Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 22, Issue 49;   December 14, 2022: Straw Man Variants

Straw Man Variants

by

The Straw Man fallacy is a famous rhetorical fallacy. Using it distorts debate and can lead groups to reach faulty conclusions. It's readily recognized, but it has some variants that are more difficult to spot. When unnoticed, trouble looms.
An actual straw man

An actual straw man

There are no formal rules governing debate in the modern workplace. We're allowed to use whatever arguments we want to persuade others of a point of view we favor. But the decisions we reach are more durable and functional if we operate as if there were formal rules governing debate. One rule I favor personally is a ban on the use of rhetorical fallacies. And one of the most dangerous rhetorical fallacies is the Straw Man fallacy. First identified five hundred years ago, the Straw Man fallacy bedevils us even today, leading numerous groups, collaborators, and entire nations to adopt false conclusions and make bad decisions daily.

A rhetorical fallacy is an error in reasoning. There are dozens of different kinds of fallacies, of which the Straw Man fallacy is one. To employ the Straw Man fallacy to refute an opponent's argument, you construct an argument that isn't a refutation of your opponent's argument, but is instead a refutation of an extreme distortion of your opponent's argument — an extreme distortion of your own making. So, you set up a straw man, and then knock him down. [Brenner 2004]

Other forms of the Straw Man fallacy are perhaps worthy of just as much attention, because they're less obvious when used. In what follows, I describe several of these forms of the fallacy, using the term perpetrator to refer to the person using the fallacy.

Two variants

The standard form of the Straw Man fallacy — refute an exaggerated form of your opponent's argument — is perhaps the most common. But because it's also among the easiest to identify, other forms of this fallacy — Straw Man variants — could be responsible for far more damage. Identification of two of these variants is due to Talisse and Aikin. [Talisse 2006]

Weak man fallacy
In the One of the most common and most dangerous
rhetorical fallacies is the Straw Man fallacy. It
can lead groups, collaborators, and entire nations
to adopt false conclusions and make bad decisions.
weak man variant form of the fallacy, the perpetrator doesn't create an extreme form or distorted form of the opponent's argument. To employ the weak man fallacy, the perpetrator selects a subset of the opponent's arguments, soundly refutes that selected subset, and then claims that the refutation of that subset is a refutation of the whole.
The term weak man derives from the supposition that the perpetrator of this form of the fallacy will likely select for refutation the weaker elements of the opponent's argument, because they're more easily refuted.
Hollow man fallacy
In the hollow man variant of the fallacy, the perpetrator doesn't provide a refutation of any part of the opponent's argument. Instead, in one form of the hollow man fallacy, the perpetrator refutes a fictional argument — an argument that has never been put forward by anyone, attributing it anonymously. For example, the perpetrator might assert, "People are saying X," and then refute X, even though the perpetrator has never encountered anyone claiming X.

Four tactics that generate variants of the Straw Man fallacy

To generate more kinds of variants of the Straw Man fallacy, consider four tactics perpetrators might use in constructing a placeholder for the opponent's argument — a placeholder they intend to refute. I'll use the letters in parentheses as a shorthand in the next section.

Extreme or exaggerated form (X)
Formulate an extreme form of the opponent's argument, and refute it. The fallacy here is that the opponent isn't arguing for the extreme form. This tactic, used alone, produces the conventional Straw Man fallacy.
Selected weak element (S)
Select a weak element of the opponent's argument, and refute it. The fallacy here is that refuting one element of the opponent's argument might not be (probably won't be) a refutation of the whole. This tactic, used alone, produces the weak man fallacy.
Anonymous (A)
The perpetrator refutes an argument, claiming that an unnamed opponent used it. The fallacy here is that the opponent might not be arguing in favor of what the perpetrator refuted. This tactic, used with F, produces the hollow man fallacy.
Fictional argument (F)
The perpetrator refutes a fictional argument, claiming that the opponent used it. The fallacy here is that the perpetrator hasn't refuted an argument that the opponent uses. This tactic, used with A, produces the hollow man fallacy.

How to generate more variants

The two variants identified by Talisse and Aikin can themselves appear in variant forms. For example, another form of the hollow man fallacy could be one in which the perpetrator falsely claims that an actual person P (whom the perpetrator names), made an argument A. But P isn't associated in any way with the perpetrator's opponent. Nor is there any evidence that the perpetrator's opponent has argued A. Still, the perpetrator asserts that the refutation of A is a refutation of the opponent's entire argument.

We can generate such variants by examining combinations of the four tactics above. The set of all combinations of the four tactics can produce seven additional variants:

A
Perpetrator refutes opponent's argument, after attributing that argument to anonymous persons. Perpetrator claims without evidence that the anonymous persons have used the argument.
F
Perpetrator refutes an argument that has never been used by the opponent.
XS
Perpetrator refutes an extreme form of one of the weaker elements of the opponent's argument.
XA
Perpetrator refutes an extreme form of an argument that the perpetrator attributes to anonymous persons. Perpetrator claims without evidence that the opponent has used the extreme form of the argument.
XF
Perpetrator refutes an extreme form of a fictional argument that has never been used by the opponent.
SA
Perpetrator refutes one of the weaker elements of an argument that the perpetrator attributes to anonymous persons. Perpetrator implicitly claims without evidence that the opponent has used the argument.
SF
Perpetrator refutes one of the weaker elements of a fictional argument that has never been used by the opponent. Perpetrator implicitly claims without evidence that the opponent has used the fictional argument.

Last words

It's likely that we can derive from most rhetorical fallacies variants that are more difficult to recognize than are their conventional forms. Try it. Let me know what interesting results you uncover. Go to top Top  Next issue: Attributes of Joint Leadership Teams  Next Issue

101 Tips for Managing Conflict Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!

Footnotes

Comprehensive list of all citations from all editions of Point Lookout
[Brenner 2004]
Richard Brenner. "The Power of Presuppositions," Point Lookout blog, September 1, 2004. Available here. Back
[Talisse 2006]
Robert Talisse and Scott F. Aikin, "Two forms of the straw man," Argumentation 20:3 (2006), pp. 345-352. Available here. Retrieved 27 November 2022. Back

Your comments are welcome

Would you like to see your comments posted here? rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Effective Communication at Work:

Power poles after Hurricane Rita, 2005Email Ethics
Ethics is the system of right and wrong that forms the foundation of civil society. Yet, when a new technology arrives, explicitly extending the ethical code seems necessary — no matter how civil the society. And so it is with email.
A tournamentQuestioning Questions
In meetings and other workplace discussions, questioning is a common form of conversational contribution. Questions can be expensive, disruptive, and counterproductive. For most exchanges, there is a better way.
Thor's Hammer, Bryce Canyon National Park, Utah, USAEmail Antics: IV
Nearly everyone I know complains that email is a real time waster. Yet much of the problem results from our own actions. Here's Part IV of a little catalog of things we do that help waste our time.
Accretion Spins Pulsar to Millisecond RangeBemused Detachment
Much of the difficulty between people at work is avoidable if only we can find ways to slow down our responses to each other. When we hurry, we react without thinking. Here's a suggestion for increasing comity by slowing down.
An Empire AppleVirtual Meetings: Dealing with Inattention
There is much we can do to reduce the incidence of inattention in virtual meetings. Cooperation is required.

See also Effective Communication at Work and Effective Communication at Work for more related articles.

Forthcoming issues of Point Lookout

A game of Jenga underwayComing September 4: Beating the Layoffs: I
If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.
A child at a fork in a pathAnd on September 11: Beating the Layoffs: II
If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.