Issue论据.doc

一、 例证法黄金法则-每个论点都要有理由每个理由都要有例子每个例子都要有细节寻找理由的方法：1、 有什么条件可以这样？2、 如果这样会有何好处 / 坏处？3、 如果不这样会有何好处 / 坏处？4、 如果要这样，人们必须怎么办？5、 如果不能这样，人们必须怎么办？“So long as no laws are broken, there is nothing unethical about doing whatever you need to do to promote existing products or to create new products.”On the other hand, several convincing arguments can be made for holding business to a higher ethical standard. First, in many cases government regulations that protect consumers lag behind advances in technology. A new marketing technique made possible by internet technology may be unethical but nevertheless might not be proscribed by the letter of the laws which predated the Internet. Second, enforceability might not extend beyond geographic borders. Consider, for example, the case of “dumping.” When products fail to comply with U.S. regulations, American companies frequently marketor “dump”such products in third-world countries where consumerprotection laws are virtually nonexistent. Third, moral principles form the basis of government regulation and are, therefore, more fundamental than the law.二、 让步法 “All groups and organizations should function as teams in which everyone makes decisions and shares responsibilities and duties. Giving one person central authority and responsibility for a project or task is not an effective way to get work done.”By way of contrast, a trauma unit in a hospital is a case in which one individual should assume responsibility, delegate duties and make decisions. In trauma units, split-second decisions are inherently part of the daily routine, and it is generally easier for one person to make a quick decision than for a team to agree on how to proceed. One could argue that since decisions in trauma units are typically life-and-death ones, leaving these decisions to one person is too risky. However, this argument ignores the crucial point that only the most experienced individuals should be trusted with such a burden and with such power; leaving decisions to inexperienced group members can jeopardize a patients very life.三、 类比法 “It is unrealistic to expect individual nations to make, independently, the sacrifices necessary to conserve energy. International leadership and worldwide cooperation are essential if we expect to protect the worlds energy resources for future generations.”Another reason why an international effort is required is that other problems of an international nature have also required global cooperation. For example, has each nation independently recognized the folly of nuclear weapons proliferation and voluntarily disarmed? No. Only by way of an international effort, based largely on coercion of strong leaders against detractors, along with an appeal to self-interest, have we made some progress. By the same token, efforts of individual nations to thwart international drug trafficking have proven largely futile, because efforts have not been internationally based. Similarly, the problem of energy conservation transcends national borders in that either all nations must cooperate, or all will ultimately suffer.四、 假设法 “The best way to give advice to other people is to find out what they want and then advise them how to attain it.”My second reason for rejecting this method is that more often than not what people want is not what is best for them. Parents continually face this problem when advising their children. For example, suppose a child wants to quit school and get a job. Surely, the parents would be derelict in helping their child attain this want instead of convincing the child that continuing education would be in his or her best interest.五、 个人经历 “Work greatly influences peoples personal livestheir special interests, their leisure activities, even their appearance away form the workplace.”The speaker claims that our jobs greatly influence our personal interests, recreational activities and even appearance. While I agree that the personal lives of some people are largely determined by their work, in my view it would be a mistake to draw this conclusion generally. In my observation, the extent to which occupation influences personal life depends on (1) the nature of the work, and (2) how central the work is to ones sense of self.On the one hand, consider my friend Winson and Yolanda. Winson works as a gardener, but after work he creates oil painting s of quality and poignancy. His leisure time is spent alternately at the sea, in the wilderness, and in dark cafes. Yolanda paints houses for a living, but on his own time he collects fine art and books in first edition, as well as reading voraciously in the area of American history. Their outside activities and appearance speak little about what Winson and Yolanda do for a living, because these men view their jobs as little more than a means of subsidizing me activities that manifest their true selves. At the same time, they have chosen jobs that need not spill over into their personal lives, so the nature of their jobs permits them to maintain a distinctive identity apart from their work.On the other hand, consider my friend Beckya business executive who lives and breathes her work. After work hours you can invariably find her at a restaurant or bar with colleagues, discussing work. Beckys wardrobe is primarily redright off the dress-for-success page of a womans magazine. For Becky, her job is clearly an expression of her self-concept. Also, by its nature it demands Beckys attention and time away from the workplace. What has determined the influence of work on personal lives in these cases is the extent to which each person sees himself or herself in terms of work. Clearly, work is at the center of Beckys life, but not of either Winsons or Yolandas. My sample is small; still, common sense and intuition tell me that the influence of work on ones personal life depends both on the nature of the work and on the extent to which the work serves as a manifestation of ones self-concept.六、 名人名言ABC, a highly respected and well-known professor/scholar in management/business ethics/public relations/marketing/advertising in the sociology department of Pecking University (China National Academy of Social Sciences), once remarked thatABC, general manager/president of company, the major manufacturer ofin China, points out/once told me/once said (and I paraphrase) that七、 演绎推理 Involving employees in the decision making process can motivate their devotion and loyalty to their company. According to psychologist Maslow, each of us is motivated to take actions designed to satisfy needs, which include psychological needs, safety needs, social needs, esteem needs and self-actualization needs. When the employees are encouraged to engage in a policy making process they feel that they are respected by the managers and that the companies development is part of their career and life. As a result, employees are spurred to corporate with the management in every effective way to complete the task of the company. 八、 调查数据According to a recent (new/official) study (survey/report/poll), A recent (new/nationwide/general) study (survey/poll/investigation) conducted (taken) at a university by scientist (officials/experts) indicates (reveals/suggests/shows/proves/demonstrates) thatAccording to (As can be seen in/As is shown in) the figures (statistics/findings/data/graph/table) released (provided) by government (an institute), it can be learned (seen/predicted) that九、 求异法比较与对照 “People are likely to accept as a leader only someone who has demonstrated an ability to perform the same tasks that he or she expects others to perform.”People are more likely to accept the leadership of those who have shown they can perform the same tasks they require of others. My reasons for this view involve the notions of respect and trust.It is difficult for people to fully respect a leader who cannot, or will not, do what he or she asks of others. President Clintons difficulty in his role as Commander-in-Chief serves as a fitting and very public example. When Clinton assumed this leadership position, it was well-known that he had evaded military service during the Vietnam conflict. Military leaders and lower-level personnel alike made it clear that they did not respect his leadership as a result. Contrast the Clinton case with that of a business leader such as John Chambers, CEO of Cisco Systems, who by way of his training and experience as a computer engineer earned the respect of his employees.It is likewise difficult to trust leaders who do no