to a newsmagazine, a writer observed, “What’s all the fuss about? If every- body is doing it, why get excited about Sununu?”

a. loaded question d. common practice b. stereotyping e. no device or fallacy c. argument from outrage

4. I was thinking: Our newspaper boy has not missed a day all year, and he always throws our paper right up here near the front door. I think I’m going to leave him an extra-large tip this Christmas. I know people who do that kind of work don’t make a lot of money, and I’m sure he can use it. a. downplayer d. argument from pity b. stereotyping e. no device or fallacy c. innuendo

5. Hey, watch what you say about my car. You won’t see many that old around anymore; it’s a real classic. a. rhetorical explanation d. use of euphemism b. hyperbole e. no device or fallacy c. argument from pity

6. Despite all the fancy technology that went into Sam’s new car, it still gets a mere 29 miles per gallon. a. use of dysphemism d. downplayer b. weaseler e. no device or fallacy c. rationalizing

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206 CHAPTER 6: MORE RHETORICAL DEVICES

7. Text messaging teaches people to misspell and adopt the crudest style of writing possible. It’s like an advanced degree in Bonehead English. a. rationalizing d. argument from outrage b. rhetorical analogy e. no device or fallacy c. rhetorical explanation

8. Imagine yourself alone beside your broken-down car at the side of a coun- try road in the middle of the night. Few pass by, and no one stops to help. Don’t get caught like that. You need a No-Tel cellular telephone!

Which of the following best characterizes this passage?

a. The passage gives someone no reason for buying anything at all. b. The passage gives someone no reason for buying a cell phone. c. The passage gives someone no reason for buying a No-Tel cell phone. d. The passage gives someone a reason for buying a sawed-off shotgun for

the car.

Exercise 6-8 For each of the passages that follow, determine whether fallacies are present and, if so, whether they fi t the categories described in this chapter.

1. “Grocers are concerned about sanitation problems from beverage residue that Proposition 11 could create. Filthy returned cans and bottles— over 11 billion a year —don’t belong in grocery stores, where our food is stored and sold. . . . Sanitation problems in other states with similar laws have caused increased use of chemical sprays in grocery stores to combat rodents and insects. Vote no on 11.”

—Argument against Proposition 11, California ballot pamphlet

2. C’mon, George, the river’s waiting and everyone’s going to be there. You want me to tell ’em you’re gonna worry on Saturday about a test you don’t take ’til Tuesday? What’re people going to think?

3. attendant: I’m sorry, sir, but we don’t allow people to top off their gas tanks here in Kansas. There’s a state law against it, you know.

richard: What? You’ve got to be kidding! I’ve never heard of a place that stopped people from doing that!

4. One roommate to another: “I’m telling you, Ahmed, you shouldn’t take Highway 50 this weekend. In this weather, it’s going to be icy and danger- ous. Somebody slides off that road and gets killed nearly every winter. And you don’t even have any chains for your car!”

5. That, in sum, is my proposal, ladies and gentlemen. You know that I trust and value your judgment, and I am aware I could not fi nd a more astute panel of experts to evaluate my suggestion. Thank you.

6. jared: In Sweden, atheists and agnostics outnumber believers 2 to 1, and in Germany, less than half the population believes in God. Here in the United States, though, over 80 percent believe in God. I wonder what makes the United States so different.

alice: You’ve answered your own question. If I didn’t believe in God, I’d feel like I stuck out like a sore thumb.

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EXERCISES 207

7. One local to another: “I tell you, it’s disgusting. These idiot college stu- dents come up here and live for four years—and ruin the town—and then vote on issues that affect us long after they’ve gone. This has got to stop! I say, let only those who have a real stake in the future of this town vote here! Transient kids shouldn’t determine what’s going to happen to local residents. Most of these kids come from Philadelphia . . . let them vote there.”

8. Chair, Department of Rhetoric (to department faculty): “If you think about it, I’m certain you’ll agree with me that Mary Smith is the best candidate for department secretary. I urge you to join with me in recom- mending her to the administration. Concerning another matter, I’m now setting up next semester’s schedule, and I hope that I’ll be able to give you all the classes you have requested.”

9. nellie: I really don’t see anything special about Sunquist grapefruit. They taste the same as any other grapefruit to me.

nellie’s mom: Hardly! Don’t forget that your Uncle Henry owns Sun- quist. If everyone buys his fruit, you may inherit a lot of money some day!

10. “Don’t risk letting a fatal accident rob your family of the home they love—on the average, more than 250 Americans die each day because of accidents. What would happen to your family’s home if you were one of them?

“ Your home is so much more than just a place to live. It’s a commu- nity you’ve chosen carefully . . . a neighborhood . . . a school district . . . the way of life you and your family have come to know. And you’d want your family to continue sharing its familiar comforts, even if suddenly you were no longer there. . . . Now, as a Great Western mortgage cus- tomer, you can protect the home you love. . . . Just complete the Enroll- ment Form enclosed for you.”

—Insurance company brochure

11. “You’ve made your mark and your scotch says it all.” —Glen Haven Reserve

12. Dear Senator Jenkins, I am writing to urge your support for higher salaries for state

correctional facility guards. I am a clerical worker at Kingsford Prison, and I know whereof I speak. Guards work long hours, often giving up weekends, at a dangerous job. They cannot afford expensive houses or even nice clothes. Things that other state employees take for granted, like orthodontia for their children and a second car, are not possibilities on their salaries, which, incidentally, have not been raised in fi ve years. Their dedication deserves better.

Very truly yours, . . . 13. her: Listen, honey, we’ve been dating for how long now? Years! I think

it’s time we thought seriously about getting married. him: Right, ummm, you know what? I think it’s time we went shopping

for a new car! What do you say to that?

14. There are very good reasons for the death penalty. First, it serves as a deterrent to those who would commit capital offenses. Second, it is just

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208 CHAPTER 6: MORE RHETORICAL DEVICES

and fair punishment for the crime committed. Third, reliable opinion polls show that over 70 percent of all Americans favor it. If so many peo- ple favor it, it has to be right.

15. first idahoan: I’ll tell you, I think Senator Creighton has done a fi ne job of representing our state. He’s brought a lot of federal money here, and he’s on the right side of most of the social issues we care about here.

second idahoan: Aw, come on, man. They caught the guy trying to pick up another man in an airport restroom. Throw him out on the street where he belongs!

16. Frankly, I think the Salvation Army, the Red Cross, and the Wildlife Fund will put my money to better use than my niece Alison and her husband would. They’ve wasted most of the money I’ve given them. So I think I’m going to leave a substantial portion of my estate to those organizations instead of leaving it all to my spendthrift relatives.

17. “The president’s prosecution of the War on Terror is being handled exactly right. He wasn’t elected to do nothing!”

18. Student to teacher: “I’ve had to miss several classes and some quizzes because of some personal matters back home. I know you have a no- make-up policy, but there was really no way I could avoid having to be out of town; it really was not my fault.”

19. bud: So, here’s the deal. I’ll arrange to have your car “stolen,” and we’ll split the proceeds from selling it to a disposer. Then you fi le a claim with your insurance company and collect from it.

lou: Gee, this sounds seriously illegal and dangerous. bud: Illegal, yeah, but do you think this is the fi rst time an insurance

company ever had this happen? Why, they actually expect it—they even budget money for exactly this sort of thing.

20. Kibitzer, discussing the job Lamar Alexander did as secretary of education: “It was absolutely clear to me that Alexander was not going to do any good for American education. He was way too involved in money-making schemes to give any attention to the job we were paying him for. Do you know that back before he was appointed, he and his wife invested fi ve thousand dollars in some stock deal, and four years later that stock was worth over eight hundred thousand dollars? Tell me there’s nothing fi shy about a deal like that!”

21. My opponent, the evolutionist, offers you a different history and a dif- ferent self-image from the one I suggest. While I believe that you and I are made in the image of God and are only one step out of the Garden of Eden, he believes that you are made in the image of a monkey and are only one step out of the zoo.

22. Recently, two Colorado lawmakers got into a shouting match when one of them marched into a news conference the other was holding in opposi- tion to same-sex marriage. Rep. Jim Welker had called the news confer- ence to solicit support for a constitutional amendment to bar gays and lesbians from marrying. Rep. Angie Paccione objected, saying, “We have over 700,000 Coloradans without health care; how could we possibly say gay marriage is more important than health care?”

Welker then responded, “Gay marriage will open a Pandora’s box. Where do you draw the line? A year and a half ago a lady in India married

moo38286_ch06_184-209.indd 208 12/9/10 1:34 PM

 

 

EXERCISES 209

her dog!” Welker was referring to the marriage of a 9-year-old girl to a stray dog as part of a ritual to ward off an evil spell.

“Oh, for heaven’s sake,” Paccione said. “Come on, Jim.” “That is true. That’s a fact,” Welker said. Paccione replied, “It’s not the same to have somebody marry a dog as

it is to have two loving people get married. Come on.” 23. What makes you think I should put a note on this guy’s car? Do you

think for a minute he’d have left a note on mine if he’d put a dent in it?

Writing Exercises 1. Find an example of a fallacy in a newspaper editorial or opinion magazine

(substitute an example from an advertisement or a letter to the editor only as a last resort and only if your instructor permits it). Identify the issue and what side of the issue the writer supports. Explain why the pas- sage you’ve chosen does not really support that position—that is, why it involves a fallacy. If the writer’s claims do support some other position (possibly on a different, related issue), describe what position they do support.

2. In 1998, the police in Harris County, Texas, responded to a false report about an armed man who was going crazy. They did not fi nd such an indi- vidual; but when they entered the home of John Geddes Lawrence, they found him and another man, Tyron Garner, having sex. Both men were arrested and found guilty of violating a Texas law that criminalizes homo- sexual sex acts. The men challenged their conviction, and the case went to the U.S. Supreme Court in March 2003. A district attorney from the county argued, “Texas has the right to set moral standards of its people.”

Do you agree or disagree with the district attorney’s statement? Defend your answer in a one-page essay written in class. Your instructor will have other members of the class read your essay to see if they can fi nd your basic argument in the midst of any rhetoric you may have used. They also will note any fallacies that you may have employed.

3. Should there be an amendment to the U.S. Constitution prohibiting desecration of the U.S. fl ag? In a one-page essay, defend a “yes” or “no” answer to the question. Your instructor will have other members of the class read your essay, following the instructions in Writing Exercise 2.

4. Listen to a talk radio program and make a note of any fallacies discussed in this chapter that you notice. Try to write down the exact words used in the program as well as the name of the fallacy you think was employed.

moo38286_ch06_184-209.indd 209 12/9/10 1:34 PM

 
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Hrm 6622 Week 6 Assignment

Chpt 11

What are the positive consequences associated with a high predictor cutoff score?  What are the negative consequences?

Under what circumstances should a compensatory model be used?  What should a multiple hurdles model be used?

What are the advantages of ranking as a method of final choices over random selection?

Chpt 12

What are the advantages and disadvantages to the sales approach in the presentation of the job offer?

Ethics Issue – A large financial services organization is thinking of adopting a new staffing strategy for entry into its management training program. The program will provide the trainees all the knowledge and skills they need for their initial job assignment after training. So the organization has decided to do college recruiting at the end of the recruiting season, hiring those who have not been fortunate enough to receive any job offers, paying them a salary of 10% below market, and providing no other inducements such as a hiring bonus or relocation assistance. The organization figures this strategy and employee value proposition will yield a higher percentage of offers accepted, low cost per hire, and considerable labor cost savings due to below market salaries. Evaluate this strategy from an ethical perspective.

 
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Riot Games Talent Management Strategy Case Study

Overview

Write a three-page executive summary on global talent management strategies, based on a case study for Riot Games.

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

· Competency 1: Explain how culture influences human resource practices and employee management.

. Explain how culture influences HR practices and employee management in this case study.

· Competency 2: Analyze global issues that influence human resource practices for multinational corporations (MNCs).

. Analyze the evidence supporting the improvement of the organization’s talent management.

· Competency 3: Analyze the impact of cross-cultural communications on employee management in multinational corporations (MNCs).

. Articulate personal views for or against improving the organization’s talent management.

. Assess whether a non-HR leader and an HR leader would support the same talent management decisions.

· Competency 4: Communicate in a manner that is scholarly, professional, and consistent with expectations for members of the human resource profession.

. Write in a professional style using APA citations and format with correct grammar, usage, and mechanics.

Required Resources

The following resource is required to complete the assessment:

· Riot Games. (2017). Retrieved from https://www.riotgames.com/en

Suggested Resources

Global Talent Management

· Abramson, N. R., & Moran, R. T. (2018).  Managing cultural differences: Global leadership for the 21st century (10th ed.). New York, NY: Routledge.

. Chapter 4, “Negotiating Long Term for Mutual Benefit.”

. Chapter 10, “Managing Global Transitions and Relocations.”

· Cole, N. D. (2011). Managing global talent: Solving the spousal adjustment problemInternational Journal of Human Resource Management, 22(7), 1504–1530.

· Communicaid. (2014). Are we sending the right people on international assignments? | Transcript. Retrieved from https://www.youtube.com/watch?v=-_WjZzd1LCg

· European Union. (2015). Life and business in the EU. Retrieved from http://europa.eu/eu-life/index_en.htm

· Garrett, A. (2013). Crash course in . . . managing overseas staffManagement Today, 2013(4), 20.

· Onley, D. S. (2014). Terminating overseas employeesHRMagazine, 59(1), 32–34, 36.

· Overman, S. (2016). Tapping talent around the globeHRMagazine, 61(1), 46–49, 51.

· Reddy, S. (2013). Domestic-based multinationals hiring overseasWall Street Journal (Online).

Additional Resources for Further Exploration

· Doing Business. (2016).  Labor market regulation data [PDF]. Retrieved from http://www.doingbusiness.org/reports/global-reports/~/media/WBG/DoingBusiness/Documents/Annual-Reports/English/DB16-Chapters/DB16-Labor-Market-Regulation.pdf

· International Labour Organization. (2016). Regions and countries. Retrieved from http://www.ilo.org/global/regions/lang–en/index.htm

· Word Templates. Executive summary template. Retrieved from http://www.wordstemplates.org/executive-summary-template/

 

Assessment Instructions

Overview

The global organization is a complicated and powerful platform of productive capability, built on the power of differences. Cultural diversity offers a broad perspective of competitive settings and responds to and from many views and leverages the strengths that come from different nations and regions of the world. A strong global human resources strategy can support the organization’s goals to attract and retain the most talented professionals in fields aligned with the organization’s competitive posture and marketing space.

One such global organization, Riot Games, Inc., is an American gaming company based in West Los Angeles, California. The company was started in 2006 by Brandon Beck and Marc Merrill, as they worked to build a gaming company that would be quality focused and continuously improved. As of May 2018, Riot Games employed 2,500 staff members and operated 24 offices around the world, including locations in Barcelona, Spain; Berlin, Germany; Dubai, UAE; Dublin, Ireland; Hong Kong, China; Istanbul, Turkey; London, England, Los Angeles, CA, U.S.; New Delhi, India; Paris, France; San Francisco, CA, U.S.; St. Louis, MO, U.S.; Santiago, Chile; São Paulo, Brazil; Seoul, Korea; Shanghai, China; Singapore; Sydney, Australia; and Tokyo, Japan. Talent is not a function of place but of people, and the hundreds of skills and dozens of occupations required to create a highly exciting and engaging family of computer games enjoyed in virtually every nation in the world require a broadly diverse staff.

Riot Games is working very hard on diversity and inclusion with respect to both national culture and diversity, as we recognize it in the United States. The company has hired experts engaged in programs and is honestly working to address a culture that could be much improved with respect to inclusion. However, there is a key point that needs to be considered as you review and respond to this assessment. The proportion of women working for the organization in the creative area is currently less than 10 percent. Riot Games is a highly successful organization full of very capable and creative people. The majority of people work in the areas of art and technology. Another portion of its employees work in supporting roles that are common to companies. A challenge that this great company has is how to attract women to both its technology roles and other supporting functions of the organization. With such low numbers of women, the company will be challenged to attract others, often out of concern for the presence of peers. The high male population is the same across all offices listed above. While there is diversity of culture and ethnicity, and the LGBT community is being welcomed, the absence of women is an issue the organization’s leadership has made a major goal to resolve.

Riot Games is ultimately a talent-driven organization that is successful due to its uniquely qualified employees. These are not always the kinds of employees who can be sourced in traditional ways. They are talented and driven, work all hours, dream in code, and are intolerant of traditional bureaucratic settings. Interestingly, Riot Games is anything but bureaucratic. However, no matter the organizational structure and behavior of an organization, all will have human resources challenges that cannot be easily resolved. In fact this will be an issue that will require both resources and creativity to fix, which is exactly what you are challenged to do in this assessment.

Preparation

Today, talent management is a principal area of attention for HR departments and organizational leaders and this assessment provides a strategic case study based on Riot Games. The company’s website is linked in the Resources. If you haven’t already done so, review the company’s products, functions, and locations to support your assessment work. Note: Since websites are dynamic domains, it is understood that content will change over time.

Requirements

Consider yourself to be an HR practitioner working for Riot Games as you prepare a three-page executive summary that includes the following:

· Analyze the evidence supporting the improvement of the organization’s talent management.

· Explain how culture influences HR practices and employee management in this case study.

· Articulate personal views for or against improving the organization’s talent management.

· Assess whether a non-HR leader and an HR leader would support the same talent management decisions.

Additional Requirements

Your assessment should meet the following requirements:

· Executive Summary Length: 3–4 typed, double-spaced pages.

· Written communication: Communicate in a manner that is scholarly and professional. Your writing should be:

. Concise and logically organized.

. Free of errors in grammar and mechanics.

· Validation and support: Use a minimum of three relevant and credible scholarly or professional resources such as the Wall Street Journal to support your work.

· APA formatting: Format all citations and references in accordance with current APA guidelines.

 
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The Process Of Making Forecasts Based On The Ratio Between Some Causal Factor Like Sales Volume And The Number Of Employees Required

Lesson 2

Question 1 5 / 5 points

Which assessment method has a high-content validity?

Question options:

cognitive ability tests

personality tests

structured interviews

job-knowledge tests

Question 2 5 / 5 points

The framework for talent management includes __________.

Question options:

deciding what positions to fill

building a pool of job candidates

using selection tools such as tests and interviews

all of the above

Question 3 5 / 5 points

__________ is the process of deciding what positions the firm will have to fill.

Question options:

Recruitment

Selection

Workforce planning

None of the above.

Question 4 5 / 5 points

The process of making forecasts based on the ratio between some causal factor like sales volume and the number of employees required is called __________.

Question options:

ratio analysis

trend analysis

graphical analysis

computer analysis

Question 5 5 / 5 points

__________ is the procedure through which one determines the duties associated with positions and the characteristics of people to hire for those positions.

Question options:

Job description

Job specification

Job analysis

Job context

Question 6 5 / 5 points

When a company decides on how to fill top executive positions, the process is called __________.

Question options:

employment planning

succession planning

selection

testing

Question 7 0 / 5 points

The first step in the validation process is to __________.

Question options:

choose the tests to measure attributes of job

analyze the job

administer tests

cross-validate

Question 8 5 / 5 points

A(n) __________ is a procedure designed to solicit information from a person’s oral responses to oral inquiries.

Question options:

interview

presentation

prospectus

invigilation

Question 9 5 / 5 points

Hiring workers who have criminal backgrounds without proper safeguards is considered __________.

Question options:

improper hiring

negligent hiring

appropriate depending upon the job

negligent intent

Question 10 5 / 5 points

Consider the following question: “Suppose you saw a coworker who was not following standard work procedures. The coworker claimed that the new procedure was better. What would you do”? What type of question is this?

Question options:

background

past behavior

situational

job knowledge

Question 11 5 / 5 points

When planning for employment requirements, what must be forecasted?

Question options:

personnel needs

supply of inside candidates

both A and B.

neither A nor B.

Question 12 5 / 5 points

A __________ summarizes the personal qualities, traits, skills, and work behaviors required for getting the job done.

Question options:

job specification

job analysis

job report

job description

Question 13 5 / 5 points

Jackie works as a nurse on temporary assignments for hospitals throughout the region on an as-needed basis. Jackie is __________.

Question options:

a contingent worker

on job rotation

using job enlargement

none of the above

Question 14 5 / 5 points

Information regarding job demands such as finger dexterity or conscientiousness is included in the information about __________ an HR specialist may collect during a job analysis.

Question options:

work activities

human behaviors

machines, tools, equipment, and work aids

performance standards

Question 15 5 / 5 points

Interviews should begin by __________.

Question options:

establishing rapport

jumping right into the heart of the matter

highlighting what the interview will be doing

explaining the qualifications of the interviewer

Question 16 5 / 5 points

Jane must decide what positions the firm should fill in the next six months. What activity is Jane working on?

Question options:

recruitment

selection

personnel planning

interviewing

Question 17 5 / 5 points

Once a firm has a pool of applicants, the first step in pre-screening is the __________.

Question options:

in-person interview

on-site visit

application form

recommendation from recruiters

Question 18 5 / 5 points

In a mass interview, a team of individuals interviews the candidate in a __________ fashion.

Question options:

serial

sequential

panel

systematic

Question 19 5 / 5 points

The information resulting from job analysis is used for writing __________.

Question options:

job descriptions

work activities

work aids

performance standards

Question 20 5 / 5 points

The job specification takes the job description and answers which of these question?

Question options:

What traits and experiences are required to do this job well?

When will the supervisor be completely satisfied with a worker’s work?

What are the four main activities of this job?

What are the performance standards for this job?

 
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HR Design Decision Chart

Southwest Airlines is a well-known company featured in our textbook. Over the next 4 weeks, you will take on the fictional role of intern at Southwest Airlines Human Resources. You will utilize the textbook and other professional resources to complete your assessments.

Your first week on the job is filled with learning the ins and outs of Human Resources and the industry. Your manager told you that one of your projects is to assist with a new HR strategy for the company. This strategy is broken down into 3 parts that you’ll work on throughout the course. They are:

  1. Examining current practices
  2. Talent recruitment and selection
  3. Strategy recommendation

Your first task is to examine Southwest’s current HR practices, as reported in public sources. Complete the HR Design Decisions chart with your review and rationale of the elements listed below to decide where Southwest Airlines’ HR practices fall. Support the analysis with evidence from sources on the web.

  • Employees as expenses vs. employees as assets
  • Compensation below market, above market, or competitive
  • Spontaneous training and development or planned training and development
  • Specific job descriptions or general job descriptions
  • External or internal recruitment, or both
  • Limited socialization of new employees or extensive socialization
  • Collective bargaining or individual bargaining

Possible sources for information include but are not limited to:

  • Organization website and associated websites
  • Vault Campus includes detailed reviews and survey information about what it’s like to work at Southwest. To access Vault Campus, visit eCampus and click PhoenixLink.
  • Websites that specialize in company reviews and job postings
  • Magazine and journal articles from the Internet or University Library
 
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