Page 251 - Between One and Many The Art and Science of Public Speaking

218 Part 3 Putting Theory Into Practice

In everyday conversation, we often speak in a random and
seemingly disorganized fashion. We freely jump around
topics, modify opinions, and offer clarifi cations on an “as
needed” basis. Normally we have no reason to formally
structure our messages, which are by nature spontaneous
and unpredictable, verbal as well as nonverbal.
As we move from informal conversation to speeches
in public, however, the “rules” for effective communica-
tion change signifi cantly. Listeners want structure from
speakers. They want to know where speakers are taking
them, including a verbal map that alerts them to impor-
tant points along the way. They also don’t want to have to
guess about when they have reached the destination the
speaker promised.
Thus, as speakers, we must develop an organizational
strategy geared towards our audience. This strategy will
refl ect our analysis of the rhetorical situation, and may
lead to necessary changes to our specifi c purpose. We will
develop a thesis statement, outline the body of the speech,
and construct an introduction as well as conclusion. We’ll
also plan on communicating these through previews and
transitional statements—sometimes called signposts. Fi-
nally, when our speech is fully prepared, we’ll reduce the
preceding to speaker’s notes, which allow us maximum
fl exibility in delivering the speech to the audience.
This speaker’s gesture accompanies the fi rst
main point of her speech.

Focusing on the Audience

In Chapter 6, we discussed how important it is to ground your speech in an anal-
ysis of the rhetorical situation. This is particularly important for organization.
For example, what is the audience’s attitude toward our topic? Suppose we have
an audience that is either disinterested or hostile. If we save our best for last, no
one may be listening. On the other hand, if our audience is highly interested and
supportive, saving our most powerful material for the end may be best.

Refi ning the Specifi c Purpose

In Chapter 2 we defi ned specifi c purpose as a speaker’s goal or objective in
speaking to a particular audience. Although we will have a tentative specifi c
purpose when we begin researching the speech, we may want to refi ne it in light
of our research and audience analysis. Let’s suppose for example, we begin de-
veloping our speech wanting our audience to completely stop using cell phones
while driving. Further along in our research and analysis, however, we begin to
suspect that most audience members believe they can drive and talk at the same
time. We might amend our purpose, then, to convincing them to use hands-free
devices while driving.