rhetorics.MD

Kinds of logical Arguments:

• Deductive
• Inductive:
  • Most men in ancient Athens had beards.
  • Socrates was a man who lived in ancient Athens.
  • Therfore, Socrates probably had a beard.
• Analogic
• Abductive: Inferrance to the best explanation. Drawing a conclusion based on the explanation that best explains a state of events, rather than from evidence provided by the premises.
• Fallacious
• List of fallacies

Other notions:

• Socratic method: a form of cooperative argumentative dialogue between individuals, based on asking and answering questions to stimulate critical thinking and to draw out ideas and underlying presuppositions.Socrate used this method to explore the underlying beliefs that shape the students views and opinions.
• Harkness table: a teaching and learning method involving students seated in a large, oval configuration to discuss ideas in an encouraging, open-minded environment with only occasional or minimal teacher intervention.
• Dunning–Kruger effect: a hypothetical cognitive bias stating that people with low ability at a task overestimate their own ability, and that people with high ability at a task underestimate their own ability. (the bias is definitively not that incompetent people think they’re better than competent people. Rather, it’s that incompetent people think they’re much better than they actually are. But they typically still don’t think they’re quite as good as people who, you know, actually are good.)

Adages:

• Acton's dictum: Great men are almost always bad men. and Power tends to corrupt, and absolute power corrupts absolutely.
• Newton's flaming laser sword or Alder's razor: What cannot be settled by experiment is not worth debating.
• Amara's law: "We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run.
• Amdahl's law is used to find out the maximum expected improvement to an overall system when only a part of it is improved.
• The Asimov corollary to Parkinson's law: In ten hours a day you have time to fall twice as far behind your commitments as in five hours a day.
• Parkinson's law: work expands so as to fill the time available for its completion.
• Atwood's law: Any software that can be written in JavaScript will eventually be written in JavaScript.
• Beckstrom's law:the value of a network equals the net value added to each user's transactions conducted through that network, summed over all users.
• Benford's law of controversy: Passion is inversely proportional to the amount of real information available.
• Betteridge's law of headlines: any headline which ends in a question mark can be answered by the word 'no'.
• Brandolini's law: The amount of energy needed to refute bullshit is an order of magnitude bigger than to produce it. Named after Italian programmer Alberto Brandolini. ❤️
• Brooks's law: Adding manpower to a late software project makes it later. Named after Fred Brooks, author of the well known book on project management The Mythical Man-Month. ❤️
• Augustine's laws:
  • #4: If you can afford to advertise, you don't need to.
  • #5: One-tenth of the participants produce over one-third of the output. Increasing the number of participants merely reduces the average output.
  • #6: A hungry dog hunts best. A hungrier dog hunts even better.
  • #9: Acronyms and abbreviations should be used to the maximum extent possible to make trivial ideas profound...Q.E.D.
  • Bulls do not win bullfights; people do. People do not win people fights; lawyers do.
  • If the Earth could be made to rotate twice as fast, managers would get twice as much done. If the Earth could be made to rotate twenty times as fast, everyone else would get twice as much done since all the managers would fly off.
  • It costs a lot to build bad products.
  • Software is like entropy. It is difficult to grasp, weighs nothing, and obeys the Second Law of Thermodynamics; i.e., it always increases.
  • It's easy to get a loan unless you need it.
  • If stock market experts were so expert, they would be buying stock, not selling advice.
  • Any task can be completed in only one-third more time than is currently estimated.
  • The only thing more costly than stretching the schedule of an established project is accelerating it.
  • Executives who do not produce successful results hold on to their jobs only about five years. Those who produce effective results hang on about half a decade.
  • Fools rush in where incumbents fear to tread.
  • The process of competitively selecting contractors to perform work is based on a system of rewards and penalties, all distributed randomly.
  • The early bird gets the worm. The early worm...gets eaten.
  • Never promise to complete any project within six months of the end of the year, in either direction.
  • Most projects start out slowly, and then sort of taper off.
  • The more one produces, the less one gets.
  • One should expect that the expected can be prevented, but the unexpected should have been expected.
  • A billion saved is a billion earned.
  • The more time you spend talking about what you have been doing, the less time you have to spend doing what you have been talking about. Eventually, you spend more and more time talking about less and less until finally you spend all your time talking about nothing.