Directions:

For this final , you will do something we have been doing all semester, write a rhetorical analysis! You will be given a text to analyze once you begin the exam. Your job is to read the text and rhetorically analyze it, making an argument about whether the text is overall effective and why and focusing on the rhetorical strategies the author has used.

I know you can all do well on this! You have practiced throughout the class. There is nothing new or surprising or tricky here. The idea is just to see how much of what we learned has stuck with you 🙂

A REMINDER ABOUT RHETORICAL ANALYSIS:

You will need to restate their thesis/argument in your own words and from then on, show how they did an effective or ineffective job at convincing the audience (meaning you have to identify the audience). Identify the argument and audience in your introduction. Then, write your own thesis, which should state whether the presented argument is effective or not and why (the why will be based on how well or not well the authors used the rhetorical strategies you read about), and then, spend the body paragraphs focusing on the different strategies and how they are being used.

Of course, you may/should also consider logical fallacies, but remember that these are false logic, so the author wouldn’t use them; he or she would commit them. The key here is to keep the words “effective” and “ineffective” in your mind (strategies used well make the argument more effective while strategies used badly or logical fallacies committed make the argument ineffective). You are not arguing about the topic at hand; you are arguing whether or not the authors wrote their article well.

You are analyzing the way the author presented his or her argument to argue whether it is an effective or ineffective argument.

In order to analyze the argument, you will consider the author’s use of:

• Pathos
• Ethos
• Logos
• Assumptions
• Organization
• Logical Fallacies
• Tone
• Types/Strength of evidence
• Objectivity/Bias

*Remember that the author can use one rhetorical strategy effectively while failing to use others effectively. I suggest focusing on one strategy per body paragraph.

A REMINDER ABOUT THIS EXAM:

You will not be able to see the article you will be analyzing until you begin the test. You will have 120 minutes to read the article and write the rhetorical analysis.

Once the 120 minutes are up, you will be forced to submit the essay. Make sure your internet is working properly and you have the to write. I will NOT accept final exams by email or any other method (no exceptions!), and you will not be allowed to restart it. That way it is fair to everyone.

You will submit your essay by writing in the text box. Do not worry about formatting in MLA.

**You are not allowed to use any outside sources (no other articles, no Google translate, and no other people).

Note: this is a timed testt You may check the remainingyou have at any point while taking the quiz by pressing the keyboard combination SHIFT, ALT, and T… Again: SHIFT, ALT, and T…

The younger the worker, the less likely they will suffer in silence. That’s an opportunity for companies

BY MANDY OAKLANDER

M

ADALYN PARKER HAD been at her first job only a few months when the depression and anxiety set in. She had beaten back both in college, where she became so de pressed that she stopped eating and going

to classes. It nearly prevented her from graduating.

She kept her history to herself when she accepted a job as a web developer at the small software company Olark in 2014. But as the youngest (and only female) engineer, “I started getting panic attacks about work and being really, really stressed about not getting enough done,” says Parker, now 29. She went in to her Ann Arbor, Mich.,

32% to Share 72 who of people say they ages are 54 comfortable discussing the same

office later and later, then less and less. Her performance slipped. Parker pulled aside the chief technology officer at a conference. “ ‘I don’t think it’s going to go away, so I feel like I should be open about it at work,’ ” she remembers tell ing him, and bracing for the worst. “In stead, his response was, ‘I wonder who else feels like this.’”

Parker had stumbled into a new kind of workplace—one as attuned to mental health as the people working in it, espe cially the young people. The Olark exec utive she’d approached, who is now 34 and the COO, ended up doing a presen tation with her to colleagues, sharing his experience with burnout. The company’s unlimited- vacation policy allowed Parker to take all the sick leave she needed, and she worked from home more. “I’m taking today and tomorrow to focus on my men tal health,” her out-of-office message read one day in 2017. “Hopefully I’ll be back next week refreshed and back to 100%.”

The CEO replied. “I just wanted to personally thank you for sending emails like this,” he wrote. “Every time you do, I use it as a reminder of the importance of using sick days for mental health—I can’t believe this is not standard prac tice at all organizations.” Parker posted the exchange to Twitter, and more than 43,000 people have liked it, including some millennials asking about job open ings. Though she’s moved on to a different company, it still gets retweeted every day.

MENTAL ILLNESS IS rising in every coun try in the world. Depression is so common and debilitating that it’s one of the leading causes of disability worldwide and, cou pled with anxiety, costs the global econ omy about $1 trillion a year in lost pro ductivity, according to the World Health Organization. Among millennials (who are ages 24 to 39 in 2020), depression is the fastest- growing health condition, the Blue Cross Blue Shield Association re cently found. And it doesn’t stay home. In a forthcoming survey from the charity Mind, of 31,100 U.K. employees who re ported ever having a mental-health issue, 52% also said they had experienced poor mental health at their current workplace.

Employees are less and less likely to hide it at their jobs. A 2019 poll by the American Psychiatric Association found 62% of people ages 20 to 37 feel comfort

74 TIME February 3, 2020

75% therapy on campus at University of Cal ifornia, Berkeley, she’d first turn off the

Share of Gen Z-ers who report leaving a job at least in part because of mental health reasons

able discussing their mental health at work, compared with about half as many people ages 54 to 72. And when they don’t feel supported by their jobs, many leave. Half of millennials—and 75% of Gen Z-ers, who in 2020 are ages 23 and under—said they had voluntarily or involuntarily left a job in part because of mental- health rea sons, according to a 2019 survey of 1,500 U.S. workers by Mind Share Partners, a nonprofit that provides mental- health training for corporations.

In the competition for valued employ ees, companies now see mental- health fluency as crucial. Beyond baseline cov erage, global firms like Bank of America, KKR, Booz Allen Hamilton and Unilever are offering innovative solutions, from training employees to spot signs of de pression in one another to fostering a less hierarchical vibe.

“Workplace culture has really changed from the baby-boomer generation,” says Kelly Greenwood, CEO of Mind Share Partners, which she founded after a leave of absence from a past job because of anx iety. “You’re supposed to be ‘on’ 24/7 and responsive to your company in a way that never existed in previous generations. The experience of being in a junior role now is much different from what it used to be.” Many young workers are also shoulder ing education debt as well as higher liv ing costs. At the same time, discussing mental health grows more normalized. “Gen Z or millennials have often grown up going to therapy or [being] on medica tion, and increasingly, there are more and more mental- health clubs in high schools and colleges,” Greenwood says. “There’s a huge culture clash that happens when these folks graduate college and all of a sudden show up in a workplace where mental health is a taboo topic.”

When Michaela Chai started going to

location tracker on her phone. She didn’t want her friends who used the Find My Friends app to know where she was. “Growing up in an Asian family, we didn’t really acknowledge invisible illnesses,” says Chai, 22. “I was so scared about being found out.” She withdrew from her friends and thought about dropping out of col lege. But after being diagnosed with de pression and starting medication, she felt better, eventually becoming something of a mental- health ambassador on campus.

Chai will soon bring that spirit to the workplace. If her future company doesn’t have a mental-health support group for employees, she plans to start one. And she wants to be transparent with her manag ers. “If I were to have my depression come back, I would definitely want to be open about it, rather than try to hide it,” she says. “It’s affected my academic perfor mance, and I’m sure it would affect my work performance.”

The new rallying cry for companies trying to appeal to Chai’s generation is to bring your whole self to work. They’re starting at the top. When Paul Greenberg was the CEO of CollegeHumor, a comedy website, in 2012, he was having strong suicidal thoughts. He had struggled with depression all his life and had hidden it from everyone at work. Electroconvul sive therapy finally helped. In 2018, after starting a digital-video firm called But ter Works, he wrote about his experience in the Hollywood Reporter to help people with mental illness feel less alone.

“I wanted to go public with this,” he says. “It’s too important. This is a personal matter for me, but it’s also a work matter for our employees and our company, and this will help us all succeed better.”

As CEO of Butter Works, Greenberg promotes a culture where employees can put their mental health first. He bought a pricey insurance plan that covers out-of network providers, which many mental health professionals are. He tells em ployees and clients that he has a therapy appointment or a ketamine treatment in the same way he’d mention a lunch meet ing. “I’m trying to create an atmosphere where people feel this is totally destigma tized, in the same appropriate way you’d talk about anything personal at work,” he says. Since he revealed his mental- health issues, younger employees have confided in him about their own, he says. “As soon as you normalize it, other people do too.”

At larger organizations, even the most supportive culture rings hollow if manag ers don’t telegraph it. The investment firm KKR will soon issue a handbook to man

agers that spells out, for the first time, how they should support the mental health of their employees. “It’s a starting point for us to remind managers that it’s really critical for them to model these behaviors that support a culture of health at the firm, where ultimately employees feel empow ered to make proactive decisions around how they manage their own health and well-being without feeling like they’re going to be penalized in some way,” says Christopher Kim, global head of benefits at KKR, “whether that means going to see a doctor, getting a mammogram, spend ing time with a therapist, going to the gym or taking a run in the middle of the day.”

In 2019, Bank of America launched a 15 month manager-training program focused on resiliency and stress management, as well as signs of anxiety or stress to watch for in their direct reports. “We’re not try ing to turn our managers into psychiatrists and psychologists and clinical profession als,” says Chris Fabro, global head of com pensation and benefits for the bank. “But we have a responsibility for the wellness of our teammates, and as a manager, you have a responsibility to understand the programs and resources that are available.” The same year, American Express devel oped its first online training addressing mental health, available to all employees. “We were really positively surprised how many people took advantage of it,” says David Kasiarz, executive vice president of colleague total rewards and well-being.

Companies often stay quiet about mental health for the same reasons peo

$1 trillion

ǎH DQQXDO FRVW WR the global economy in lost productivity due to anxiety and depression disorders

ple do. When Booz Allen Hamilton added mental health to its employee- wellness program in 2015, “even my own team of HR professionals were a little ner vous about going into this,” says chief people officer Betty Thompson. “They weren’t sure they were equipped to deal with what might come forward to them.” Now, when employees disclose issues, an accommodations team figures out how best to help, perhaps offering a quieter space to work or a more flexible schedule. In 2018 and 2019, the firm also trained all employees to spot the warning signs of depression.

Support can come from colleagues too. “We’re definitely seeing a growing number of peer-to-peer support pro grams being developed in the work place,” says Darcy Gruttadaro, director of the Center for Workplace Mental Health at the American Psychiatric Associa tion Foundation. “Connecting with oth ers is really important, because mental health conditions can be very isolating.” More than 200 companies— including Unilever, Starbucks and Zappos—have used Mental Health First Aid at Work, a four- to eight-hour in-person course that teaches people how to talk to struggling colleagues and where to refer them. “We have had to turn people away and sched ule more courses” because it’s so popu lar, says Cathryn Gunther, associate vice president of global population health at Merck, where employees who take the longer version of the course are desig nated as resources (identified by a cus tom email signature or a small button on their lapels—the company is still testing ideas) for other employees to go to.

When Chai graduates from Berkeley in May and decides where to work, “it def initely comes down to the culture,” she says. “Not how much money I’m mak ing, but is this going to be healthy for me on a day-to-day basis, having the sort of hours I’m expected to work? My relation ship with my manager: Will it be more top-down, or are we going to be able to have more face-to-face or horizontal check-ins?”

That’s the price of admission for access to more and more young workers. And smart companies understand. “I think it’s going to take us speaking up for what we want,” Chai says. “But I think they’re definitely going to get on board.” □

F R O M K A I S E R P E R M A N E N T E

O U R PA R T N E R

Shedding new light on the silent crisis

BY GREG ADAMS

There is a silent epidemic. Glob

ally, in increasing numbers, young people are facing mental-health issues. Depression is a leading cause of illness among young people. Anxiety is on the rise. Suicide ranks third as a cause of death for 15- to 19-year-olds and is increasingly becoming a health-equity issue: African-Amer ican girls in grades nine to 12 were 70% more likely to attempt suicide in 2017, as compared with non-Hispanic white girls of the same age. Unless we act, we will face the repercussions of this epidemic for years. Lives will be shortened, and generations will struggle. Our economic outlook will inevitably be impacted as we collectively face a range of long-term health issues for our workforce.

Twenty years ago, Kaiser

Permanente and the Centers for Disease Control and Prevention (CDC) published a landmark study linking childhood trauma to long-term health consequences. This groundbreaking research into adverse childhood experiences (ACEs) continues to inform clinical best practices and approaches that are making a difference.

With the crisis at hand,

we recognized a need to go deeper and continue our work in this area. We have recently announced plans to update the ACEs research to identify knowl edge gaps, successful programs, emerging best practices and interventions ready to be scaled.

An entire generation is counting on us. We are asking leaders from across health care, business, non governmental organizations and academia to make youth mental health and wellness a priority.

Adams is chairman and CEO of Kaiser Permanente

75

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STEP 2:

Develop a rhetorical analysis of the text. Write a 2-3 page rhetorical essay with a clear introduction, a thesis that makes a claim about how effective or ineffective the argument is and why, body paragraphs focused on rhetorical strategies used (and using evidence from the text) and a conclusion.

REMEMBER:

As a reminder about rhetorical analysis:

You will need to restate their thesis/argument in your own words and from then on, show how they did an effective or ineffective job at convincing the audience (meaning you have to identify the audience). Identify the argument and audience in your introduction. Then, write your own thesis, which should state whether the presented argument is effective or not and why (the why will be based on how well or not well the authors used the rhetorical strategies you read about), and then, spend the body paragraphs focusing on the different strategies and how they are being used.

Of course, you may/should also consider logical fallacies, but remember that these are false logic, so the author wouldn’t use them; he or she would commit them. The key here is to keep the words “effective” and “ineffective” in your mind (strategies used well make the argument more effective while strategies used badly or logical fallacies committed make the argument ineffective). You are not arguing about the topic at hand; you are arguing whether or not the authors wrote their article well.

You are analyzing the way the author presented his or her argument to argue whether it is an effective or ineffective argument.

In order to analyze the argument, you will consider the author’s use of:

• Pathos
• Ethos
• Logos
• Assumptions
• Organization
• Logical Fallacies
• Tone
• Types/Strength of evidence
• Objectivity/Bias

*Remember that the author can use one rhetorical strategy effectively while failing to use others effectively. I suggest focusing on one strategy per body paragraph.

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