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Chapter Four. Outlining and Organizing > Developing the outline

Developing the outline

Near the end of Chapter Three, I promised to take you through the preparation of an outline. To do that, I want you to consider a mostly imaginary situation based on a real speech and a real situation.

Let's say that you're a top executive of a large business. You have been invited to speak to the Rotary Club of Washington, D.C., a prestigious organization whose membership includes many government officials. You feel very strongly that government regulation of business has gone much too far, that regulations increase the cost of doing business and thus inhibit the creation of jobs. You believe the time has come to curb government growth. You do not believe, however, that all government regulation of business is bad, but you believe a workable balance in the relationship of government and business should be the objective.


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