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Source: Lucas, S.E. (2012). The art of public speaking. New York City, NY: McGraw-Hill.
5 Organization Patterns for Persuasive Speeches
5 Steps
•
Attention: gain attention of your audience
•
Need: demonstrate the problem and a need for change
•
Satisfaction: provide a solution
•
Visualization: use vivid imagery to show the benefits of the
solution
•
Action: tell the audience to take action
3 Steps
•
Identify the Problem(s): Why is this an issue? Who does it
affect? What are the risks?
•
Analyze the Cause(s) of the Problem: Where or how did this
problem originate?
•
Present Solution(s) to the Problem: How effective is the
solution? Where does the solution fall short? Why is this the
best solution?
2 Steps
•
Demonstrate the Need: Why is this an issue? Who does it
affect? What are the risks?
•
Explain Plan for Solving the Problem: How effective is the
solution? Where does the solution fall short? Why is this the
best solution?
Each main point is devoted to explaining why your solution is the
best.
Ask yourself:
•
Will my audience view my topic as a problem?
•
Is this solution the most effective?
•
What are all the parts of the solution? Can I explain every part?
Organize your headings into various topics that connect to your
central idea.
Ask yourself:
•
Do none of the other organizations patterns work for my topic?
•
Do I have multiple subtopics to explain?
•
Can I split my topic into no more than 3 main points?
Quick Tips!
1. Problem-Solution
Use this organizational pattern when
asking questions of policy or if your
problem has a clear solution.
2. Problem-Cause-
Solution
Use this organizational pattern for
problems with a distinct cause.
5. Comparative
Advantages
Use this organizational pattern when
the audience agrees that your problem
is serious, but there is no agreed upon
solution.
4. Topical !
Use this organizational pattern when
asking questions of value or fact and
for complex problems that need to be
described by topic.
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Source: Lucas, S.E. (2012). The art of public speaking. New York City, NY: McGraw-Hill.
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