Cher monsieur / madame:
S’il vous pla?t pardonnez-nous de troubler votre temps évalués.
Il s’agit d’une grande entreprise de gros en Chine, vendre des produits à tout le monde, tels que les chaussures vêtements sacs de lunettes de soleil et ainsi de suite. Nous pouvons offrir les prix bas et de haute qualité pour vous. Si vous avez du temps libre, s’il vous pla?t prendre quelques-uns à visiter notre officielles
site web: http://vcethk4.com
Meilleurs v?ux
<a href="
“>brand storytelling
In the last class, on December 15, we were pro or con for Julian Assange and we focused on the art of the stance– definition, quality and relevance. We also discussed the use of pathos and how patriotism and emulation are important techniques. Here is a review of the key ideas discussed.
It all starts with the STANCE—, definition, quality, relevance. If the first won’t work fall back on the second, and if that doesn’t work fall back on relevance.
• Part of the stance are facts and the“definition”—a rhetorical method for getting a favorable grip on an argument
One of the best ways to define the terms is to redefine them.
• Definition jujitsu= if your opponents terms actually favor you, use them to attack.
• Definition judo- use terms that contrast with your opponents creating a context that makes them look bad
• Reframing:There are two sides to the coin. Look for the most popular commonplaces among the persuadable audience- the undecided’s and moderates.
For our discussion in class we looked at Wikileaks. The first side defined it as a “foe”of democracy. The other side redefined it a “friend” The question that then came up was whether Wikileak was providing the facts necessary for citizens to know? Or, as Stephen Colbert sarcastically accused, was Wikileaks merely telling us what we shouldn’t know and making us unhappy? And then the question was raised if this would be worth it in the long run as Julian Assange pointed to its relevance.
Another technique is to switch tenses. Commonplaces deal with values and values get expressed in the present tense. To make a decision with the specific issue your audience needs to turn to the future.
The orator may lead his hearers which way he wants and draw them to what affection he will; he may make them to be angry, to be pleased, to laugh, to weep and lament; to love, to abhor and loath The seat of the the emotions-the limbic system has been shown to overpower the more rational part of the brain.
Action requires identification- which is why patriotism, anger and emulation are such strong triggers. When you want action to come out of argument, your most useful emotions arouse tribal instincts- exploiting insecurities about where they stand in a group and how much they belong to it.
• Patriotism- attaches a choice or action to the audience’s sense of group identity. It can be stirred by comparing it to a rival.
• Emulation- attaches a choice or action to a role model. To increase it build the ethos.
And most importantly, don’t forget: when you want to change someone’s mood- tell a story
Key points taken from: Thank you for Arguing, written by Jay Heinrichs; other thoughts can be found on his blog –http://www.figarospeech.com/
PERSUASION
“Argument is the process of making what we think, clear to ourselves and to others…It takes us from a vague, private viewpoint to a clearly stated position that we can defend publicly in speech or writing.”
W. Crusius and Carolyn E. Channell (rhetoritians)
Your ultimate goal is to win belief rather than simply win the argument.
True persuasion tries to change your mood, your mind and your willingness to do something
Cicero’s 3 goals for persuading people:
Stimulate their emotions -MOOD
Change their opinion- MIND
Get them to act- DESIRE
Example: What does it take to change a lightbulb?
Start by changing its mood. Make the bulb feel how scary it is to sit in the dark. This turns it into a receptive audience, eager to hear your solution. Then change its mind. Convince the bulb that a replacement is the best way to get some light in here. Finally fill it with the desire to act. Show the bulb that changing is a cinch and inspire it with a vision of lightness. This requires stronger emotions that turn a decision into a commitment.
Remember the best way to change mood is to tell a story.
——————————–
You want your audience to
• be receptive
• be attentive
• like and trust you
This are all will inevitably come back to your ethos
The best place to start is from the others position, not your own.
What is their beliefs and values regarding the issue?
In rhetoric this is called the COMMON PLACE- a viewpoint your audience holds in common—•
A commonplace is not just anything that pops into a persons head.
• It’s more a way of being.
• Different groups have different commonplaces.
• In fact people often identify with their groups through the groups commonplaces.
• These attitudes, beliefs and values also determine a person’s self-identify- the assumptions and outlook on the world that define an individual.
The Bush administration excelled in this art when they labelled their programs:
• No Child Left Behind
• Operation Iraqi Freedom
• Clear Skies
• Healthy Forests Initiatives
Each represents a prefab consensus
The commonplaces or topics are ‘locations’ of standard categories of arguments.
Aristotle distinguishes four common topics:
1. whether a thing has occurred,
2. whether it will occur,
3. whether things are bigger or smaller than they seem, and
4. whether a thing is or is not possible.
5. Other commonplaces are definition, comparison, relationship, and testimony, each with its own subtopics. . . .
We focused on how to create dynamic , engaging and memorable presentations.
(Click on title to see article and video on “how to present like Steve Jobs)
In fact, the starting point is with the speaker. Do you, yourself find the subject interesting and believable? If not, take a step back and reconsider the material. Find that “magic moment” that can interest you and similarly, the audience. There’s always an interesting take on a subject and your goal is to find it. Thereafter, adapt it to the audience and consider using the following “tools”
■Start with your core idea,
■Be explicit; give the cause and effect; an idea and its benefit.
■Tell the audience where you’re taking them from the beginning. The journey’s shorter and often more pleasant when I know the route.
■Remember the rule of “tell me”—in the intro—tell me what you’re going to tell me; in the body “tell me” and the conclusion “tell me what you told me”
■Create a story around the information
■Using your core idea and supporting facts try to create an intriguing storyline. Play with different links to design an interesting path.
■In presenting ideas, use concrete facts, containing specific details. The more the audience can picture, the more you transform the material into a memorable experience.
■Numbers and statistics are more meaningful when put into a concrete perspective—
■12 gigabytes- enough music to go to the moon and back
■10 euro- that’s enough to feel a third world child for one year
■Walk the audience through the story: open and close each idea with a clear transition between ideas.
■Linking words are good mortar for creating flow and rythmn.
Remember the importance of engaging the audience
■Use a “hook” in the introduction: an amazing story, a problem (which you can solve) or a compelling/intriguing story are typical techniques
