TRAINERS GUIDE

How to Win any Debate or Argument

One-hour training course

Course designed by:

JCI World Headquarters Staff

15645 Olive Boulevard, Chesterfield, MO 63017, U.S.A. - Tel.: +1 (636) 449 3100 Fax: +1 (636) 449 3107 E-Mail: training@jci.cc Website: www.jci.cc

Credits:
Bottom Line Personal
Article by William A. Rusher From the Claremont Institute Published by Bottom Line Personal, www.bottomlinesecrets.com.

Course Outline
SUMMARY

How to Win any Debate or Argument

This seminar points out the main aspects of any debate or argument, and recommends the ways of winning it in the long run. It offers nine useful suggestions you can follow when involved in a debate or argument. 1. To ensure people understand that a debate or argument is inevitable in todays life. 2. To help participants identify the skills needed to succeed in a debate or argument. 3. To ensure that the participants are able to prepare themselves for a debate or argument. 1. Opening 2. The Debate 3. Evaluation and Closing. 1 Hour Unlimited Projector Flip Chart and markers Handout 1 How to Win Any Debate or Argument Handout 2 Session Evaluation Form None Classroom

OBJECTIVES

MAIN POINTS

LENGTH PARTICIPANTS EQUIPMENT MATERIALS REFERENCES ROOM LAYOUT

Time, Slides and Materials

5 minutes

Notes for the Trainer

1. OPENING

Transparency 1: Welcome to the How to Win Any Debate or Argument Seminar, and leave it on until you start the session. A. Welcome

Start the session right on time. Welcome all participants and thank them for attending this seminar. Explain that the session is about debating and arguing skills; also mention that everybody has been involved in some kind of debate or arguing in his life. Arguing is part of our daily life in business, dealing with family and friends, talking sports, etc. As everybody must have some experience in the matter, everyone is expected to share experiences and ideas. Ask them to participate, ask questions, and try to learn as much as possible during the session. Active participation by contributing ideas and opinions will be an important factor in effective learning during this seminar. To get the best results from this session, total involvement is required. Contributions from each participant are expected and will be the key for the development of new ways to face a debate or an argument at any place or time. Encourage participants to remember the ideas they will get during the seminar and use them later when participating in a debate or when involved in an argument. B. Introductions

If the participants don't know each other, ask them to introduce themselves, stating name, chapter, and their positions in the chapter. Inquire if they have had any good or bad experiences regarding arguing or debating that they would like to share with others. Introduce yourself and other speakers, if any. C. Objectives

Transparency 2: Course Objectives, Junior Chamber is well known as an organization that develops speaking skills in its members by giving them the opportunity to participate in meetings, speaking contests, debates, etc. Unfortunately, not all members know how to behave when facing people with opposite opinions. Knowing the skills and preparations necessary to win a debate or argument can have a significant impact on a persons life and performance in the organization, workplace and, most importantly, within the family. During this seminar, participants will learn some techniques and skills needed to win any debate or argument. At the end of the seminar, each participant should understand the dynamics of debate and be able to take part in an argument with great chances of winning.

Time, Slides and Materials

Activity

Notes for the Trainer

Transparency 3: Imagine, Ask all participants to imagine they are walking through a trail in the woods and are suddenly faced with a monkey (or other inoffensive but not friendly animal) in their way. Ask them to give one-word responses as to what they would do. Write all the answers on the flip chart, and then lead a discussion comparing the monkey (or other animal) with the people we face every day those who are in our way because they have different opinions. Ask them if they would treat those people the same way they treated the monkey. Lead a brief discussion, letting people get into arguments.

45 minutes

2.

THE DEBATE

Transparency 4: The Debate or Argument. Debating should be both a joy and an education. A certain proposition is stated, and its accuracy is established by a logical sequence of facts. Each one will be involved in a debate or argument, and his or her readiness to face opposing positions will determine the success or failure of the defense of his or her own position. Of course you would be happy never to argue at all. Unfortunately, this is a crowded and disputatious world, and there will come times when we must argue or debate in meetings with colleagues or one-on-one with peers. A good debater must marshal his facts, condense his remarks, express himself clearly and deliver his case with conviction. Here are some useful suggestions to use to win a debate or argument: A. Decide your purpose

Transparency 5: Decide Your Purpose. The main reason we argue is to win a point to state the case for or against something so convincingly that we prevail. Other reasons people argue are to work off aggressions or to clarify an issue or problem. Even if your only goal is to win an argument, there are various refinements of an arguments purpose that need to be determined: a. b. Winning at once vs. winning in the long run Winning as a matter of cold logic vs. winning the audience.

Deciding your goal in advance will help you plan your arguments strategy. B. Size up the opposition

Transparency 6: Size up the Opposition.

Time, Slides and Materials

Notes for the Trainer

An important factor to consider at the outset of any argument is the precise nature of the opponent--his general attitude, current mood, strengths and weaknesses. This is true whether the opponent is your brother-in-law, your employer or a rival. Dont assume that just because you like your opponent, your opponent will like you. Pay attention to his general attitude toward the subjectand his attitude toward you personally. a. b. Toward the subject. Is he passionately concerned or rather indifferent? Toward you. Is he an old and implacable foe? A friend who merely needs guidance? A thoroughly professional adversary? If your opponents weakness is inferior factual information, you can take advantage of that flaw.

One danger you must guard against is overwhelming your opponent so thoroughly that the people you are hoping to sway will be sympathetic toward him. Another danger is creating ill will with your opponent and damaging your relationship. C. Marshal relevant facts

Transparency 7: Marshal Relevant Facts. If you are going to argue, be prepared. The mistake most people make is to rush into an argument without being sufficiently sure of the facts for the position they are taking. The competent arguer analyses the structure of his case and knows all of the factual data available to support his position. It will automatically tell him what the weak points of his own case are. A competent arguer is entitled to feel certain serenity before the argument even begins. The argument he plans to make is one he fully understands, and he is prepared for his opponents conduct. D. Invoke a principle

Transparency 8: Invoke a Principle. To win an argument, you must either demonstrate that your position follows from relevant facts--or demonstrate that your proposition follows from relevant principles. A principle is based on a general experience that has been enshrined in some permanent form. If your opponent invokes a principle, you can attack it by citing extreme instances, which often reveal intrinsic flaws in principles--or at least demonstrate significant limitations on their applicability. E. Ask questions

Transparency 9: Ask Questions. A question may be asked during an argument for the purpose of gaining more information . . . (What do you mean by aggressive?). Or to narrow a loose contention . . . (Are you saying it would be wrong . . . or merely that it would be indiscreet?) 6

Time, Slides and Materials

Notes for the Trainer

But questions can also be asked during an argument to force some answer-usually one that is not beneficial to the person being questioned. Questions can also force a hostile opponent to publicly corroborate negative information you are fortunate enough to possesssuch as the fact that he once took the position opposing his present one. Any point can be put in the form of a questionsuch as, Isnt it true that . . . As a result, you will be cast in the role of someone innocently seeking enlightenment. Questions should be shaped to compel a desirable response or at the very least to avoid an undesirable one. F. Make eye contact

Transparency 10: Make Eye Contact. Displays of emotionsuch as humor, pity and angercan be used to maximize the effect of a point. One of the most powerful physical advantages you have is eye contact. Looking directly into a persons eyes suggests simplicity and sincerity. It can also challenge the other person to be completely honest . . . and be used to hold his attention. Conversely, an unwillingness to make eye contact is usually a serious disadvantage; it connotes deviousness, guilt and uncertainty. G. Be courteous

Transparency 11: Be Courteous. Courtesy is essential and can be demonstrated by your tone of voice, choice of words and body language. It is important because it makes you seem rational, gentle and in control. Courtesy requires that you listen to your opponent for a reasonable time and keep interruptions to a minimum. The necessary assumption in almost every argument is that, however wrong he may be, your opponents points are worth examination. If you believe your opponent is frivolous, stupid or evil, then you shouldnt be arguing with him at all. H. Employ understatement

Transparency 12: Employ Understatement. Both overstatement and understatement have exactly the same purpose--to stress your point. Overstatement accomplishes this by exaggerating it. Understatement achieves the same effect, but more subtly. It diminishes the point, leaving it to the listener you wish to persuade to correct the imbalance to its legitimate proportions.

Time, Slides and Materials

Notes for the Trainer

By contrast, overstatement might lead an audience to feel manipulated and sympathetic toward the other position. Example: If you dont agree with me, our organization will be set back 10 years. In such case, the audience tends to overcorrect for the excessive assertion, devaluating the point. Whats more, the audience may suspect an attempt to deceive. I. Admit blunders, then move on

Transparency 13: Admit Blunders, and then Move On. When you make a mistake, admit it promptly in as few words as possible. Then change the subject. Do not try to defend a mistake or ignore it. An unadmitted mistake is like a wounded man on the battlefield--it requires constant attention and is in imminent peril. Besides, a competent arguer will exploit your mistake to the hilt, to your inevitable and deserved discomfort. Handout 1 Distribute Handout 1 How to Win Any Debate or Argument to use as reference in the future. 3. EVALUATION AND CLOSING

10 minutes

Allow some of the participants to briefly evaluate the session. If there is time for a written evaluation, have one. Handout 2 Distribute Handout D.2 Session Evaluation Form to conduct a written evaluation. Conclude the session positively, getting a commitment from participants to use the ideas from the seminar in their future activities and relationships in business, at home and in the community. Thank them for their participation, and make sure all have copies of the handouts and other relevant materials distributed during the session.