110 pages • 3 hours read
Jay HeinrichsA modern alternative to SparkNotes and CliffsNotes, SuperSummary offers high-quality Study Guides with detailed chapter summaries and analysis of major themes, characters, and more. For select classroom titles, we also provide Teaching Guides with discussion and quiz questions to prompt student engagement.
Summary
Chapter Summaries & Analyses
Key Figures
Themes
Index of Terms
Important Quotes
Essay Topics
Tools
Heinrichs opens this chapter by noting the most fatal rhetoric mistake: “people often pitch an argument that sounds persuasive to themselves, not to their listeners” (109). In deliberative argumentation, persuaders need to base their argument on what is most advantageous for their audience, not them. Persuasion comes into play when an agent tries to convince their audience that what they speak of is advantageous to them.
To convince an audience, an agent must first consider how they think. Agents need to understand commonplace, or what their audience has in common. Heinrichs recommends listening. If an audience uses the term “journey” to describe their volunteer work, then they likely view the everyday activities of life as opportunities for growth and adventure. If an audience states “It’s not PC to say this, but…” (114), then they likely have a low opinion of cultural nuance.
This chapter explores how to define an argument’s core issue, so it falls within agreeable terms for the persuader. The first strategy is framing. Persuaders can use framing to move both topic and opponent to more favorable ground. By challenging an argument’s original frame, “the ground gets yanked right out from under the attacker” (120). This strategy helps reset disputes.
There are several ways to reframe an argument. The first is to find commonplace words that carry emotional weight with an audience. By using these words, the audience will view the persuader more favorably than their opponent. Next, persuaders need to define the core issue in the broadest terms, so that it appeals to “the maximum number of people with the widest ideological and institutional diversity” (123). Finally, persuaders should use the future tense. Commonplaces deal with values; values often occupy the present. For an audience to make a decision, an argument (and its solution) needs to plausibly exist, in their minds, in the future.
Heinrichs emphasizes that “reframing an issue doesn’t always require changing the terms” (125). Redefinition, which is when a persuader accepts their opponent’s terms while changing their meaning, is a similar technique to concession. Persuaders can even go one step further and accept their “opponent’s terms and its connotation; then defend it as a positive thing” (126). In order for this to work, however, an opponent’s definitions have to work in the persuader’s favor from the start.
Tools such as redefinition fall under a rhetorical strategy known as stance. There are four parts of stance: fact, definition, quality, and relevance. Stance is known as a fallback strategy because persuaders must use the four parts in descending order. Heinrichs explains:
If facts work in your favor, use them. If they don’t (or you don’t know them), then…
Redefine the terms instead. If that won’t work, accept your opponent’s facts and terms but…
Argue that your opponent’s argument is less important than it seems. And if even that isn’t to your advantage.
Claim the discussion is irrelevant (131).
Relevance is the last part because it carries the most risk (i.e., proving an issue’s irrelevance is extremely difficult).
Arguments are most frustrating when agents lack necessary information. Logos “comes to the rescue” (136), allowing agents to skip the facts when they have to.
There are two basic tools of logos—the first being deductive logic. This tool “starts with a premise—a fact or commonplace—and applies it to a specific case to reach a conclusion” (139). The second logos tool is inductive logic, which uses specific matters to prove a premise or conclusion. Arguments that employ inductive logic use examples as proof rather than commonplace. Heinrichs recommends using fact, comparison, and story as examples. These are especially useful should an audience’s commonplace be foreign or unknown to the persuader. The strongest argument combines deduction and induction (premise and examples).
In order to capture and hold an audience’s attention, a persuader needs to understand their needs and desires. “The Hook” (147) is the most persuasive tool with which a persuader can sell their choice; the hook is what the audience needs or desires. After determining what their audience wants, the persuader needs to structure their argument around achieving this want via their own choice. Heinrichs cautions against generalizing the desires and needs of a whole group. This is especially important when dealing with a smaller audience.
Persuaders can also use expressed love, which “happens to be the single best decorum tool for when you don’t know the audience” (158). Expressed love is a means of expressing appreciation (genuine or otherwise). Heinrichs encourages readers to say to themselves, “I love these people” (158), before walking into a room. One’s body will exude this love (i.e., leaning toward the audience) and make the audience especially agreeable.
Chapters 11-14 provide the “foundations to build your own logical fortress” (146). Argumentation is found everywhere and is likely fundamental to human nature. For example, filmmakers use commonplaces as nonverbal shorthand to express certain characteristics: “A two-day beard and a glass of whiskey connote an alcoholic. A movie hero will take a beating stoically and then wince when a woman dabs him with antiseptic—an efficient way of showing the big lug’s sensitive side” (113). Readers understand the connotations behind these examples without even realizing they are forms of argument.
Corporations and campaigns also use commonplaces on the general public—such as the No Child Left Behind Act of 2001, the “law published by George W. Bush to boost both funding and testing in education” (114). This slogan is a commonplace because it reflects a shared idea of what is advantageous to American life; most people do not want to see children left behind. Heinrichs argues that the general public needs to recognize how outside forces (i.e., filmmakers, corporations, and campaigns) use rhetoric. People from all walks of life use rhetoric to frame their identities; they often accept these frames without thinking about how outside forces craft identity rules in the first place. The beauty of rhetoric is that it allows individuals to see these frames and liberate themselves from them. They can then build their own frame.
Being logically aggressive can help individuals sift through the noise of “sleazy argument” (142). It is often difficult to distinguish an argument’s proof from its conclusion. To help distinguish the two, Heinrichs recommends determining whether one already accepts part of the argument; if so, then said part is the premise. He also advises “to look for the word ‘because’” (142), as premises often start with (or imply) this word. If an argument makes no sense with “because,” then it might be a fallacy. Political candidates, businesses, and other outside forces often present false or flawed arguments. By understanding logos, an individual can spot these logical fallacies.