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 · RO / EN

Needs assessment

Pre-workshop sessions to identify the team's real debate instances and calibrate the programme.

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.

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.

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

Audience

Leaders, managers and specialists

Duration

2 full days

Format

Face-to-face · 80% practice / 20% theory · RO / EN

Measurement

Kirkpatrick L1–L4

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.

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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 exploring how capability building can strengthen performance across your organization, we can help you identify where the greatest opportunities for impact lie and what capabilities matter most in your specific context.

Our first conversation is exploratory. We look at your business priorities, current challenges and organizational maturity to identify where capability development could create the most meaningful and measurable value.