Chapter 4, “Argument Clarity,” contends that clarity of an argument originates in one’s ability to recognize an argument in performative action. Such recognition is enhanced by knowledge of theory and strategy that lends itself to an awareness of argument discernment. The task of leadership is to recognize arguments, those important to one’s self and to others, and to respond to them with the objective of learning and attending to what matters to one’s self and to the other.
Chapter 5, “Argument and Stakeholder Influence,” moves theory and strategy into application with stakeholders. The chapter examines the saliency of argument with internal, external, and forgotten stakeholders. A leader that does not attend to issues that signal necessary concern and attention must address the next stage of organizational warning—argument emanating from multiple stakeholders.
Chapter 6, “Communication Ethics in Action: British Petroleum and Argument Thoughtlessness,” describes the persistent and tenacious efforts of leadership in this corporate structure, ignoring arguments from multiple constituencies. They refused to attend to arguments out of ignorance, not knowing, and out of thoughtlessness that did not account for unintended consequences. The leadership of British Petroleum missed opportunity, one after the other, to understand and engage arguments that could assist the company and alleviate the eventual Deepwater Horizon disaster.