Text of the question

Question Type
Question Text Question Type
(required)
(default is Multiple Choice)

As a Human Resources representative, Laura must

inform Matt that his vacation request for August is
Multiple Choice
not approved.
Which of the following should she do?

The bad feelings associated with disappointing news

can be reduced if the receiver feels that the news
was revealed Multiple Choice
sensitively, believes that the matter was treated
seriously and fairly, and _______.

Business communicators have many goals in

conveying negative news. These goals include
explaining clearly and
Multiple Choice
completely, conveying empathy and sensitivity, and
_______.
a. lightening the negative situation with h

To project a professional image when sending a

Multiple Choice
negative message, you should _______

Readers are more likely to accept negative news

Multiple Choice
when _______.

. Which of the following statements about writing to

Multiple Choice
convey negative news is correct?

When writers must convey bad news, they must

carefully consider the purpose, context, and
Multiple Choice
_______.
a. flexibilit

Taylor must send a bad-news message to a client

and indicate to her that he will be unable to meet a
Multiple Choice
delivery deadline.
What should Taylor do first?

You will use the direct strategy for your message

when the bad news is not damaging, when the
receiver might overlook Multiple Choice
the bad news, when directness is preferred, and
when _______
 Which of the following bad-news messages should
Multiple Choice
be organized using the direct strategy?

Multiple Choice
Using the indirect strategy to prepare the reader in
a bad-news message _______

The indirect strategy works best when the bad news Multiple Choice
is personally upsetting, when the news will prompt a
hostile
reaction, and when _______.

Multiple Choice
A device to reduce the shock or pain of bad news is
called a(n) _______

Corbin must inform employees that overtime pay will

be reduced from the current 2.0 factor to a 1.5 Multiple Choice
factor. Because
he anticipates a hostile reaction, which of the
following sequences should Corbin use for the parts
of his message?

Multiple Choice

The primary benefit of using the indirect strategy to

communicate bad news is that it _______.

Multiple Choice

The primary difference between ethical and

unethical communicators is that unethical
communicators _______.
 Multiple Choice

Which of the following approaches to using the

indirect strategy in delivering bad news is unethical?

Multiple Choice
The buffer in a bad-news message should _______.

Which of the following would be an effective way to Multiple Choice

begin a bad-news message to a customer using the
indirect strategy?

Porter Grace, RN, is declining an invitation to speak

about the health benefits of juice bars at the fall Multiple Choice
conference of the
Health and Fitness Trainers Association (HAFTA).
Which of the following is an effective buffer?

Multiple Choice

Which of the following is an appropriate suggestion

for apologizing in a negative-news message?

Maya has decided to apologize briefly in the buffer

of her bad-news message to a client. Which of the Multiple Choice
following is an
effective example of integrating an apology into the
buffer?

Multiple Choice

The ability to understand and enter into the feelings

of another is called _______.

Multiple Choice
Which of these messages effectively conveys
empathy in a bad-news message?

Multiple Choice
Providing an explanation or reason for denying the
request is important because doing so _______.
 Multiple Choice

When presenting the reasons for bad news, you

should _______.

You must decline an employee's request to Multiple Choice

telecommute three days per week. Which of the
following statements
highlights the positive aspect of the rationale?

Multiple Choice

Which statement demonstrates the use of positive

wording?

. Effective techniques for softening bad news Multiple Choice

include: suggesting a compromise or an alternative,
placing the bad news
in a subordinate clause, and _______.

Multiple Choice
Positive phrasing is important in bad-news
messages because it _______.

Allison is declining a request for a monetary

contribution from a charitable organization to which
her employer, BMI Multiple Choice
Industries, usually donates. Which of the following
cushions the bad news by implying the refusal?

The closing of a bad-news message should be Multiple Choice

personalized and may include a forward look, resale
information, a sales
promotion, or _______.

Multiple Choice
Kiara must send a refusal letter to Ryan, who
recently interviewed for a job. Which of the following
closings is
recommended for a bad-news message?
 Multiple Choice
When you must refuse typical requests, you should
first think about how the receiver will react to your
refusal and
decide _______.

Multiple Choice
Which of the following sentences presents the
reason for denying a customer's request for credit in
a way that
de-emphasizes the bad news?

Multiple Choice

You can soften the blow of the bad news in refusing

a typical request or claim by _______.

Multiple Choice
Which of the following presents the bad news in a
message refusing a customer's claim by de-
emphasizing the bad
news?

When calling a customer by phone to address a Multiple Choice

problem or disappointment, you should describe the
problem and
apologize, offer an explanation and resolution, and
_______.

Personally delivering bad news is sometimes Multiple Choice

recommended, but written messages are important
to establish a record
of the incident, to formally confirm follow-up
procedures, and _______.
 Multiple Choice

Kenesha must respond to a negative comment

written by a customer on Twitter. What advice
should she follow?

Multiple Choice
Constructing messages saying no to emotionally
involved receivers is a challenging communication
task. Which of the
following pieces of advice for this task is accurate?

Multiple Choice

A bad-news message, whether delivered in person

or in writing, is usually better received when you
_______.

Multiple Choice
In deciding to share negative information about
another employee to your supervisor, what question
should you consider first?

Multiple Choice
When you must deliver bad news to one person or a
small group, you should usually _______.

Delivering a bad-news message personally in the

workplace can be done tactfully, professionally, and Multiple Choice
safely as long as
you gather all information, think about timing,
prepare and rehearse, and_______.

Human Resource Specialist Julie Woodard must

inform employees of a major reduction in health care Multiple Choice
benefits. When
delivering this announcement, she should inform the
employees promptly and _______.
 Multiple Choice

In announcing negative news to employees, where

should you place an alternative, when one exists?

Which of the following sentences to employees Multiple Choice

explains the reasons for a reduction in a company
workforce in a way
that displays empathy?

Which of the following pieces of advice is Multiple Choice

recommended for presenting the bad-news portion
of your negative
message to employees?

When bad news must be given to large groups of Multiple Choice

employees, which of the following digital media
would be
appropriate for management to use?

As an employee, you should avoid responding to Multiple Choice

customer complaints on Twitter, Facebook, or other
forms of social
media because the audience is potentially too large.

Multiple Choice

One of the goals of delivering bad news is to regain

the confidence of the recei

The bad feelings associated with disappointing news

can generally be reduced if the receiver knows the
reasons for the Multiple Choice
rejection, feels that the news was revealed
sensitively, and believes that the matter was treated
seriously and fairly.
When delivering bad news, you should explain the
bad news clearly to make your readers understand Multiple Choice
and, in the best
case, accept the bad news.

When irate customers sound threatening and

overstate their claims, you will have the most Multiple Choice
success in getting them to
accept your explanations if you make your tone
match theirs.

In order to convey empathy and sensitivity for your Multiple Choice

receiver, you should always accept blame and
apologize for the
bad news.

When you show that the decision for negative news Multiple Choice
was made fairly, impartially, and rationally, receivers
are far more
likely to accept the negative news.

Multiple Choice

All bad-news messages should be presented using

the indirect strategy

The direct strategy saves time and is preferred by Multiple Choice

some who consider it to be more professional and
even more ethical
than the indirect strategy

Multiple Choice

If your receiver might overlook the bad news, it is

appropriate to use the direct strat

Multiple Choice
If your message may create a hostile reaction, you
should use the indirect strategy
If you are worried that the indirect strategy seems
manipulative, you should use the direct strategy to Multiple Choice
break the bad
news bluntly even though the direct strategy may
cause hard feelings and pain.

Multiple Choice

The key to ethical communication lies in the motives

of the sender.

Multiple Choice
The desire to avoid mentioning the negative news is
an appropriate reason for using the indirect strategy.

Opening a bad-news message with Thank you for Multiple Choice

your message is considered an effective buffering
strategy.

Multiple Choice

A buffer is a device to reduce shock or pain.

Multiple Choice

All buffers should begin by complimenting the

receiver

The most important part of a bad-news message is Multiple Choice

the section that explains why a negative decision is
Using the following statement in an explanation of
necessary
the reasons for the bad news could help the receiver
to accept the
message: Although we would like to consider
installing the heating system you have offered, we Multiple Choice
are seeking a more
energy-efficient, environmentally friendly unit.

Company policy prevents us from exchanging your Multiple Choice

defective wireless router more than 30 days after
you purchased it
is an example of an effective explanation.
 Multiple Choice
To take the spotlight off the bad news, place it at
the end of a paragraph

Multiple Choice
When you must refuse a request, you may
sometimes offer an alternative, substitute, or
compromise.

Multiple Choice
You should never include resale or sales promotion
material in a negative-news messag

If you have any further questions, please do not Multiple Choice

hesitate to call me is a professional way to close a
refusal message.

If you are uncertain how the receiver will respond, Multiple Choice
use the indirect strategy to refuse requests and
claims.

Every business will have unhappy customers at

some point. The employee's goal should always be Multiple Choice
to make the
customer happy, no matter what it takes.2

Multiple Choice
Smart business representatives always avoid calling
an unhappy customer to resolve problems.

Written messages to customers are important Multiple Choice

because such messages establish a record of the
problem.

Multiple Choice
E-mail and social networks are appropriate channels
for both delivering and responding to complaints.

Multiple Choice
The reasons-before-refusal plan works well when
denying claims.
 In denial messages you must establish the proper Multiple Choice
tone and use you statements such as You would
have known that cash
refunds are not available if you had read the receipt.

Multiple Choice
It is acceptable to place blame on the customer in
denying a claim to protect the company from liability

Whether to use a direct or an indirect strategy in

delivering bad news to employees depends primarily Multiple Choice
on the
anticipated reaction of the receiver.
Although a reasons-first approach and tactful tone
preserve friendly relations with customers, these
techniques are not Multiple Choice
useful for bad-news messages inside an
organization.

Multiple Choice
When delivering bad news, you should first
determine if the negative information is newsworthy

When workplace bad news involves one person or a

small group nearby, you should generally deliver Multiple Choice
that news in
person.

If you are required to deliver bad news to your

Multiple Choice
employees in person, the best technique is to gather
your information
and deliver it off the cuff to appear sincere.

Smart managers deliver bad news to employees Multiple Choice

promptly and honestly because receiving bad news
via the grapevine
can seriously damage workplace morale.

Multiple Choice
Your buffer in a bad-news message to employees
could be a compliment, appreciation, or solid facts.
The closing in a bad-news communication to Multiple Choice
employees must never look forward or discuss what
will happen next
because doing so can create a legal obligation.

You should use the direct strategy to organize your

negative news when the bad news is insignificant, Multiple Choice
does not
personally affect the receiver, or when the _______.

Multiple Choice
Which organizational strategy do many business
writers choose in order to soften bad news?

What type of behavior is displayed when a Multiple Choice

communicator writes a bad-news message with the
intent to deceive?

Multiple Choice
When a bad-news message uses the indirect
strategy, it should begin with _______.
The sentence All of our discretionary funds are
currently earmarked for next month's relocation, but
we hope that we Multiple Choice
will be able to support your worthwhile cause next
year is an example of what type of refusal?

Multiple Choice
Understanding our emotional impact on others and
making change as a result is _______.

Multiple Choice
No matter how cleverly it is organized or written, a bad-
news message will fail without providing _______.

Multiple Choice
Which writing technique for cushioning bad news enables
you to effectively depersonalize an action?

Employee morale can be supported when

communicating to employees about major events that Multiple Choice
affect them and their
jobs by delivering the news _______.

In which part of a bad-news message should business

communicators include a forward look, good wishes, a Multiple Choice
mention of freebies, or references to resale information or
promotion?
 Multiple Choice
Smart organizations facing a crisis deal with it
by_______.
Option
Text for 1option 1

(required in all cases except open-ended & draw questions)

Plan the message strategically.

knows the reasons for the rejection clearly

lightening the negative situation with humor

respond briefly without providing

details

the writer uses strong, forceful language

Negative messages should never accept blame.

flexibility

Ask his supervisor to write and send the message since she has

the bad news threatens the customer relationship

An announcement of changes in business services

shows insensitivity to your reader

the message arrives unexpectedly

explanation

Bad news, explanation, reasons, and closing

demonstrates your writing abilities

intend to deceive
Delaying the bad news to soften the blow

hint that good news will follow

Thanking the customer for their email

I must decline HAFTA's invitation to speak at its fall conference

Be sincere and explain what you will do to prevent recurrence

We know that you rely on your espresso machine to function pro

audience demographics

You have every right to be disappointed. I am truly sorry that ou

decreases the company’s risk of liability

use positive wording

Our current company policy does not allow telecommuting.

Your request for an extended warranty has been rejected

because we cannot find replacement parts for your
specific product.

using active-voice verbs

keeps the reader in a receptive mood

BMI Industries regrets that it cannot contribute this year, but t

a neutral statement such as “thank you for your business”

If you have any questions, Ryan, please do not hesitate to call

whom or what to blame

Your request for credit has been denied.

emphasizing the bad

news

We are sorry that we cannot give you a full refund for your DVD

follow up with a written message that documents the phone cal

to promote good relations

Investigate the situation thoroughly before responding

Use the refusal-before-reason pattern to present the information

give the reasons before the bad news

Will I profit personally (promotion, bonus pay, or honors)?

send a formal letter

consider taking a partner if you fear a "shoot the messenger" re

let the employees find out through the office grapevine

The opening

Although we would like to retain our current workforce, we

have no choice but to reduce the number of
employees.

Strive to sugarcoat the message to ease the employees' pain.

E-mail

TRUE

TRUE

TRUE
TRUE

TRUE

TRUE

TRUE

TRUE

TRUE

TRUE

TRUE
TRUE

TRUE

TRUE

TRUE

TRUE

TRUE

TRUE

TRUE

TRUE
TRUE

TRUE

TRUE

TRUE

TRUE

TRUE

TRUE

TRUE

TRUE

TRUE
TRUE

TRUE

TRUE

TRUE

TRUE

TRUE

TRUE

TRUE

TRUE
 TRUE

receiver may overlook the bad

news

Direct

Competitive

a buffer

Direct

integrity

a buffer

Using the passive voice

through the grapevine

Buffer
communicating the news honestly and openly
Option
Text for 2option 2

(required in all cases except open-ended & draw questions)

Ask the CEO to send the message

learns of the bad news directly

being vague in order to reduce liability

readily accept all blame

they feel that the decision was fair, impartial, and rational

Negative messages should aim to end the communication by having

communication channel

Gather information about his reasons for not meeting the deadline.

the bad news is unexpected

A layoff notice for a long-time employee

allows you to confuse or distract the reader

firmness is necessary

adjustment

Bad news, reasons, buffer, and closing

ensures that your reasoning will be read while the receiver is still receptive

don't analyze their purpose for a message

Communicating your reasoning while the reader is still receptive

be completely unrelated to the bad news so that receivers will not know that

Hoping that the message finds the customer well

HAFTA members must be looking forward to the annual fall conference in Pho

Apologizing should be avoided because it will negatively impact the company

We apologize for any inconvenience this may have caused.

sympathy

I am deeply saddened that your service failure disrupted our sale, and we
will do everything in our power to
improve our future performance.

manipulates the customer’s emotions

use negative wording so that the bad news is clearer and avoids any ambigu

Unfortunately, we regret that we are unable to afford the expenses associat

Unfortunately, we are unable to extend the warranty.

positioning the bad news at the beginning or end of a

paragraph

describes what you can do instead of what you can't

Although our profits are being reinvested in BMI Industries this year, we
hope to be able to contribute next
year.

freebies

If you had the required five years' experience in social work, we could have
included you in the final slate of
candidates.
where and how to apologize

Because you have not been employed for the past 15 months and have
credit debts of over $4,000, we will not
be able to grant you credit at this time

using the active voice

Because you damaged the DVD player by trying to repair it yourself, we are un

suggest a face-to-face meeting to resolve any remaining issues

to denote your leadership rank

Admit that her company erred if the complaint is legitimate and try to remedy

Place blame where blame is due, including on the customer if he or she is

responsible.

immediately share the bad news

Was the act criminal or hostile behavior or just a one-time mistake?

address the issue in a department meeting

focus on the future and avoid discussing the past or the present

deliver it on a Friday afternoon when people are more open to receiving bad
news
The body

We did everything possible to prevent this from happening

Place the bad news in the first sentence of a paragraph.

An intranet post

FALSE

FALSE

FALSE
FALSE

FALSE

FALSE

FALSE

FALSE

FALSE

FALSE

FALSE
FALSE

FALSE

FALSE

FALSE

FALSE

FALSE

FALSE

FALSE

FALSE
FALSE

FALSE

FALSE

FALSE

FALSE

FALSE

FALSE

FALSE

FALSE

FALSE
FALSE

FALSE

FALSE

FALSE

FALSE

FALSE

FALSE

FALSE

FALSE
 FALSE

bad news is unexpected

Indirect

Unethical

the reasons

Indirect

honesty

sound reasons

Highlighting the
positive

through news accounts

Reasons
waiting for the ideal moment for the communication
Text for option 3 Text for option 4
Option 3 Option 4
(optional) (optional)

Leave out an explanation about why

Ask the CEO to send the message
she cannot approve requested dates

understands the legal implications of the bad news understands the legal implications of

using technical vocabulary to establish yourself as the

expert projecting a professional image

use forceful language . control your emotions

the writer refers repeatedly to company policy the message is delivered via phone rat

Even experienced communicators are sometimes

unsuccessful in meeting the goals related to negative
messages. Negative messages should be written

audience total number of words they use

Write the opening of his message. Analyze the bad news to see how it will

firmness is necessary the bad news will provoke a hostile rea

A denial of benefits on an insurance claim to an angry cust A notice of an unexpected plant closur

helps you keep the reader's attention until you can explain
the reasons for the bad
news demonstrates your ability to vary your

the receiver may overlook the bad

news the bad news is not damaging

buffer deflector

Buffer, reasons, bad news, and closing Buffer, explanation, reasons, and closi

disguises the bad news places the bad news before the explan

sign someone else's name to their messages take a reader-center approach

Burying the bad news late in the message to misrepresent
the
truth Prioritizing compassion as well as co

contain information that encourages the receiver to continu deny the requested action

Revealing the best news Revealing the bad news

Thank you for your email. Due to unfortunate circumstances, the

Focus on your regret Blame external factors

We sincerely apologize for the problems you experienced

with your espresso machine. To prevent recurrence of
this problem, we will recalibrate the heating element at no
charge to you. It is unfortunate that you are unhappy

empathy buffering

We did not intentionally delay the shipment, and we will not

accept the disappointment and frustration you
have expressed. It is with great regret that we must tak

reduces feelings of ill will will make the customer no longer desir
include blanket company policy statements deflect responsibility

I’m unable to grant your request to telecommute but am ha Your work standards cannot be relied o

We regret to inform you that your

Although your warranty will not be extended, we are happy request for an extended warranty has
to replace your item with a similar product at no been denied.
charge. ANSWER

refusing explicitly to get it over with using passive-voice verbs

often sounds more sincere accomplishes all of these

Although we cannot contribute this year, we may be able to Unfortunately, we are prevented from co

a restatement of company policy a summary of the bad news

Again, Ryan, we truly regret being unable to offer you this pWe wish you all the best in your job se
how to invite further correspondence whether to use the direct or the indirec

Although your credit rating does not meet our minimum

standards, we would be happy to reconsider your
application if you add a cosigner. Your failure to meet our standards will

implying the refusal accentuating the negative

The damage to your DVD player is not covered by the

warranty, as explained in the enclosed copy of the
warranty that came with your DVD player. Although a full refund cannot be issu

come to an agreement on a refund or compensation provide resale information or promote

to persuade the receiver to follow your recommendations to allow you to identify your organizati
Suggest a refund or a discount on future services. Kenesha should follow all these tips.

Avoid offering resale information because it may weaken c Use neutral, objective language to expl

provide the reasons and explanations but conceal the bad

news combine the buffer and bad news

How should I time the information delivery (before or after How can I avoid being identified as the

deliver the message in person wait at least one week so that you can

go alone to deliver the bad news so that the person doesn’t respond immediately

deliver the news via email, if possible be honest

The closing You should never provide an alternati

Because of a decrease in sales, the

number of employees will need to be
reduced, which we know will be
The decision cannot be changed difficult for all of you.

Position the bad news so that it does not stand out. Use subjective language

All of these would be appropriate

A webcast forms.
receiver may be uninterested receiver may be hostile

Ethical Empathetic

Ethical Strategic

bad news an apology

Unethical Implied

empathy fairness

empathy an effective closing

Showing fairness Implying the refusal

from management personally from co-workers

Bad news Closing

choosing not to communicate about the crisis because doing so wrevealing information only to employees a
The correct option choice
Time in seconds
(between 1-5).
Correct Answer Time in seconds
(optional, default
Leave blank for "Open-
value is 30 seconds)
Ended", "Poll", "Draw" and
"Fill-in-the-Blank".

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Explanation for the answer
Answer
(optional)explanation

Because bad news can disappoint, irritate, and sometimes anger a receiver, such messages must
be constructed carefully and be explained clearly and completely.

The bad feelings associated with disappointing news can generally be reduced if the receiver
(a) knows the reasons for the rejection, (b) feels that the news was revealed sensitively, and
(c) believes that the matter was treated seriously and fairly

When revealing bad news, business communicators should strive to explain the bad news clearly and completely, project a

To project a professional and positive image for you and your organization, use polite
language, control your emotions, and respond with clear explanations of why a negative
message was necessary. When appropriate, accept blame and apologize; however, strive to
do so without creating legal liability for your organization or yourself.

Receivers are far more likely to accept negative news when they feel that the decision was
fair, impartial, and rational.

Even as an experienced business communicator, you may not be successful in achieving all
the goals related to writing a negative message. However, the goals in the chapter can help
you convey the news sensitively and safely

To successfully convey bad news, writers must carefully consider the purpose, context, and
audience.

First, Taylor should analyze the bad news so that he can anticipate its effect on the receiver.
This analysis will help him choose techniques and words to reduce the pain of the bad news.

Use the direct strategy when firmness is necessary. All other answer choices require the
indirect strategy.
Use the direct strategy to announce the change of business services because your audience
may otherwise ignore this information. All other topics should use the indirect strategy
because they are likely to provoke hostile responses or cause personal upset.

The indirect strategy ensures that you keep the reader's attention as you explain the reasons
for the bad news. The explanation is an important part of softening the blow of the bad news.

Use the indirect strategy when the bad news will arrive unexpectedly. All other answer
choices typically require the direct strategy

A buffer, often a neutral but meaningful statement that reduces the shock or pain of bad news,
encourages the reader to continue reading

When a hostile reaction is anticipated, beginning with a buffer may keep the audience
receptive enough to listen to Corbin's presentation of the reasons before he must present the
bad news of the reduction in overtime pay. Using this indirect strategy for a bad-news
message is recommended when the news is upsetting.

The indirect strategy softens the blow by placing a neutral buffer in the opening to help
ensure your explanation will be read. By placing the explanation before the bad news, you
guarantee that your indirect-strategy message is less likely to cause hard feelings and pain
than a direct-strategy message.

Unethical communicators are purposefully deceptive. Their communication goal is to deceive

their readers, regardless of the message, audience, purpose, or pattern.
The key to the ethical communication of bad news lies in the motives of the sender. The
indirect strategy is not unethical when used to soften the blow and to ensure that your reasons
will be read while the receiver is still receptive.

A well-written buffer is a neutral but meaningful statement that reduces shock or pain and
encourages continued reading. It should provide a natural transition to the explanation that
follows.

The indirect strategy begins with a buffer that reduces the shock or pain of the bad news.
Effective buffers include revealing the best news; complimenting the reader; providing
objective information or facts; or including a statement of appreciation, mutual agreement, or
understanding. A buffer may also include a sincere apology. Buffers should avoid trite
expressions such as “Thank you for your email” or “I hope this message finds you well.”

The buffer should be a neutral but meaningful statement that does not mention the bad news.
The most effective buffer is HAFTA members must be looking forward to the annual fall
conference in Phoenix this year. Avoid using trite expressions such as “Thank you for your
email."

Helpful tips for effective apologies include being sincere, accepting responsibility, and using
good judgment. Focusing on your regret will not convey sincerity or improve your message.

The effective example of an apology that is integrated into the buffer is We sincerely
apologize for the problems you experienced with your espresso machine. To prevent
recurrence of this problem, we will recalibrate the heating element at no charge to you. This
apology is sincere and shows that the company cares and wants to fix the problem.

Empathy is the ability to understand and enter into the feelings of another. Demonstrating
empathy is important in writing apologies.

Conveying empathy and sympathy in a bad-news message can be difficult. Empathy shows
understanding of the other's feelings. Only You have every right to be disappointed... shows
genuine care for the receiver's feelings. The answer I am deeply saddened that your service
failure disrupted our sale expresses the writer’s feelings, not sympathy for the customer’s
feelings.

Without sound reasons for denying a request, refusing a claim, or revealing other bad news, a
message will fail, no matter how cleverly it is organized or written. Providing an explanation
reduces feelings of ill will and improves the chances that readers will accept the bad news.
When presenting the reasons for the bad news, you should explain the decision clearly
without revealing confidential information or creating potential legal liability, cite benefits to
the reader or others, choose positive wording, and demonstrate that the matter was treated
seriously and fairly. You should not, however, include blanket company policy statements
because readers resent them.

Messages are far more effective when you describe what you can do rather than what you
can’t do. I’m unable to grant your request to telecommute but am happy to reimburse you for
mileage and expenses includes a more positive appeal.

Only the sentence beginning with "Although your warranty..." demonstrates positive
wording. All other answer choices use negative words such as "rejected," "cannot,"
"unfortunately," "unable," "regret," and "denied."

The following techniques can cushion bad news: positioning the bad news in the middle of a
paragraph, placing the bad news in a subordinate clause, using passive-voice verbs,
highlighting the positive, implying the refusal, and suggesting a compromise or an
alternative.

Choosing positive (vs. negative) words for bad-news messages keeps the reader in a receptive
mood, often sounds more sincere, and allows you to focus on what you can do rather than
what you can't.

Although our profits are being reinvested in BMI Industries this year, we hope to be able to
contribute next year implies the refusal by explaining how company money will be spent on
other resources.

The closing of a bad-news message should be personalized and may include a forward look,
an alternative, good wishes, freebies, resale information, or a sales promotion.

We wish you all the best in your job search is effective because it is positive and
forward-looking. Other closings are inappropriate because they invite further communication,
place blame on the receiver, or repeat the bad news
As you consider your receiver's reaction, you will decide to use either the direct or the
indirect strategy. If you expect the receiver to be upset, use the indirect strategy

Only Although your credit rating does not meet our minimum standards, we would be happy
to reconsider your application if you add a cosigner de-emphasizes the bad news by
highlighting the positive. Other responses include a negative tone by being too harsh or
graphic, or by placing the blame on the reader.

One effective technique to soften the impact of bad news is implying the refusal. Other
techniques to soften the blow include de-emphasizing the bad news; using the passive voice;
accentuating the positive; and suggesting a compromise, alternative or substitute.

The bad news is presented most effectively in the following sentence: Although a full refund
cannot be issued, we would be happy to repair your DVD player for a nominal fee. This
sentence presents the bad news using the passive voice, de-emphasizes the bad news by
placing it in a subordinate clause, accentuates the positive, and offers a reasonable alternative.

The phone call typically concludes with the discussion of the explanation or reasons and the
resolution of the customer's claim or complaint. After the phone call, the business will follow
up with a message documenting the phone call and promoting goodwill.

A written message allows the sender to promote good relations. Written messages are also
important to communicate when personal contact is impossible, to establish a record of the
incident, and to formally confirm follow-up procedures.
When organizations respond to negative posts and reviews online, they are wise if they first
verify the complaint, admit error when the complaint is justified, respond quickly and
constructively, and offer refunds or discounts. Companies should also view negative online
comments as growth opportunities and accept the fact that all businesses will experience
some public negativity.

When saying "no" to upset receivers, follow these tips: use neutral, objective language; adopt
the proper tone; don't blame customers, even if they are at fault; avoid "you" statements that
sound preachy; and consider offering resale information to rebuild the customer's confidence
in your products or organization.

When sharing bad news, present the reasons first, and your message will be better received.

Your first consideration when deciding to share bad news is determining whether the
behavior is noncriminal and trivial. A one-time offense that did not cause any significant
harm is often better unreported.

When bad news involves one person or a small group, you should generally deliver the news
in person and promptly. Delivering bad news to a coworker or supervisor is a reality for most
businesspeople, and everyone must learn to deliver these messages professionally.

When delivering a bad-news message personally in the workplace, you should gather all
information, prepare and rehearse, fully explain, think about timing, be patient with the
reaction, and consider taking a partner

When delivering negative news to employees, you should do so honestly, promptly, and
personally, if possible. Allowing employees to learn of the reduction through the grapevine
would not be appropriate because morale can be destroyed when employees learn of major
events affecting their jobs through the grapevine or from news accounts.
A presentation of alternatives should be included in the closing, when appropriate.

When conveying bad news, you must explain the logic behind the bad news and provide a
rational explanation using positive words and empathy. The sentence beginning with Because
of a decrease in sales... displays empathy by referring to the employees’ experiences and
points of view.

Position your bad news so that it does not stand out in your message. For instance, place it in
a subordinate clause or in the middle of a paragraph. Don't start a paragraph with the bad
news

Effective managers deliver negative news personally when possible. When the news must go
to large numbers of people, however, various forms of digital media are acceptable, including
intranet posts, e-mail, videos, webcasts, blogs, and voice mail.

Customers are posting comments, both positive and negative, on these digital communication
media, and smart businesses are responding appropriately. As a company representative, you
may respond to complaints voiced to the world on Twitter, Facebook, or complaint websites.

One goal of delivering negative news is to maintain friendly relations, which involves
regaining the confidence of the receiver.

The bad feelings associated with disappointing news can generally be reduced if the receiver
knows the reasons for the rejection, feels that the news was revealed sensitively, and believes
that the matter was treated seriously and fairly
When delivering bad news, you should explain the bad news clearly to make your readers
understand and, in the best case, accept the bad news.

One of your goals as a business professional is to project a professional image of you and
your company. Even when irate customers sound threatening and overstate their claims, you
should strive to stay calm, use polite language, and respond with clear explanations for the
bad news.

Although you should use language that respects the receiver and reduces bad feelings, you
should accept blame and apologize only when appropriate. If you do accept blame and
apologize, you should do so without creating legal liability for your organization or yourself.

When you show that the decision for negative news was made fairly, impartially, and
rationally, receivers are far more likely to accept the negative news.

Although many negative messages will be delivered with the indirect strategy, some
messages will best be delivered with the direct strategy. Smart business writers must carefully
consider the audience, purpose, and context to determine which strategy is more appropriate.

The direct strategy saves time and is preferred by some who consider it to be more
professional and even more ethical than the indirect strategy.

The direct strategy is appropriate when the receiver might overlook the bad news. It is also
appropriate when directness is preferred, when firmness is necessary, or when the bad news is
not damaging.

The indirect strategy works best when the bad news is personally upsetting, will prompt a
hostile reaction, threatens the business relationship, and arrives unexpectedly.
Because your goal is to be a compassionate, yet effective communicator, you should avoid the
pain and hard feelings that can result when breaking bad news bluntly. The indirect strategy
softens the blow somewhat, as well as ensures that your reasoning will be read while
the receiver is still receptive.

Sender motives are a key component of ethical communication; unethical communicators

intend to deceive.

The indirect strategy should not be used to avoid or misrepresent the truth.

Thank you for your message is considered trite and therefore not an effective buffer.

A buffer is a neutral, meaningful statement at the beginning of a bad-news message that

encourages the reader to continue reading and reduces shock or pain; it also provides a
natural transition to the explanation that follows

Complimenting the receiver is only one technique to buffer the bad news. Other possibilities
include starting with the best news, demonstrating appreciation, showing agreement or
understanding, or providing objective facts

The section that explains the reasons for the bad news is the most important part of a negative
message. Without sound reasons a message will fail, no matter how cleverly it is organized or
written.

Readers accept bad news more readily if they see that someone or something else benefits.
By mentioning the environmental benefits of a more fuel-efficient heating system, you may
help the reader accept the bad news.

Readers resent blanket policy statements prohibiting something

Do not place bad news at the beginning or end of a paragraph; the reader's eye will linger on
these high-visibility spots.

Offering a suitable compromise, substitute, or alternative can lessen the pain of a refusal.

When the bad news is not devastating or personal, references to resale information or
promotion may be appropriate.

Avoid endings that invite further correspondence; in addition, this ending includes trite
language.

Depending on how you think the receiver will react to your refusal, you can use the direct or
the indirect strategy. If you have any doubt, use the indirect strategy.

There will be times when you can't expect to make the receiver happy when delivering
negative news, but you can reduce resentment by structuring your message sensitively.
Saying no to emotionally involved receivers will probably be one of your most challenging
communication tasks.

Most business professionals strive to control damage and resolve problems by calling or
e-mailing a customer immediately.

Written messages are important to establish a record of the problem. They are also important
to communicate when personal contact is impossible, to formally confirm follow-up
procedures, and to promote good relations.

Many consumer problems are handled with letters or phone calls. However, e-mail and
social networks are firmly established as channels for delivering complaints and negative
messages.

When you must deny a claim, your receiver is likely to feel disappointment or even anger.
Using the reasons-before-refusal plan helps you be empathic and artful in breaking the bad
news.
The tone of a denial message is important. Therefore, you should avoid preachy "you"
statements (You would have known that cash refunds are not available if you had read the
receipt). Instead, use neutral, objective language to explain the reasons for the denial

Do not blame customers in denial messages, even if they are at fault.

You should consider the anticipated reaction of your receiver to determine whether to use a
direct or indirect strategy to deliver bad news.

A tactful tone and a reasons-first approach not only help preserve friendly relations with
customers but also assist organizations when delivering bad news internally

When you have the unhappy responsibility of delivering bad news, first decide whether the
negative news is newsworthy.

Deliver workplace bad-news messages in person when the receivers are a small group
nearby.

When you must deliver bad news in person, be sure to gather all the information, prepare, and
rehearse. An off-the-cuff delivery will make you appear unprepared and not sincere.

Smart organizations involved in a crisis prefer to communicate the news openly to employees
and stakeholders. Morale can be destroyed when employees learn via rumor about factors
affecting their jobs.

The opening buffer in communicating bad news to employees may be a compliment,

appreciation, solid facts, or a point of agreement. It is also essential the opening is sincere and
understanding.
Appropriate contents in the closing of a bad-news message to employees include information
about an alternative, if one exists, and a description of what will happen next. Be certain to
look forward positively.

Use the direct strategy when the bad news is insignificant and does not personally affect the
receiver, when the receiver may overlook the bad news, when the receiver or organization
prefers directness, and when firmness is needed.

Using the indirect strategy to reveal bad news slowly and indirectly prepares the reader, thus
softening the impact.

An unethical communicator intends to deceive.

A bad-news message using the indirect strategy begins with a buffer, which is a meaningful
statement that encourages the reader to continue reading.

An implied refusal relays the negative news without actually saying no or stating the refusal
explicitly. When using this strategy, be sure that you make the bad news clear to prevent the
need for further correspondence.

Empathy is the ability to understand and enter into the feelings of another

The most important part of any bad-news message is the reasons for the bad news. Providing
an explanation reduces feelings of ill will and improves the chances that readers will accept
the bad news.

Active-voice verbs focus attention on a person, but passive-voice verbs depersonalize the
action and cushion the impact of the bad news.

Employee morale is best supported when management communicates personally about major
events that affect them and their jobs. Morale will likely suffer when bad news is delivered
through the grapevine or from news accounts.

Business communicators should consider including a forward look, good wishes, a mention
of freebies, or references to resale information or promotion in the closing of a bad-news
message.
Smart organizations that are involved in a crisis deal with it by communicating the news
openly to employees and other stakeholders. Everyone should be informed honestly and
promptly.
ews clearly and completely, project a professional image, convey empathy and sensitivity, be fair, and maintain friendly relations.
n friendly relations.