Heinrichs opens this chapter by noting the most fatal rhetoric mistake: “people often pitch an argument that sounds persuasive to themselves, not to their listeners” (109). In deliberative argumentation, persuaders need to base their argument on what is most advantageous for their audience, not them. Persuasion comes into play when an agent tries to convince their audience that what they speak of is advantageous to them.

To convince an audience, an agent must first consider how they think. Agents need to understand commonplace, or what their audience has in common. Heinrichs recommends listening. If an audience uses the term “journey” to describe their volunteer work, then they likely view the everyday activities of life as opportunities for growth and adventure. If an audience states “It’s not PC to say this, but…” (114), then they likely have a low opinion of cultural nuance. 

This chapter explores how to define an argument’s core issue, so it falls within agreeable terms for the persuader. The first strategy is framing. Persuaders can use framing to move both topic and opponent to more favorable ground.