1.5 - About University

InconsistencyCaricaturingApplying an argument only where it suitsyour interests and/or needsMaking fun of a person or position ratherthan dealing with real issuesA leader giving others feedback because “It’sgood for them” when the same leader does notaccept feedback.“All accountants are dull and analysis-retentive.”Slippery slope (dominotheory)Appealing to ignoranceShort-term versus longterm;tactics versusstrategyWeasel wordsAssuming that if you do something once, itwill escalateThe claim that whatever has not been provenfalse must be true, and vice versaAssuming short-term actions will make longtermsense, or vice versaUsing aphorisms to disguise unpleasantrealities“If we allow one person to do this, they’ll all wantto do it.”“We haven’t heard from marketing, so they can’tbe promoting our product.”“If we all work harder, our jobs will be moresecure.”“We need to rationalize our operations byrightsizing our resources.”H OW TO USE THIS LEADERSHIP TOOL“On occasion we’re gullible because we’re caught up in powerful emotions, for example, anger,wonder, fear, greed, and grief.”—Carl Sagan, THE DEMON-HAUNTED WORLD:SCIENCE AS A CANDLE IN THE DARKWe suggest four levels of application for this leadership tool.1. As a reminder, review the list of fallacies outlined from time to time.2. Think of your own examples when you have experienced these errors of logic. Doingso will ground this tool for you and make each category of logic error more understandableand meaningful. You might wish to involve your workgroup in using thistool. They too could benefit from developing their instincts for detecting logical fallacies.3. Use the appropriate steps to test and detect logical fallacies in management decisions:❑ Take the time to analyze a problem before taking action. (Many leaders claim thatthey don’t have time to do it right the first time, but seem to find time to fix upthings that go wrong.)❑ Learn how to use problem-solving and decision-making tools. [☛ 7.2 ProblemSolving]❑ Learn and use the Quality tools like causal analysis, fishbone diagrams, and so on.[☛ 7.7 Quality Tools]❑ Seek independent confirmation of your decisions.❑ Search out alternative hypotheses; remember that human behavior is complex andoften multicausal.❑ Don’t assume the first solution is the best solution; seek out and explore otheroptions.❑ Quantify information whenever possible (this aids in decision making).SECTION 6 TOOLS FOR CRITICAL THINKING AND INNOVATION 171