18843_Authority_Dec

municipalauthorities.org │ 9 rivium : G rammar L oGic r heToric t HE t rivium of P ErsuasioN : a g uidE for N Ew a utHoritY B oard m EmBErs By Scott T. Wyland, Esq., Shareholder, Salzmann Hughes, P.C. Congratulations on your appointment to the Municipal Authority Board! Politics may well have played a role in your appointment, but now that you have taken your seat, you will be expected to take up issues important to the community and guide the authority. You have been selected, we assume, for your good judgment. But how do you navigate discussing and voting on contentious issues, especially where there is not a clear consensus? Your new role involves making these crucial decisions, but effective governance is less about power and more about persuasion. Good board members gather and build consensus. To move your fellow board members and the public toward a shared vision, you must master the art of presenting your ideas. We can look to an ancient educational framework called the Trivium to structure your persuasive arguments. While you may be unfamiliar with the term, its three parts— Grammar, Logic, and Rhetoric —provide a powerful structure for any successful discussion. Too few people take the time to study the art of persuasion and rely instead upon ineffective approaches, such as expressing frustration or anger or raising one’s voice. There are more productive methods. Your argument does not get stronger merely because you say it louder. Try these time-tested techniques instead. Grammar: The Foundation of Fact In this context, Grammar is not about correcting sentence structure; it's about establishing the "Who, What, Where, and When" —the fundamental facts and data of the issue. A weak argument often skips this step, assuming everyone shares the same baseline knowledge. It is worthwhile to minimize misunderstandings by visiting the basic facts surrounding the issue. Details help to persuade. Research your issue, find the facts, and have them at hand. • Your Goal: To ensure every board member has a clear, agreed-upon understanding of the problem or proposal before debate begins. • What to Present: ƒ Definitions: Clarify any technical or legal terms (e.g., "rate covenant," "MS4 permit," "bond indenture"). We all come from different backgrounds. Avoid jargon in favor of simple and clear terms. ƒ Data: Provide the relevant numbers, costs, or projections (e.g., the current debt service, the required budget increase, the volume of water loss). Studying the information before meeting day can greatly help when it is time to get your point across. Be the one who has taken some time to explore the numbers, dates, and details. 1