Argumenter une décision responsable en anglais

A diagnosis identifies a situation, the objective and the factors that may help or obstruct action. Internal factors concern the organisation’s resources and operations. External factors concern its environment, such as local needs or available partners. An internal strength does not remove every external risk. A well-equipped workshop can still struggle if potential learners cannot attend at its opening times. Start by asking which problem the decision should solve and what evidence shows that the problem exists.

Constructed classroom document, fictional case: Bridge Cycle in Bristol wants to make beginner repair workshops easier to access. It has one training room and two instructors available for a new session. In interviews with eighteen local residents, ten mention difficulty attending on weekday mornings. The interviews were conducted near the workshop, and no information is available about residents who live farther away. Option A is an online-only booking system for a Saturday session. Option B offers the same Saturday session with booking online or at the desk. Staff estimate that desk booking would require two additional hours per week.

The interviews provide a reason to examine timing, but they do not prove that all residents prefer Saturday. The organisation should distinguish a reported difficulty from a proposed solution. Saturday may help some people and create problems for others. Likewise, a booking system can organise places but cannot create extra seats in the training room. Identify the constraint the option actually changes before describing it as the answer to every problem.

Stakeholders may include learners, employees, volunteers, funders and local partners. They do not all assess a decision using the same criterion. Learners may value convenient access. Employees may need enough time to manage bookings. A funder may ask how the service contributes to the community. These perspectives can conflict without one group being unreasonable. A responsible recommendation explains the conflict and proposes a way to manage it, rather than pretending that every option benefits everyone equally.

Options A and B share the same session and the same teaching resources. Their main difference is access to booking. Online-only booking can be convenient for some users, but it may exclude people who cannot use that channel. Desk booking adds another way to register, while creating additional staff work. The estimated two hours are a planning figure, not a measured result. Compare the expected benefit with the resource requirement and decide what should be tested.

For a British cultural anchor, consult GOV.UK, Setting up a social enterprise: https://www.gov.uk/set-up-a-social-enterprise. The CIC section explains a company structure intended to benefit the community. This context makes it useful to ask whether registration methods serve local people. It does not require one particular booking system, and it does not prove that every social enterprise is inclusive. The fictional organisation’s choice must still be assessed using its users, resources and observed results.

Language can show how you weigh criteria. On the one hand introduces an advantage, while on the other hand introduces a different consideration. However adds a limitation. Because explains a reason. Therefore marks a conclusion. These connectors should express a real relationship. Do not insert therefore between a statistic and an unrelated opinion. Explain how the evidence affects the decision: an additional channel may help users excluded by online registration, but staff time must be organised.

A recommendation should answer the management question, name the preferred option and give reasons. It may be conditional. I recommend a trial of option B if the team can organise the additional desk time is more precise than option B is best. A trial allows the organisation to observe demand and workload before committing more resources. It still needs a period, responsibilities and evaluation criteria. Without these, trial can become a way of postponing every difficult decision.

A risk is a possible event that may affect the objective. Double bookings could prevent a learner from getting a place. A practical response is to keep one shared booking list and assign responsibility for updating it. This does not remove every risk, but it addresses a specific mechanism. Do not describe a risk as if it has already occurred. Separate could happen, has happened and we plan to check in your language and in your notes.

An objection may reveal a missing criterion. If someone says that desk booking takes too much time, acknowledge the workload and explain how you would evaluate it. Do not answer only that inclusion is important. The question is how to organise access with available resources. A useful response can adjust your proposal: reduce the desk booking window, use existing reception hours or postpone the session if resources are insufficient. An option becomes more credible when you can explain what would make you revise it.

For an oral practice, one learner represents the coordinator and another represents an employee. The coordinator recommends a booking arrangement. The employee asks how the extra work will be handled. A third learner summarises the agreement in French for a partner. This summary should include the decision, its condition and the planned check. A proposal has not been approved merely because one speaker has explained it clearly. End by checking that all roles understand the next step.

Pour une expression B1, prépare quatre phrases : problème, choix, raison et limite. Pour B1+, ajoute une comparaison argumentée et une réponse à une objection. Dans les deux cas, les mots should, could et would help marquent une recommandation ou une possibilité ; ils n’annoncent pas un effet mesuré. Les compétences entraînées servent les présentations et échanges d’ETLV. Cette méthode ne prétend pas définir une épreuve nationale distincte ni imposer les mêmes modalités à tous les élèves.

Retrouve les exercices sur https://www.allostmg.fr/exercices.