Discussion board | Applied Sciences homework help

1. Suppose someone asks one of your listeners what you said in your presentation. What would you want the audience member to tell that person?

“We’re behind schedule, but we can catch up and finish the job on time.” “The credit rating you earn now can help—or hurt—you for decades.” “Investing now in a new system will save us money in the long run.” Presentations without a clear thesis leave the audience asking, “What is this person getting at?” While listeners are trying to figure out the answer, they will be missing much of what you are saying. 534 The thesis is so important that you should repeat it several times during your presentation: at least once in the introduction, probably several times during the body, and again in the conclusion. Beginning speakers often confuse the thesis of a presentation with its goal. Whereas a goal statement is a note to yourself outlining what you hope to accomplish, a thesis statement tells your audience your main idea. Sometimes the two can be virtually identical. In other cases, however, the goal and the thesis differ. Consider a few examples: Goal Thesis I want this client to advertise on our website. Advertising on our website will boost your sales. Workers will be more careful about conserving. Energy conservation cuts expenses, which leaves more money for salaries. Audience members will be able to respond to curtail sexual harassment instead of accepting it. You do not have to accept sexual harassment. I want to acquire new customers seeking this state-of-the-art technology. Recent advances have dramatically changed this industry in the past few years. 267 It may seem unethical to avoid mentioning your goal to an audience, but sometimes the omission is a matter of common sense and not deception. Real estate clients know that the listing agent wants to sell the property she is showing, but they are most interested in hearing why it is a good one. Similarly, an after-dinner speaker at a local service club might have the goal of getting the audience to relax, but sharing that goal would probably seem out of place. Sometimes, however, hiding your goal would clearly be unethical. A speaker who began his presentation by saying, “I don’t want to sell you anything; I just want to show you some aspects of home safety that every homeowner should know,” and then went on to make a hard-sell pitch for his company’s home fire alarms, would clearly be stepping out of bounds. 535 It usually isn’t necessary to state your goal as long as you are willing to share it with your audience, if asked. Conversely, it’s very rare not to state the thesis at the beginning of a presentation.

• Organizing the Body Inexperienced speakers often make the mistake of planning a talk by writing the introduction first. This approach is akin to trying to landscape a piece of property before you have put up a building. The body of the talk is the place to start organizing, even though it does not come first in a presentation. Organizing the body of a talk consists of two steps: identifying the key points that support your thesis and deciding which organizational plan best develops those points.

Brainstorming Ideas Once you have identified your thesis, you are ready to start gathering research to support your presentation. The first step is to pull together a list of all the information you might want to include. You will probably already have some ideas in mind, but finding other possibilities will usually require further research. For example, if your goal is to sell potential customers on your product, you will want to find out which competing products they are using and how they feel about those products. You will also want to discover whether they are familiar with your product and what attitudes they have about it. In other cases, the material you need to include might be obvious. For example, if you are giving a report on last month’s sales, the bulk of your remarks might be devoted to those figures. If you are explaining how to use a new piece of equipment, the operating steps would make up the body of your talk. Your brainstorming and research will produce a list of materials from which you will build your presentation. For example, suppose you have been asked to address a group of employees about why you want them to use Mercury Overnight for letters and packages that need to be delivered quickly. Based on your research on Mercury Overnight, you might make up a list that looks something like the one in Figure 9.2. 536 FIGURE 9.2 Selling Points Produced by a Brainstorming Session Notice that this list is just a random assortment of points. In fact, your own collection of ideas does not need to be neatly typed on a single piece of paper. More likely it will be scribbled on an assortment of index cards and note pads, or entered in an app on your phone. Once you have assembled what seems like enough raw material for your presentation, you are ready to organize it. Basic Organizational Plan Once you have a list of possible points to include in your presentation, you are ready to organize them in a clear form that will help you achieve your speaking goal. Most people will agree that clarity is important, but few realize precisely how critical it is. A substantial body of research indicates that organizing your remarks clearly can make your messages more 537 understandable, keep your audience happy, and boost your image as a speaker.23 Despite the benefits of good organization, most presentations suffer from a variety of problems in this area: 268 Taking too long to get to the point Including irrelevant material 269 Leaving out necessary information Getting ideas mixed up24 Problems such as these can lead to organizational chaos. The key to keeping your talk from turning into a meaningless stream of ideas is to organize your ideas before speaking. No matter what the subject or the goal, most effective presentations follow a well-known pattern: First, tell them what you’re going to tell them; then, tell them; then, tell them what you told them. More formally, the format looks like this: Introduction Attention-getter Thesis Preview Body (two to five main points) I. II. III. IV. V.

Conclusion

Review Closing statement 538 Of course, this linear, logical approach to organization is not the only way to structure a presentation. In fact, researchers have found that this strategy works best with Euro-American audiences or listeners who are receptive to Euro-American cultural standards. Listeners from other backgrounds may prefer less linear patterns, which have been given labels including “star,” “wave,” and “spiral.”25 Despite the value of these patterns in certain situations, the standard format is probably the safest approach with most business audiences who are part of Euro-American culture. You have probably encountered this format many times. Unfortunately, many speakers act as if they have never heard of it. Some launch into their subject without making any opening remarks to preview what they are about to say. Others finish the discussion of their main ideas and then stop speaking abruptly, without providing any summation or closing. Still others deliver what seems to be a model three-part talk but do not stop there; instead, they continue tacking on new information after audience members have closed their mental files: “Did I mention that … ,” “We had the same problem, by the way, last year when … ,” or “Oh, another thing I should have mentioned …” Even worse, many speakers do not seem to have any organizational plan in mind. Their remarks sound as if they dropped their note cards and shuffled them together in random order before addressing the group. Identify Main Points and Subpoints The list of ideas you have compiled through brainstorming and research probably contains more material than you will be able to use in your talk. Thus, the next step is to identify which key points best support your thesis and will help you achieve your purpose. Your analysis of the speaking situation will also help you to recognize your main points. 270 On the basis of this analysis, you might decide there are three main reasons why listeners might sign up to use Mercury: I. Mercury is more reliable. II. Mercury is more convenient. III. Mercury is more economical. 539 None of these main points appears on the brainstorming list in Figure 9.2; instead, they emerge as themes from that list. Each of the points that did appear on that list will fit into one of these categories, so the speech can be organized around these three points. How do you identify your main points? One strategy is to apply the “one week later” test: Ask yourself which main points you want people to remember one week after the presentation. Since most listeners will recall only a few ideas, logically you should emphasize your one-week-later points during your talk. The basic ideas that grow out of your audience analysis or brainstorming list might work well as the main points of your talk, but that is not always the case. As with the Mercury delivery service example, there may be better ways to organize your material. Before you make your final decision about the structure of your talk, you need to think about the different ways the body of a presentation can be organized. Once you have identified the main points for your presentation, you can fill in your plan with the subpoints that expand on each of them. These subpoints can be added to a standard outline like the one in Figure 9.3. A more visual way to represent the relationships among the thesis, main points, and subpoints is to draw a logic tree like the one in Figure 9.4.26 540 FIGURE 9.3 A Complete Presentation Outline 541 FIGURE 9.4 A Logic Tree Illustrates the Relationship between the Thesis, Main Points, and Subpoints in a Presentation Choose the Best Organizational Pattern There are many ways to organize the body of a presentation. Some structures work best for fundamentally informative subjects, whereas others are more effective when you want to persuade your listeners. You should choose the organizational pattern that best develops your thesis, thereby helping you achieve your goal. Chronological A chronological pattern arranges your points according to their sequence in time. You can use this structure to explain a process, such as the steps in putting an order through the order fulfillment and shipping departments or the schedule for developing a new product. One of its most common uses is to give instructions: Thesis: Downloading the software program is easy. I. Click Manual Download. II. When the File Download box appears, choose a folder location. III. Close all applications, including your web browser. IV. Double-click on the saved file icon to start the installation process. Chronological patterns are also useful for discussing events that develop over time: Thesis: We need to stay on schedule if we are to get the catalog out in time for the holidays. I. A product list must be ready by March 1. II. Photography and catalog copy have to be completed by May 6. III. Page proofs have to be read and corrected by July 30. IV. Final proofs have to be reviewed by department heads by August 30. V. Catalogs have to be shipped no later than October 5. 271 542 272

In addition, chronological patterns may be used for discussing history:

Thesis: A review of the past five years shows we have been moving toward empowering our entire workforce to make decisions. I. Five years ago, management introduced the Employee Advisory Council. II. Four years ago, we started project teams with people from every division. III. Two years ago, the company started allowing department supervisors to approve purchases. IV. Over the past year, the company has made changes in its billing process. Spatial A spatial pattern organizes material according to its relationships or physical location. You might use a spatial pattern to show the parts in a model for a new product; the location of various departments in your building; or the safety requirements of a piece of equipment, such as where safety shields should be placed, and so on. You might sell a piece of real estate with a spatially organized presentation like this: Thesis: This home provides all the space you need. I. The main floor is spacious, with a large living room, a formal dining room, and an eat-in kitchen. II. The second floor has enough bedrooms for every member of the family, plus a private study. III. The basement has a finished playroom for the children and a utility room. IV. The yard has large trees and lots of space for a garden. You can also show the subject’s geographical nature by citing examples from many places: Thesis: Business is better in some areas than in others. 543 I. Northeast regional sales are 50 percent ahead of last year’s sales. II. Mid-Atlantic regional sales are 10 percent ahead of last year’s sales. 273 III. Southern regional sales are about the same as last year’s sales. IV. Midwest regional sales are down about 25 percent from last year’s sales. Topical A topical pattern groups your ideas around some logical themes or divisions in your subject. For example, you might organize a proposal for simplifying the expense-accounting procedures around the reasons for the change or a sales presentation for photocopiers around the three major types of copiers you think a customer might be interested in. An accountant might organize a proposal for a new inventory system this way: Thesis: A just-in-time inventory system has three major benefits. I. It eliminates excess inventory that may result from long-term ordering. II. It cuts down on waste resulting from supplies becoming outdated or shopworn. III. It saves on storage and computer records costs. The topical approach is sometimes termed a catch-all approach because people occasionally describe a list of points as “topical” if they cannot think of another pattern that fits the structure. Of course, a jumbled list of ideas does not automatically become organized just because you call it topical. With a genuine topical approach, elements are logically related according to some scheme an audience can easily recognize. Cause–Effect A cause–effect pattern shows that certain events have happened or will happen as a result of certain circumstances. For example, you might show prospective life insurance customers how certain clauses will provide extra coverage if they are hospitalized or demonstrate how a 544 new advertising program will help a product reach a wider market. You might also use this pattern to demonstrate how certain circumstances are creating a problem: Thesis: Redecorating the offices before raising salaries [cause] will damage morale and affect productivity [effect]. I. When employees see the offices being redecorated and realize they have not received a cost-of-living raise over the past year, they will be discouraged. II. Discouraged employees are not as likely to give the company their best efforts during the upcoming season. An alternative form of the cause–effect structure is an effect–cause structure. When you use this structure, you focus more on results. In other words, you begin with the result and describe how it came to pass or how you think it can be made to happen. For example, you might use an effect– cause pattern to explain why a company has a strict policy about absenteeism or to explain how you expect to accomplish a sales goal you have set. This pattern may also be used to explain how a problem has been created: Thesis: The decline in our profits [effect] is the result of several problems [cause]. I. Our profits have decreased 15 percent. II. Several factors are responsible. A. Our competitors are offering better service at lower prices. B. Our maintenance costs have nearly doubled. C. Our advertising is not effective. As Table 9-3 shows, chronological, spatial, topical, and cause–effect plans are best suited to informative presentations. 274 Presentation Styles and Their Corresponding 545 Table 9-3 Organizational Patterns Informative Persuasive Chronological Spatial Topical Cause–effect Problem–solution Criteria satisfaction Comparative advantages Motivated sequence Problem–Solution A problem–solution pattern is the simplest persuasive scheme. As its name suggests, you begin by showing the audience something is wrong with the present situation and then suggest how to remedy it. This pattern works especially well when your audience does not feel a strong need to change from the status quo. Because listeners must recognize a problem exists before they will be interested in a solution, showing them that the present situation is not satisfactory is essential before you introduce your idea. For example: Thesis: Establishing a system of employee incentives can boost productivity. I. Our level of productivity has been flat for two years, but the industry- wide rate has climbed steadily in that period. [problem] II. Establishing an incentive system will give employees a reason to work harder. [solution] A problem–solution pattern might also be used to show how updating a computer system will solve problems with inventory monitoring, why a potential customer needs a personal financial advisor, or why a department needs additional staff. The problem–solution approach can be effective, but it is not the best strategy for every persuasive situation. If your listeners already recognize a problem exists, you may not need to spend much time proving the obvious. In such circumstances, you might do better to use one of the following three strategies. 546 Criteria Satisfaction A criteria satisfaction organizational strategy sets up criteria that the audience will accept and then shows how your idea or product meets those criteria. A venture capitalist used a criteria satisfaction plan when seeking investors for a business project. Notice how he introduced each criterion and then showed how his project would satisfy it: Introduction: Being in the right place at the right time can be the key to financial success. I’m here to offer you a chance to reap substantial benefits from an extremely promising project. Like any investment, this project needs to be based on the sound foundation of a solid business plan, a talented management team, and adequate financing. Let me show you how the project meets all of these important requirements.

Body:

I. The first criterion is that the business plan must be solid. Extensive market research shows the need for this product. II. The second criterion is a talented management team. Let me introduce the key members of this management team and describe their qualifications…. 275 III. The third criterion is a solid, realistic financial plan. The following plan is very conservative, yet shows strong potential for a substantial profit…. Conclusion: Because it meets the conditions of a solid business plan, this project is worth your serious consideration. In this example, the speaker introduced each criterion and then immediately showed how his plan satisfied it. A somewhat different approach is to present all the criteria first and then introduce your proposal. The strategy in this case is to first gain the audience’s acceptance and boost your credibility; then, having accomplished this aim, you show 547 how your plan meets the criteria presented. With this approach, the thesis is deferred—which is especially smart when the audience may not be inclined to accept it without some powerful arguments. In the next example, a manager used a criteria satisfaction plan with a deferred thesis to announce a wage freeze to employees—hardly a popular idea. If she had announced her thesis first (“A wage freeze is in your best interest”), the employees probably would have been too upset to listen thoughtfully to her arguments. By leading her audience through the reasons leading up to the freeze, the manager increased the chances that the employees would understand the company’s reasoning. Notice how the thesis is first presented in the middle of the body and then restated in the conclusion: Introduction: You know that we have faced declining revenues for the past year. During these hard times, we need a policy that is best both for the company and for you, the employees. That is the only way we will be able to survive.

Body:

I. There are three important criteria for selecting a policy. [introduces criteria first] A. It should be fair. B. It should cause the least harm to employees. C. It should allow the company to survive this difficult period without suffering permanent damage. II. A wage freeze is the best plan to satisfy these criteria. [satisfaction of criteria] A. It is fair. B. It causes minimal harm to employees. C. It will enable the company to survive. Conclusion: A wage freeze is the best plan at this difficult time. 548 Comparative Advantages A comparative advantages organizational plan puts several alternatives side by side and then shows why your preferred option is the best. This strategy is especially useful when the audience is considering an idea that competes with the one you are advocating. In many such cases, offering a head-on comparison that supports your case is far more effective than ignoring alternative plans. In the next example, a purchasing agent made the case to her boss for leasing office equipment instead of borrowing to buy it outright: Thesis: When we remodel the offices, we can use our budget far more efficiently by leasing equipment and furnishings instead of buying them.

Body:

I. Our up-front costs will be dramatically lower because there is no down payment. II. The application process will be easier. To qualify for a loan, we have to give the bank two to three years of financial records. A lease requires us to furnish only six months of records. 276 III. We can keep pace with technology. Short-term leases will cost us less than buying new equipment every few years. We could not afford to do that if we buy equipment outright. IV. We can buy more. Because lease costs are lower, we can get better- quality equipment that will improve our productivity. Conclusion: When it comes to value for our dollar, leasing is definitely the way to go. Motivated Sequence The motivated sequence organizational plan is a five-step scheme designed to boost the audience’s involvement and interest.27 Regardless of the topic, the sequence of steps in this structure is the same: 549 Attention. Capture the audience’s attention by introducing the problem in an interesting manner. (This attention-getter functions as an introduction.) Need. Explain the problem clearly and completely. Use a variety of supporting materials to back up your claim, proving the problem is serious. Ideally, make your listeners feel the problem affects them in some way. Make them eager to hear a solution. Satisfaction. Present your solution to the problem. Provide enough support to prove that the solution is workable and that it will, indeed, solve the problem. Visualization. Describe clearly what will happen if your proposal is adopted so the audience has a clear mental picture of how your proposal will solve the problem. You might also describe what will happen if your proposal is not adopted. In either case, the key to success in this step is to paint a vivid picture of the outcomes, showing how your proposal will make a real difference. Action. Call for a response from your audience. Explain what listeners can do to solve the problem. (This call to action functions as the conclusion.) The motivated sequence plan provides a step-by-step approach for organizing a speech. It builds on the basic problem–solution plan: Step 1 arouses listeners’ interest so they will be more receptive to the topic. Step 4 goes beyond simply providing a solution and helps the audience picture what kind of a difference it will make. Step 5 guides the audience on how to bring the solution to fruition, making it easier for listeners to take the necessary steps and rousing them to act. Unlike most presentation patterns, the motivated sequence plan usually does not require a preview in the opening of your remarks. At first glance, this approach seems to depart from the basic introduction–body– conclusion pattern of organizing a presentation. A closer look, however, reveals that the plan does follow the same pattern:

Introduction

Attention 550 Body I. Need II. Satisfaction

III. Visualization

Conclusion

Action These types of presentations all include an introduction that captures the audience’s attention and gives members reasons to listen. Each has a body arranged in a pattern that is easy to follow and helps achieve the presentation’s purpose. Each has a conclusion that reinforces the thesis of the talk and leaves the audience motivated to accept it. 277 The motivated sequence approach works best when the problem you present and the solution you propose are easy to visualize. If your listeners can imagine the problem and see themselves solving it by following your plan, then they will be motivated to accept your reasoning. Because the motivated sequence approach closes with an appeal to action, it is especially well suited to achieving an immediate response to your proposal. Recognizing this fact, a fund-raiser used it to generate pledges for an urgent appeal: [Attention] Here’s a picture of the Myer family. Ted, the dad, is a trained stonemason and proud of it. Anne, the mom, is a registered nurse. Little Chris is a normal kid who loves baseball and pizza. His teachers say he has a gift for math and languages. [Need] Since this photo was taken, the Myers have had a run of terrible luck. Last year, Ted fell at work and wrenched his back. He’s been unable to work ever since, and his disability insurance has almost run out. Three months after Ted’s accident, Anne was diagnosed with leukemia. She’s undergoing treatment, and the doctors are optimistic. But she can’t work now, and there’s no telling when she will be able to return to her job. The Myers 551 lived on their savings for six months, but now all the money is gone. Last week they had to move out of their apartment, and they have nowhere else to go. Nowhere, that is, except Transition House. [Satisfaction] You can help provide temporary housing for the Myers and other neighbors who are in trouble by contributing to Transition House. Your donations will give these people a safe place to stay while they get back on their feet and save them from life on the street. [Visualization] We’re hoping to raise enough money tonight to give the Myer family a month at Transition House. During that time, Ted can finish training for a new career as a bookkeeper and get back to work. He hopes to become a CPA. Once he’s on the job, the Myers will be able to find a new apartment so Anne can fight for her health and Chris can stay in his same school, where he’s doing so well. [Action] What we need from you tonight is a donation. We’re asking for anything you can afford: the price of an evening on the town or maybe a postponement of that new outfit you were thinking of buying. In just a moment, I’ll be passing out pledge cards…. Rules for Main Points Whichever pattern of organization you use for your presentation, your main points should meet the following criteria. Main Points Should Be Stated as Claims A claim is a statement asserting a fact or belief. If you state your claims in full, grammatical sentences, they will probably satisfy the one-week-later test and be remembered by your listeners. Notice how describing main points as claims in complete sentences is clearer and far more effective than using simple three- or four-word fragments. 278 Fragment Claim 552 Choosing a physician It is essential to choose a health care provider from the list of approved doctors. Sexual and ethnic discrimination Allowing sexual or ethnic considerations to intrude into our hiring decisions is not just bad judgment, it is illegal. Demographic changes in the market Due to demographic changes, we can expect our market to shrink in the next 10 years.

All Points Should Develop the Thesis Consider the following outline:

Thesis: Allowing employees more latitude in choosing their work hours is good for the company and for the workers. I. Flexible scheduling can work in several ways. II. Flexible scheduling improves morale. III. Flexible scheduling reduces absenteeism. The first point may be true but does not say anything about flexible scheduling’s value (thesis). For this reason, it should be dropped. A Presentation Should Contain No More Than Five Main Points Your main points are what you want your listeners to remember, but the reality is that people have difficulty recalling more than five pieces of information presented orally.28 For that reason, it is imperative that your presentation contain no more than five main points. Adhering to this limit requires some discipline. Consider the advice of David Dempsey, a trial attorney and professor of public speaking at Oglethorpe University in Atlanta, about the need to ruthlessly edit your ideas: Make three points that stick, rather than 10 quick points that leave no lasting impression. Constantly ask yourself, “Is this the most important issue, the best example, the most compelling way to illustrate my point?”29 553 Even when you have a large amount of material, it is usually possible to organize it into five or fewer categories. For example, if you were preparing an analysis of ways to lower operating expenses in your organization, your brainstorming list might include these ideas: Reduce wattage in lighting fixtures Hire an outside data processing firm to handle seasonal billing rather than expand the permanent in-house staff Sell surplus equipment Reduce nonbusiness use of copying machines Reduce the temperature in less-used parts of the building Pay overtime rather than add new employees Retrofit old equipment instead of buying new machinery 279

Your outline could consolidate this list into three areas:

Thesis: We can reduce operating costs in three areas: energy, personnel, and equipment. I. We can reduce our energy costs. A. Reduce wattage in lighting fixtures B. Reduce the temperature in less-used parts of the building II. We can reduce money spent on new personnel. A. Hire an outside data processing firm for seasonal billing B. Encourage overtime instead of adding employees III. We can reduce our purchase and maintenance costs for equipment. A. Retrofit old equipment B. Sell surplus equipment C. Reduce personal use of copying machines This outline contains all the items in your list, but organizing them into three broad categories makes your presentation much easier to comprehend than a seven-point presentation. 554 Main Points Should Be Parallel in Structure Whenever Possible Parallel wording can reflect your organization and dramatize your points. Consider how the repetition of “We can reduce …” in the preceding outline helps drive the point home far more forcefully than does the following, less effective wording of your main points: I. Managing energy costs can save us money. II. Careful hiring practices will reduce overhead. III. Equipment purchase and maintenance are controllable costs. You will not always be able to state your main points using parallel construction, but a review of many of the examples in this chapter shows that this pattern is often feasible. Each Main Point Should Contain Only One Idea Combining ideas or overlapping them will confuse audiences. Consider this outline: Thesis: Many local businesses boost their effectiveness and serve their communities by seeking a diverse workforce. I. Employees from diverse ethnic backgrounds can reach multiple audiences. II. Employees with disabilities can function as effectively as other workers. III. Age diversity provides a variety of points of view that can help sales, marketing, and operations.

• Planning the Introduction and the Conclusion The body of a presentation is important, but the introduction that precedes it needs just as much attention. Your introduction should take between 10 and 15 percent of the speaking time. During this short time—less than 1 minute of a 5-minute talk—your listeners form their initial impression of

555 you and your topic. That impression, favorable or not, will affect how they react to the rest of your remarks. To be most effective, an introduction should accomplish several purposes. 280 Functions of the Introduction As you have already learned, an introduction should have two parts: an attention-getter and a thesis statement and preview. These two parts should accomplish five things. Capture the Listeners’ Attention As you learned in Chapter 3, audiences do not always approach a presentation in a state where they are ready to listen. Sometimes the topic may not seem important or interesting to them. Sometimes the listeners may have been ordered to attend your presentation, rather than coming willingly. Even when the presentation is obviously important, your listeners will usually have other matters on their minds. If there is any chance the listeners’ minds are elsewhere, it is vital to begin by focusing their attention on you and your topic. Give Your Audience a Reason to Listen The best way to grab and hold your listeners’ attention is to convince them that your message will be important or interesting to them. For example, if company employees are generally satisfied with the insurance program the company has been using, they will not be interested in hearing about a new health plan that will be cheaper for the company unless you begin by enumerating its advantages to them—for instance, by explaining that the new plan will provide them with better emergency services. Similarly, management will be more interested in hearing your new ideas if you first say that the plans you are proposing will yield higher profits. Set the Proper Tone for the Topic and Setting If you want potential customers to buy more fire insurance, your opening remarks should prepare them to think seriously about the problems they would encounter if they had a fire in their home. If you want to congratulate your subordinates on their recent performance and encourage them to perform 556 even better on the next assignment, your opening remarks should put them in a good mood—not focus on the problems you must face. In any case, your introduction should establish rapport with your listeners. Robert Moran accomplished this goal when he began his remarks to a Japanese audience: If I were an American and you were an American audience, I would probably begin my speech with a joke. If I were Japanese speaking to a Japanese audience, I would probably begin with an apology. Since I am neither American nor Japanese, I will begin with an apology for not telling a joke.30 Establish Your Qualifications If the audience already knows you are an expert on the subject, if a previous speaker has given you an impressive introduction, or if your authority makes it clear you are qualified to talk, establishing credibility is not necessary. In other cases, however, you need to demonstrate your competence quickly so the listeners will take your remarks seriously. Nonverbal behaviors can also help boost (or diminish) your credibility. Recall the information on nonverbal communication provided in Chapter 4, and see additional advice on building credibility through nonverbal behavior in Chapters 11 and 12. Introduce Your Thesis and Preview Your Presentation In most cases, you need to state your main idea clearly at the beginning of your remarks so your listeners will know exactly what you are trying to say. In addition to giving your thesis statement, a preview of your main points tells your listeners where you are headed. 281 Accomplishing these five goals in less than a minute is not as difficult as it might seem, because you can accomplish several functions at the same time. For example, notice how an insurance agent introduced a 30- minute talk on an admittedly difficult topic: Being an insurance agent gives me a lot of sympathy for tax collectors and dog catchers. None of us has an especially popular job. After all, it seems that with life insurance you lose either way: On the one hand, if the policy 557 pays off, you won’t be around to enjoy the money. On the other hand, if you don’t need the policy, you’ve spent your hard-earned savings for nothing. Besides, insurance isn’t cheap. I’m sure you have plenty of other things you could use your money for: catching up on bills, fixing up your house, buying a new car, or even taking a vacation. With all those negatives, why should you care about insurance? For that matter, why am I devoting my career to it? For me, the answer is easy: Over the years, I’ve seen literally hundreds of people—people just like you and me—learn what a difference the right kind of insurance coverage can make. And I’ve seen hundreds more suffer from learning too late that insurance is necessary. Well, tonight I want to give you some good news. I’ll show you that you can win by buying insurance. You can win by gaining peace of mind, and you can even win by buying insurance that works like an investment, paying dividends that you can use here and now. Types of Opening Statements Of all parts of a presentation, the opening words—which typically function to capture the attention of your audience—are the hardest to choose for many speakers. To grab your audience’s attention, you have to be interesting, you have to establish the right tone, and your remarks have to relate to the topic at hand. At the same time, the opening statement has to feel right for you—it has to match your own personal style. The type of opening you choose will depend on your analysis of the speaking situation. With familiar topics and audiences, you may even decide to skip the preliminaries and give just a brief bit of background before launching into the thesis and preview: “We’ve made good progress on Mr. Boynton’s request to look into cost- cutting steps. We’ve found it is possible to reduce operating expenses by almost 10 percent without cutting efficiency. We’ll be introducing six steps to accomplish that goal this morning.” In most cases, you will want to preface your remarks with an opening statement. Following are seven of the most common and effective ways to begin a presentation. 558 Ask a Question Asking a question that is relevant to your topic is a good way to involve your listeners and establish its importance to them. Many speakers try to capture attention by asking the audience a rhetorical question—one that requires listeners to think but does not call for a verbal response. For example, the head of a team of video console developers might ask, “Why do you think the competition is appealing to our customers?” Rhetorical questions work well when the questioner already knows the answer to the question and can expect the audience to know the answer, too. When used poorly, rhetorical questions can be risky. Beware of asking questions that listeners will not care about: “Have you ever wondered what the Sherman Antitrust Act means to you?” Other rhetorical questions can be so thought-provoking that your audience will stop listening to you: “If you had to fire three of the people who report to you, how would you decide which ones to let go?” When you decide to begin with a rhetorical question, be sure to avoid mistakes like these. 282 Other questions call for an overt response: “How many people here are from out of state?” “Who has had trouble meeting deadlines for sales reports?” “What do you see as the biggest threat facing the company?” If you are seeking an overt reaction from your listeners, be sure to let them know: “Let me see a show of hands by the people who …” “Hold up your program if you’re among those who …” If you want them to respond mentally, let them know: “Answer this question for yourse

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