Fallacy Summary and Application Paper

We can refer to the term “fallacy”, in a general matter, as an error in reasoning. The reason a fallacy is such a broad term is because it is different from just actually being wrong about something based on the facts. More specifically, a fallacy is an argument stemming from a statement (often referred to as the “premise”) that is made for a conclusion that does not have enough supportive foundation to be valid.

There are many documented logical fallacies. Understanding the concepts of these fallacies is important. They play a defining role in thinking critically. Critical thinking is a crucial part of any organization because in order for sound judgments to be made, assumptions must be appropriate and checked. Without actions that stem from assumptions being accurate, we can assume that poor decisions and wrong judgments will be made. It is important in an organization to not let your activity and advancement become stagnant. A workplace whose productivity is allowed to wither and deteriorate is not a success. It is important to learn productive and positive ways of communication in all departments in order to keep that success flourishing. By being proficient in logical fallacy explanations and examples, you can begin to make clearer, bolder and more precise and accurate judgments that could advance your organization in many ways.

One logical fallacy is called Questionable Cause. “The general idea behind this fallacy is that it is an error in reasoning to conclude that one thing causes another simply because the two are associated on a regular basis. More formally, this fallacy is committed when it is concluded that A is the cause of B simply because they are associated on a regular basis. The error being made is that a causal conclusion is being drawn from inadequate evidence.” (Labossiere, 1995, Fallacy Tutorial Pro 3.0).

An example of a Questionable Cause fallacy within an organization would be a manager assuming that the decrease in daily production is down from its usual level because he transferred two female staff in the room, and that they must be diverting the attention and focus of the male staff. The use of a fallacy such as this one is significant in critical thinking because it is a commonly used method of analyzing among people for a quick solution. It is natural for most people to see a problem and want at least an immediate inkling of why it has happened. It is important to understand how these assumptions affect the workplace, how they change outcomes, or may block positive outcomes, and how avoiding a fallacy such as this can greatly increase success among employees and among the organization as a whole.

The “Affirming the Consequence” fallacy illustrates the idea that a conclusion is the equal result of the cause, and either can be inverted for the same reasoning. For example, an employee working at a hotel’s front desk might imply that most men entering the hotel who are wearing a suit and tie are upstanding and professional businessmen. The fallacy would in turn imply, “This man who has entered is wearing a suit and tie, so he must be an upstanding, professional businessman.” We can understand with even brief considering how a fallacy such as this can be detrimental to decision making in the workplace. The man in the suit could very well be the assumed professional businessman looking for a room. He could also be looking to rob the front desk. Another example would be something such as, “I am in Atlanta so I must be in Georgia. I am in Georgia, so I must be in Atlanta”. The second does not always equal the first… making this assumption a fallacy.

The Appeal to Pity takes place when someone tries to get people to accept a conclusion by making them feel sorry for someone else or themselves. This line of "reasoning" is fallacious because pity does not serve as evidence