An argument is fallacious when it contains one or more logical fallacies. A logical fallacy is an argument that contains a mistake in reasoning (2002).
When using critical thinking to make decisions, an individual or group needs to be aware of logical fallacies and how they relate to decision-making. Logical fallacies can be used to manipulate a situation and if a person or group does not recognize logical fallacies, the person or group can be manipulated during the decision-making process. This paper will discuss three common logical fallacies and how they can be used in the decision-making process between management and subordinates in a business setting. The Management Guru website states that, in logic, a fallacy is more than a mistaken belief; it is a flaw in the argument. Fallacies can be created intentionally because a person has an agenda or can be created by simple error.
Because a fallacy is not a sound argument, critical thinking requires that we be cautious of arguments that attempt to persuade us to an action or belief that intuitively is uncomfortable (www.mgmtguru.com).
At a small local company when the problem of excessive use of Internet access on company servers arose, managers and their subordinates used fallacious arguments to express their concerns during the problem solving and decision-making process. During a discussion group meeting that was arranged to address the problem of excessive use of the companies Internet access, managers used a logical fallacy know as hasty generalization to make their point. The Nizkor Project describes a hasty generalization as a fallacy that is committed when a person draws a conclusion about a population based on a sample that is not large enough (www.nizkor.org).
The Essay on Logical Argument
Overall paper thesis: The Freemason sub-culture appeals to potential members with a combination of logical aspects, emotional appeal, and aspects of overall credibility. Members are generally drawn to the group because of one of these three, but they all combine to create the compelling sub-culture. Logical Argument The logical appeal of the Freemason society is broad and often times, overriding. ...
The managers that were involved in the discussion group stated that the entire staff should have their Internet access removed because they were all misusing at time, or would at some point in the future. Because only a few individuals have actually misused the company resource, it was hasty generalization by the managers to state that all of the employees have or would misuse the company’s Internet access. The subordinates responded to the managers’ use of the hasty generalization fallacy, with a fallacy of their own.
The subordinates stated that if the company removed a tool such as Internet access that is used to complete company business, what would the managers remove next. The phones, office supplies, or possibly their computers? The subordinates stated that if their Internet access were removed, they would eventually be unable to do their jobs. The subordinates to form their argument for not removing Internet access from the staff used the slippery slope fallacy. The logical fallacy known as the slippery slope occurs when we claim, without sufficient evidence, that a seemingly harmless action, if taken, will lead to a disastrous outcome (2002).
The managers having listened to their subordinates understood that it would be necessary for the company to keep the Internet access open and available to their employees. The managers decided that the answer would be to purchase a system to monitor and control access to the Internet. The managers used another logical fallacy to justify the need to spend money on a system to monitor Internet access.
The logical fallacy used was the week analogy. The weak analogy occurs when an arguer compares two or more things that aren’t really comparable in relevant respects (2002).
The Term Paper on Internet Access In The World
INTERNET ACCESS IN THE WORLD When we look at the development of the Internet all around the world, we see that it is like a horse carriage. The single horse of this carriage is running at an incredible speed and is constantly pulling the carriage. Wherever the horse turns the carriage is following it because it has no other chance. In the case of the Internet, the horse is the United States. The ...
The managers believed that because a few employees misused the company’s Internet access and wasted company time, then all of the employees must be wasting company time because employees of this company are prone to wasting time. The mangers’ argument was not correct and mislabeled a large cross section of their employees. The employees that wasted time needed to be reprimanded, however the employees that did their job and did not waste time did not need to be incorrectly labeled by the managers in the discussion group. Abuse of company Internet access was greatly reduced after the implementation of the new monitoring system.
Not only was productivity up, but also unwanted problems such as viruses were all but eliminated. The managers that decided to implement a monitoring system rather than eliminate access to the Internet made the right choice. The fallacies approach to critical thinking categorizes the errors in thinking that lead people to mistaken conclusions. Basing wise decision-making on the fallacies approach involves identifying fallacies in the reasoning behind a decision (2001).
Even though the individuals involved in the discussion group used logical fallacies to make their points, the correct decision was made to answer the problem. This is not always the case, therefore it is important to recognize when an individual or group is using a logical fallacy to express a point in order to make sure that the decisions made are based on fact. References Bassham, G., Irwin, W., Nardone, H., & Wallace, J.M. (2002).
Critical Thinking – A Students Introduction. New York: McGraw-Hill LeBon, T., Arnaud, D. (2001).
Practical Philosophy Volume 4.3 Pages 25-31. Retrieved May 30, 2005, from http://www.practical- philosophy.org.uk/Volume4Articles/TowardsWiseDecis ion3.htm.
