Communication
Debate & Argumentation
Empowering people to communicate robustly, argue rigorously without making it personal, and change your mind when the evidence does.
The business challenge
Why organizations ask for this.
Meetings substitute seniority for argument. Positions are asserted, not defended, and the best idea in the room loses to the most confident voice. Externally, the same gap shows up as an inability to handle a claim before it becomes a reputation problem.
Approach & methodology
How the programme actually runs.
2 full days · Face-to-face · 80% practice / 20% theory
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Needs assessment
Pre-workshop sessions to identify the team's real debate instances and calibrate the programme.
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Day 1: Critical thinking mindset
Evaluating information and conflicting claims; building and sustaining stronger arguments; how to structure an argument; how to ask good questions; how to use counter-arguments; filtering information; listening skills.
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Day 2: Issue and claims management
Identifying potential issues and claims and their sources; determining the degree of risk; setting priorities among issues; establishing a position; developing a response; adapting language and tone of voice; monitoring the issue.
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Methods
Case studies, simulations, demonstrations, observation, video analysis and feedback sessions.
Competencies built
What participants can do afterwards.
Critical thinking
Test the claim, the evidence and the inference separately.
Structured reasoning
Build an argument that holds when somebody pulls on it.
Confidence in expression
Take a position in a meeting where positions carry a cost.
Influence
Use counter-arguments to move the room, not to win the exchange.
Expected business outcomes
What the organization should see.
Stronger communication clarity in meetings
Better decision quality through constructive dialogue
Increased confidence in defending ideas
Schedule & format
Practical details.
FAQ
Frequently asked questions
Leaders, managers and specialists.
2 full days. The rhythm is deliberate: modules are spaced so participants apply the behaviour at work between sessions.
Face-to-face · 80% practice / 20% theory. We adapt the mix to your geography and shift patterns.
Yes, and it always is. We start with two to three individual conversations with selected participants, then rebuild the cases, the language and the practice situations from your business.
Kirkpatrick levels one to four: reaction, knowledge, self-assessed behaviour, and the participant's manager assessing the same competencies. We agree the target behaviours with the sponsor before design starts.
Digital missions and buddy work on PROMOTE, with the participant's own manager involved. This is the difference between 15–20% and 60–80% transfer into practice.
Yes. We also deliver in French across our Western European and African operations.
Related programmes
Others in Communication.
Storytelling in Public Speaking
Structure, story and presence, so the message survives the room and gets repeated afterwards.
PCM: Process Communication Model
A certified model for reading personality in real time. According to PCM, the process of communication (how we say something) is the differentiating factor in whether what we say lands at all.
Feedback
Feedback that is specific, timely and survivable, for both people in the room. Built on SBI and the feedforward mindset.
Start a conversation
Book a strategic discussion about Debate & Argumentation.
If you are evaluating how to build capability that actually changes the way your organization works, we can help you define the right starting point, cohort design and delivery sequence.
The first conversation is diagnostic. We discuss your context, priorities, maturity, and where capability building can create measurable leverage.