1.a. Overall, Henry Fonda's persuasion style consisted of adhering to his and each of the jury's reasonable doubt that the defendant was guilty of killing his father. Leads with persuasion through a method of inquiry: asking questions, raising doubts, and undermining the certainty of other jurors. Fonda's leadership style displays emotional intelligence, which includes self-awareness, discipline, tenacity and empathy. It is a style that mobilizes jurors toward a shared vision by pointing in the direction of not guilty and inviting other jurors to participate in discovering the best way to reach a decision.b. Fonda's character does a good job executing some of the four essential steps of persuasion, described in the article "The Necessary Art of Persuasion," including establishing common ground, providing evidence, and emotionally connecting. Fonda frames common ground in several instances. He creates common ground for one of the jurors when he describes how the defendant grew up in the slums. While the other jurors are quick to find the defendant guilty because of his background, there is one juror who can identify with the boy, as he also grew up in the slums, and is offended by the other jurors' immediate sentences based on on this fact alone. Fonda also framed common ground by linking the age of the old man living under the defendant to the older juror in the group. This helped him take another essential step: providing evidence. Fonda was able to provide evidence, perhaps not hard evidence, but reasonable evidence that things may not have happened the way they were testified to in court. For example, the old man who lived below the boy and his father claimed to have heard the fal... middle of paper... she would pay what her condition entailed. This resulted in mutual benefit for both parties. A contingent contract could have been incorporated into the Miti-Pet dispute to help resolve their issues. For example, my group was able to enter into an agreement with Rawmat, because we were not sure that they would meet our quality requirements, and that if they did not, we would be compensated for any damages resulting from failure to meet the quality specifications. Furthermore, we agreed an initial six-month contract for wheat flour and, if by the end of the period we were satisfied with the results, we would agree a long-term purchase contract, minimum 80,000 tonnes. This satisfied our need for quality products and guaranteed no loss if we received otherwise and also satisfied Rawmat's need to do business in their existing meat meal area and their new venture capital area in flour of wheat.