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117 Cards in this Set
- Front
- Back
Adherence |
The informed support of others (usually decision makers) |
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Decision Makers |
Those necessary for the implementation of the decision |
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Claim |
A statement you want others to accept and act on (factual, value, policy) |
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Issue |
The paralleling of two opposing claims stated as a question |
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Issue |
The paralleling of two opposing claims stated as a question |
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Proposition |
A claim that expresses the judgement that decision makers are asked to accept or reject (fact value or policy) |
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Issue |
The paralleling of two opposing claims stated as a question |
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Proposition |
A claim that expresses the judgement that decision makers are asked to accept or reject (fact value or policy) |
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Support |
What it takes to get others to accept and act on your claim (evidence, values, credibility) |
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Issue |
The paralleling of two opposing claims stated as a question. The "heart" of the argument. |
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Proposition |
A claim that expresses the judgement that decision makers are asked to accept or reject (fact value or policy) |
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Support |
What it takes to get others to accept and act on your claim (evidence, values, credibility) |
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Argument |
A single unit comprising of a claim and it's support |
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Criteria |
Standards, rules, algorithms, or tests on which a decision can be based |
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Criteria |
Standards, rules, algorithms, or tests on which a decision can be based |
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Toleration of Uncertainty |
The ability to accept that you must decide without being able to wait until you are certain |
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Criteria |
Standards, rules, algorithms, or tests on which a decision can be based |
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Toleration of Uncertainty |
The ability to accept that you must decide without being able to wait until you are certain |
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Spheres |
Collections of people in the process of interacting on and making critical decisions (personal, technical, public) |
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Criteria |
Standards, rules, algorithms, or tests on which a decision can be based |
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Toleration of Uncertainty |
The ability to accept that you must decide without being able to wait until you are certain |
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Spheres |
Collections of people in the process of interacting on and making critical decisions (personal, technical, public) |
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Rhetoric |
Understanding an issue from all points of view and ways of thinking (consider audience, probability, and proof) |
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Bases of Reason in Argumentation |
Starting points, language interpretation, facts, presumptions, probabilities, commonplaces |
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Bases of Reason in Argumentation |
Starting points, language interpretation, facts, presumptions, probabilities, commonplaces |
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Starting Points |
Understandings (concepts) people already possess |
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Bases of Reason in Argumentation |
Starting points, language interpretation, facts, presumptions, probabilities, commonplaces |
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Starting Points |
Understandings (concepts) people already possess |
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Language Interpretation Strategies |
Understand what is being communicated |
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Bases of Reason in Argumentation |
Starting points, language interpretation, facts, presumptions, probabilities, commonplaces |
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Starting Points |
Understandings (concepts) people already possess |
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Language Interpretation Strategies |
Understand what is being communicated |
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Facts |
Empirical knowledge derived from observation or experience over which there is no controversy |
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Bases of Reason in Argumentation |
Starting points, language interpretation, facts, presumptions, probabilities, commonplaces |
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Starting Points |
Understandings (concepts) people already possess |
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Language Interpretation Strategies |
Understand what is being communicated |
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Facts |
Empirical knowledge derived from observation or experience over which there is no controversy |
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Presumptions |
When one statement occupies the argumentative ground until some sufficient reason is presented against it |
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Probabilities |
Commonly held beliefs about what is likely to happen, what is ordinary, and what is to be expected |
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Probabilities |
Commonly held beliefs about what is likely to happen, what is ordinary, and what is to be expected |
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Commonplaces |
Lines of argument from which the arguments can be built (topoi) |
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Toulmin Model |
Claim, grounds, warrant, backing, qualifier, rebuttal |
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Toulmin Model |
Claim, grounds, warrant, backing, qualifier, rebuttal |
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Grounds |
Provide the primary source of support for the claim |
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Toulmin Model |
Claim, grounds, warrant, backing, qualifier, rebuttal |
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Grounds |
Provide the primary source of support for the claim |
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Warrant |
A general statement in the form of a value (backs up the grounds) |
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Toulmin Model |
Claim, grounds, warrant, backing, qualifier, rebuttal |
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Grounds |
Provide the primary source of support for the claim |
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Warrant |
A general statement in the form of a value (backs up the grounds) |
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Backing |
Any support that provides more specific data for the grounds or warrant |
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Toulmin Model |
Claim, grounds, warrant, backing, qualifier, rebuttal |
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Grounds |
Provide the primary source of support for the claim |
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Warrant |
A general statement in the form of a value (backs up the grounds) |
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Backing |
Any support that provides more specific data for the grounds or warrant |
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Qualifier |
A statement that indicates the force of the argument |
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Toulmin Model |
Claim, grounds, warrant, backing, qualifier, rebuttal |
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Grounds |
Provide the primary source of support for the claim |
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Warrant |
A general statement in the form of a value (backs up the grounds) |
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Backing |
Any support that provides more specific data for the grounds or warrant |
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Qualifier |
A statement that indicates the force of the argument |
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Rebuttal |
The basis on which the claim could be questioned by decision makers and the limits the arguer puts on that claim |
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Reasoning Processes for Arguments |
Argument by logic, argument by generalization, argument by cause, argument by sign, argument by authority |
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Reasoning Processes for Arguments |
Argument by logic, argument by generalization, argument by cause, argument by sign, argument by authority |
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Argumentation by Logic |
Arguing using enthymemes (if a=b and b=c then a=c) |
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Reasoning Processes for Arguments |
Argument by logic, argument by generalization, argument by cause, argument by sign, argument by authority |
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Argumentation by Logic |
Arguing using enthymemes (if a=b and b=c then a=c) |
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Argument by Generalization |
Arguing in which individual instances are assembled for the assertion of a general principle |
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Reasoning Processes for Arguments |
Argument by logic, argument by generalization, argument by cause, argument by sign, argument by authority |
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Argumentation by Logic |
Arguing using enthymemes (if a=b and b=c then a=c) |
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Argument by Generalization |
Arguing in which individual instances are assembled for the assertion of a general principle |
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Argument by Cause |
Arguing by cause and effect or effect and cause |
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Reasoning Processes for Arguments |
Argument by logic, argument by generalization, argument by cause, argument by sign, argument by authority |
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Argumentation by Logic |
Arguing using enthymemes (if a=b and b=c then a=c) |
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Argument by Generalization |
Arguing in which individual instances are assembled for the assertion of a general principle |
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Argument by Cause |
Arguing by cause and effect or effect and cause |
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Argument by Sign |
Arguing based on a warrant that most things, conditions, or ideas have characteristics that will signal their presence |
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Reasoning Processes for Arguments |
Argument by logic, argument by generalization, argument by cause, argument by sign, argument by authority |
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Argumentation by Logic |
Arguing using enthymemes (if a=b and b=c then a=c) |
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Argument by Generalization |
Arguing in which individual instances are assembled for the assertion of a general principle |
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Argument by Cause |
Arguing by cause and effect or effect and cause |
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Argument by Sign |
Arguing based on a warrant that most things, conditions, or ideas have characteristics that will signal their presence |
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Argument from Authority |
Arguing that a clamps justified because it is held by a credible person |
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5 Critical Values of Decision Making |
Clarity, significance, saliency, inherency, consistency |
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Clarity |
Having clear arguments |
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Clarity |
Having clear arguments |
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Significance |
Determining the level of concern |
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Clarity |
Having clear arguments |
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Significance |
Determining the level of concern |
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Saliency |
Determining what is relevant |
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Clarity |
Having clear arguments |
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Significance |
Determining the level of concern |
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Saliency |
Determining what is relevant |
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Inherency |
Recognizing the status quo (what's already there) |
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Clarity |
Having clear arguments |
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Significance |
Determining the level of concern |
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Saliency |
Determining what is relevant |
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Inherency |
Recognizing the status quo (what's already there) |
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Consistency |
Making sure the argument stays rational |
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Burden of Proof |
Identifies the responsibility to initiate an argument sufficient in strength to bring the decision makers to grant adherence |
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Prima Facie |
When no burden of proof is left and a sufficient argument was made (at first sight) |
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Burden of Rejoinder |
Identifies the need to reply to a case and develop a counter argument |
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4 Ways to Construct a Case |
Stock, Monroe's problem solution, comparative advantages, criteria/definition |
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4 Ways to Construct a Case |
Stock, Monroe's problem solution, comparative advantages, criteria/definition |
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Stock issues |
Creating 3 main points to present in a case |
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4 Ways to Construct a Case |
Stock, Monroe's problem solution, comparative advantages, criteria/definition |
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Stock issues |
Creating 3 main points to present in a case |
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Monroe's Problem Solution |
Using 5 steps to present a case (attention, need, satisfaction, visualization, action) |
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4 Ways to Construct a Case |
Stock, Monroe's problem solution, comparative advantages, criteria/definition |
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Stock issues |
Creating 3 main points to present in a case |
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Monroe's Problem Solution |
Using 5 steps to present a case (attention, need, satisfaction, visualization, action) |
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Comparative Advantages |
Compares the advantages of 2 or more policy changes when presenting a case |
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4 Ways to Construct a Case |
Stock, Monroe's problem solution, comparative advantages, criteria/definition |
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Stock issues |
Creating 3 main points to present in a case |
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Monroe's Problem Solution |
Using 5 steps to present a case (attention, need, satisfaction, visualization, action) |
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Comparative Advantages |
Compares the advantages of 2 or more policy changes when presenting a case |
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Criteria/Definition |
Working within the criteria of an argument when presenting a case |