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Tag: Arguments

  • Caught in the “Ceasefire”

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    More recently, the format has met something of a reappraisal. In 2015, Begala reflected that, with hindsight, America could have used more noisy dissent in the buildup to the war in Iraq. Outsiders to the show have also defended it, or, at least, expressed bafflement at its punching-bag status; Ian Crouch, for instance, wrote, in this magazine, that Stewart’s takedown had come to seem “less nuanced and insightful,” and was ignorant of the reality that “true debate requires passion and theatrics as much as intellect.” By 2023, Politico’s Michael Schaffer was calling for the show’s comeback, arguing that, in a world of siloed echo chambers, the relative absence of content involving an exchange of views “might even be, um, hurting America.”

    “Crossfire” has not come back. (An attempted revival in the mid-twenty-tens, featuring Gingrich and Van Jones, among others, seemed to lack bite, and scarcely lasted a year.) But the underlying idea does seem to be enjoying a resurgence. Since last year, “NewsNight,” Abby Phillip’s prime-time CNN show—which, as one media reporter put it, is often “more ‘Crossfire’ than ‘Crossfire’ ever was”—has pitted brawlers from both sides against one another, with results that are occasionally riveting (see: the journalist Catherine Rampell daring the Trump ally Scott Jennings, who had defended Elon Musk against allegations that he gave a Sieg heil, to replicate the gesture if it was so innocuous), occasionally appalling (see: the right-wing commentator Ryan Girdusky smearing the Muslim journalist Mehdi Hasan as a terrorist sympathizer, ostensibly as a joke), and usually somewhere in between. Either way, people seem to be watching it.

    On social media, too, angry-debate formats are very much in the Zeitgeist—an outgrowth, to no small extent, of the cocksure “Debate me!” culture of right-wing bros who rose to online prominence during Trump’s first term. Charlie Kirk perfected that form by touring college campuses, where he sparred with “woke” adversaries; this past summer, a liberal streamer known as Destiny snuck into a gathering of Kirk’s group, Turning Point USA, and debated a manosphere influencer in what one attendee likened to “a cockfight.” Last year, a company called Jubilee Media launched “Surrounded,” a web show on which some flavor of provocateur (Kirk went first) is, well, surrounded by intellectual adversaries, who take turns arguing back until they are voted out by their peers. Here, too, the results can be hard to watch: when Hasan, who was born in the U.K. but is a U.S. citizen, appeared, one of his interlocutors said that he should be deported; another proudly self-identified as a fascist. But, again, people are watching. Hasan and others have said that they did “Surrounded” at the urging of their kids.

    If this is a moment of heightened disputatiousness, both Phillip’s show and “Surrounded” have nonetheless been condemned, in distinctly Stewartian fashion, for handing a platform to dishonest partisan hacks more interested in wrestling than in enlightenment. (Perhaps tellingly, both shows have pitched themselves in softer terms that seem aimed at preëmpting such criticism; Jubilee’s founder has said that he is trying to build the “Disney of empathy.”) Following Hasan’s appearance on “Surrounded,” Brady Brickner-Wood wrote, in this magazine, that the show serves up “brain-eroding slop” that “offers little more to the viewer than lobotomization.” Another critique is that such content doesn’t represent the “real” country, much of which sits in some imagined moderate center, or even the work of politics, which is friendlier in the smoke-filled rooms where decisions actually get made than it is in public. “Ceasefire” is premised on shining a light into those rooms, and on modelling respectful dialogue aimed at reaching consensus on big problems.

    These are noble goals. But what politicians say publicly shapes the world at least as much as behind-the-scenes chummery does. And any bipartisan ceasefire must take effect at a set of political coördinates that are not value-neutral. (Begala’s Iraq example comes to mind.) As I see it, shows like “Ceasefire” risk conflating civility with unity, or at least blur the boundaries between these two very different concepts. Disagreement doesn’t require rancor, and there are shows out there that are civil without seeking compromise; Ezra Klein’s Times podcast, on which he patiently unspools ideas with articulate opponents of his liberal world view, is one example. This type of exchange can fulfill what I consider to be the primary function of debate, which is not to represent some majority viewpoint but to stretch and stress-test ideas, including ones perceived as outlandish. As Crouch observed, though, that process is often passionate—especially when the stakes are so high.

    When I started thinking about this article, the distinction between “Crossfire” and “Ceasefire” styles of debate felt metaphorical. In September, after Kirk was tragically assassinated while debating with students at Utah Valley University, that changed. Among mainstream politicians and commentators, there came urgent calls to turn down the temperature and, in the words of Utah’s governor, Spencer Cox, “disagree better.” Meanwhile, Trump and his allies started to use the killing as a pretext to silence voices that they don’t like. ABC briefly suspended the late-night host Jimmy Kimmel for remarks that he made about Kirk’s death, following threats from the head of the Federal Communications Commission that even some Republicans later likened to the language of a Mob boss. The State Department revoked the visas of at least six people who “celebrated” Kirk’s death. A Tennessee man posted a meme highlighting Trump’s more dismissive response to a prior school shooting, and then was arrested on the spurious ground that he was threatening violence. The man was jailed for more than a month.

    A debate soon emerged as to whether debate was really what Kirk had been doing. Many observers portrayed him, in the words of Katherine Kelaidis in Salon, as “a modern-day Socrates, wandering the agora of America’s universities seeking to find truth by means of rhetorical contest”; Klein wrote in the Times that Kirk had been “practicing politics in exactly the right way,” and was one of his era’s “most effective practitioners of persuasion.” This characterization, especially as posited by Klein, drew howls of outrage from many commentators on the left, who argued that Kirk wasn’t interested in changing anyone’s mind, and instead practiced a form of performance art in which he would lure less experienced debaters into rhetorical traps that he could then post online under domineering titles such as “Charlie Kirk SHUTS DOWN 3 Arrogant College Students 👀🔥”—all while dehumanizing various marginalized communities and sowing hate. Kirk’s style was “to civil discourse what porn is to sex,” Kelaidis wrote. “An intentionally titillating, vaguely degrading, commodified reproduction of something that is normally good, or at least neutral.”

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    Jon Allsop

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  • ‘Presumed Innocent’ Season 1 Finale: Closing Arguments

    ‘Presumed Innocent’ Season 1 Finale: Closing Arguments

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    Jo and Rob await the jury’s decision to recap the Season 1 finale of Presumed Innocent. They open by discussing why the episode felt unsatisfying, the shocking revelation that [redacted] is the killer, and how the ending affects the season as a whole (8:39). Along the way, they talk about what they want out of Season 2 (16:45). Later, they compare the show’s conclusion to that of its cinematic and literary counterparts (24:19).

    Hosts: Joanna Robinson and Rob Mahoney
    Producer: Kai Grady
    Additional Production Support: Justin Sayles

    Subscribe: Spotify

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    Joanna Robinson

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  • This Workplace Policy Is Igniting Fiery Debates In The Boardroom — Here’s Why. | Entrepreneur

    This Workplace Policy Is Igniting Fiery Debates In The Boardroom — Here’s Why. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    What’s the biggest battle in the corporate boardroom? Perhaps it’s about adopting Generative AI? Or maybe about DEI or perhaps ESG? The biggest flashpoint, as revealed by a recent Gartner survey, is the return-to-office (RTO) strategies that are stirring the pot, igniting fiery debates among top-tier executives. The survey unveils a startling revelation: 74% of HR executives believe RTO policies are the biggest breeding grounds for boardroom clashes. The next most popular candidate, at 52%, is workplace flexibility. And investors are watching. Increasingly, they are using RTO and work-from-home policies to decide whether to invest. Boardroom clashes are definitely not attractive for investors.

    Why unraveling cognitive bias is the first step to resolving conflict

    As we delve deeper into the anatomy of this discord, we stumble upon cognitive biases that cloud the judgment of the corporate crusaders. The first culprit is confirmation bias, a veil that blinds leaders to any evidence that contradicts their preconceived notions about RTO strategies. A leader, once hooked on the allure of a full-office comeback, may turn a blind eye to alternative flexible work models, thus sowing seeds of discord among the leadership ranks.

    On the flip side, the anchoring bias is the invisible chain that shackles leaders to the first piece of information encountered. In the throes of RTO strategy deliberations, the initial proposals often cast a long shadow over subsequent discussions. This cognitive entrapment stifles creativity and fosters a breeding ground for conflict as leaders entrench themselves in their anchored positions.

    The journey towards boardroom accord demands a deliberate unraveling of the cognitive biases that obscure the path. The first stride involves cultivating an awareness and understanding of these biases among the leadership. A culture of open discourse could serve as the beacon of hope, illuminating the path toward a consensus on RTO strategies. This discourse should be enriched with a diverse array of insights, shredding the veil of confirmation and anchoring biases.

    Related: We’re Now Finding Out The Damaging Results of The Mandated Return to Office — And It’s Worse Than We Thought.

    How to facilitate an open dialogue to resolve boardroom discord

    The odyssey towards harmonizing the boardroom on RTO strategies is a nuanced endeavor, often requiring a blend of strategic acumen and empathic understanding. My journey with various clients across diverse sectors provides a window into the practical facets of navigating the RTO quagmire.

    A mid-sized tech firm was embroiled in internal debates surrounding the adoption of an appropriate RTO strategy. The board was polarized, with one faction advocating for a complete return to the office while the other supported a hybrid model that allowed for more flexible work arrangements. The stalemate was hindering strategic decision-making and threatening to erode the cohesive culture of the organization.

    Upon engagement, my approach involved orchestrating structured discussions between the opposing factions to thoroughly understand their concerns and perspectives. I facilitated dialogues that encouraged open communication and presented evidence-based data showcasing the merits of a hybrid work model, especially focusing on productivity, employee satisfaction and operational efficiency.

    Furthermore, I introduced them to successful RTO implementations in similar tech firms, which provided a practical perspective on the feasibility and benefits of a hybrid model. Over time, these discussions led to a more informed and collaborative decision-making process. Eventually, the board reached a consensus on adopting a balanced RTO strategy that accommodated the concerns of both factions and used a data-based approach to adopt a flexible hybrid model. This resolution significantly reduced boardroom discord and positioned the firm on a path toward a smoother transition to the new working model.

    In another case, a regional banking institution found itself in a quandary due to differing views within the leadership regarding the RTO policies. The divergent stances were causing operational disruptions and affecting the overall morale within the organization. My intervention started with conducting workshops aimed at identifying and addressing the cognitive biases influencing the decision-making process. Through these workshops, I fostered an environment that encouraged open communication and objective evaluation of different RTO models.

    Additionally, I provided insights on how similar financial institutions had navigated RTO transitions successfully. We explored various RTO models, evaluating their impact on operational efficiency, employee satisfaction and client service delivery. This process allowed the leadership to have a more comprehensive understanding of the implications of their RTO decisions. Gradually, a consensus emerged around a flexible RTO model that balanced the need for in-office collaboration with the flexibility of remote work. This consensus significantly eased the boardroom tensions and set the stage for a more harmonized operational transition.

    Related: Conflict Is Inevitable But Necessary. Here’s How to Stay Calm During an Argument and Rebuild Afterward.

    Steps you can take to resolve RTO strategy debates

    Addressing boardroom conflicts over RTO strategies requires a decisive and structured approach. Start by fostering a culture of open dialogue in the boardroom. Ensure every member voices their concerns and opinions on RTO strategies. Make it clear that you value all perspectives in the decision-making process.

    Use data to steer your discussions. Present empirical evidence from reputable sources or case studies from similar organizations to shift the debate from personal biases towards a fact-based dialogue.

    If necessary, bring in a neutral facilitator, preferably an external consultant with expertise in RTO strategies and organizational change, to guide the discussions. A neutral facilitator can keep discussions constructive, focused, and free from personal disputes.

    Engage the board in scenario planning. Discuss the implications of various RTO models by exploring potential scenarios and their impact on the organization. This visual representation of potential outcomes can aid in more informed decision-making.

    Encourage compromise and demonstrate a willingness to adapt. Finding a middle ground that addresses the major concerns of the board is crucial. Show that you are open to balanced solutions to resolve conflicts.

    Invest in team-building and conflict-resolution training for the board. Enhancing interpersonal relations and communication skills among board members can create a more harmonious decision-making environment.

    Lastly, once the board reaches a decision, communicate it clearly and promptly to all stakeholders within the organization, along with the rationale behind the decision. Transparency in decision-making processes can garner support for the chosen RTO strategy across the organization.

    By following these steps, you can navigate through boardroom conflicts surrounding RTO strategies, fostering a more cohesive and effective decision-making process within your organization.

    Conclusion

    The RTO-induced boardroom discord is a call to arms for organizations. It unveils the urgency of not only addressing cognitive biases but also fostering a culture of open discourse and empathy. The road ahead may be fraught with challenges, but with a compass of awareness and collaboration, the corporate ship can navigate through the stormy seas toward the calm waters of consensus and productivity.

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    Gleb Tsipursky

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