Chapter 7: Negative Messages: Unit 3: Contemporary Workplace Communication

Unit 3: Contemporary Workplace Communication
Chapter 7: Negative Messages

Essentials of Business Communication 11e
Mary Ellen Guffey and Diana Loewy
Student PowerPoint
Guffey-Loewy, Essentials of Business Communication

Communication,11th11thEdition.
Edition.©©2019
2019Cengage.
Cengage.All
AllRights
RightsReserved.
Reserved.May
Maynot
notbe
bescanned,
scanned,copied
copiedor
or
duplicated, or posted to a publicly accessible website, in whole or in part. 1
Learning Outcome 1
• Understand the strategies of business communications in conveying negative

news.
Guffey-Loewy, Essentials of Business Communication, 11th Edition. © 2019 Cengage. All Rights Reserved. May not be scanned, copied or
Goals in Communicating Negative News
• Explaining clearly and completely

• Projecting a professional image
• Conveying empathy and sensitivity
• Being fair and impartial
• Maintaining friendly relations
Learning Outcome 2
• Compare the techniques and ethics of the direct and indirect strategies in
communicating unfavorable news.
Channels Used for Positive Messages
• Direct strategy
• Indirect strategy
When to Use the Direct Strategy
• When the bad news is not damaging

• When the receiver may overlook the bad news
• When the organization or receiver prefers directness
• When firmness is necessary
When to Use the Indirect Strategy
• When the bad news is personally upsetting

• When the bad news will provoke a hostile reaction
• When the bad news threatens the customer relationship
• When the bad news is unexpected
Comparing Strategies for Delivering
Negative News
• Direct Strategy • Indirect Strategy
− Bad news − Buffer
− Reasons − Reasons
− Closing − Bad news
− Closing
Four-Part Indirect Strategy for Bad News
Buffer Reasons Bad News Closing
Open with a neutral but Explain the causes of the Reveal the bad news End with a personalized,
meaningful statement that bad news before without emphasizing it. forward-looking, pleasant
does not mention the bad disclosing it. Provide an alternative or statement.
news. compromise, if possible. Avoid referring to the bad
news.
Learning Outcome 3
• Explain the components of effective negative messages, including opening with

a buffer, apologizing, showing empathy, presenting the reasons, cushioning the
bad news, and closing pleasantly.
What is a Buffer?
• a device to reduce shock or pain

• a neutral but meaningful statement that makes the reader continue reading
• a concise, relevant opening that provides a natural transition to the explanation
that follows
Various Buffer Types
• Compliment
• Appreciation
• Agreement
• Facts
• Understanding
• Best news
Apologizing
Apology defined: admission of blameworthiness and regret for an undesirable
event
• Apologies to • Apologies cost • Sincere apologies

customers are nothing, but they go a work and may even
important if the long way in soothing affect the bottom line.
company erred. hard feelings.
Presenting the Reasons for the Negative
News
• Explain the reasons leading up to the denial.
• Cite reader benefit or benefits to others, if relevant.
• Explain the rationale behind your company’s policy.
• Choose positive words to keep the reader in a receptive mood.
• Show fairness and serious intent.
Other Techniques for Cushioning the Bad
News
• Position the bad news strategically.
• Use the passive voice.
• Highlight the positive, if relevant.
• Imply the refusal.
• Suggest a compromise or an alternative.
Closing Pleasantly
Forward Look Anticipate future relations or business.
Alternative Give follow-through advice or offer an alternative, if

available.
Good Wishes Express sincere good wishes and thank the reader, if
applicable.
Freebies Send a coupon, sample, or gift to restore confidence.
Resale or Sales Promotion Invite the reader to consider your other products or
services.
Learning Outcome 4
• Apply effective techniques for refusing typical requests or claims, as well as for
presenting bad news to customers in print or online.
Saying No to Typical Requests and Claims
• Requests for favors, money, information, and action

• Invitations
• Serious problems with orders
• Rate increases and price hikes
• Claims from disappointed customers
• Credit refusals
Writing Plan for Refusing Typical Requests
and Claims (1 of 4)
Buffer
• Start with a neutral statement, such as a compliment, appreciation, quick review
of the facts, or an apology.
• Include a key idea that acts as a transition to the reasons.
and Claims (2 of 4)
Reasons
• Present valid reasons for the refusal.
• Avoid words that create a negative tone.
and Claims (3 of 4)
Bad News
• De-emphasize the bad news by using the passive voice, accentuating the
positive, or implying a refusal.
• Suggest a compromise, alternative, or substitute, when appropriate.
and Claims (4 of 4)
Closing
• Renew good feelings with a positive statement.
• Avoid referring to the bad news.
• Including resale or sales promotion, if appropriate.
• Look forward to continued business.
“Before” – Ineffective Refusal Message
Dear Mr. Diaz:
We regret to inform you that we cannot allow you to convert the lease payments you have been making on your Canon
X1000 color copier toward its purchase, much as we would love to do. We understand that you have been making regular
payments for the past 16 months.
Our established company policy prohibits such conversion of leasing monies. Perhaps you have noticed that we offer
extremely low leasing and purchase prices. Obviously, these low prices would never be possible if we agreed to many
proposals such as yours.
Because we’re striving to stay in business, we cannot agree to your request asking us to convert all 16 months of rental
payments toward the purchase of our popular new equipment.
It is our understanding, Mr. Diaz, that you have had the Canon X1000 color copier for 16 months, and you claim that it has
been reliable and versatile. We would like to tell you about another Canon model–one that is perhaps closer to your limited
budget.
Sincerely,
“After” – Improved Refusal Message
Dear Mr. Diaz:
We’re happy to learn that you have enjoying the use of the Canon X1000 color copier you’ve been leasing for the past 16
months.
Like our many other customers, Mr. Diaz, you have discovered that Canon copiers supply remarkable versatility and
reliability. One of the reasons we’re able to offer these outstanding copiers at such low leasing rates and equally low
purchase prices is that we maintain a slim profit margin. If our program included a provision for applying lease payments
toward purchase prices, our overall prices would have to be higher.
Although lease payments cannot be credited toward purchase price, we can offer you other Canon models that are within
your price range. The Canon 600 delivers the same reliability with nearly as many feature as the top-of-the-line Canon
X1000. Please let us demonstrate the Canon 600 to your staff in your office, Mr. Diaz. Our representative,
Marcia Murphy, will call you during the week of April 15 to arrange
an appointment.
Sincerely,
Dealing With Disappointed Customers in
Print
• Call or e-mail the individual immediately.
• Describe the problem and apologize.
• Explain the following:
− Why the problem occurred.
− What you are doing to resolve it.
− How you will prevent it from happening again.
• Promote goodwill by following up with a message that documents the
phone call or e-mail message.
Responding by E-mail and
in Hard Copy
Written messages are important in these situations
• When you cannot reach the customer personally
• When you need to establish a record of the incident
• When you wish to confirm follow-up procedures
• When you want to promote good relations
Why Consumers Complain Online (1 of 2)
• Consumers may air their complaints on social networking sites (Facebook,

Twitter, Angie’s List, Yelp, and more) rather than calling customer service
departments.
• Internet sites such as Complaints.com or Ripoff Report enable customers to
quickly share peeves about stores, products, and services.
Why Consumers Complain Online (2 of 2)
• Customers may receive faster responses to tweets than to customer service

calls.
• Griping in public may help other consumers avoid the same problems.
• Public complaints can improve the complainer’s leverage in solving a problem.
• Sending a 140-character tweet is much easier than writing a complaint e-mail.
Managing Negative Posts and Reviews
Online
What smart businesses do:
• Verify the situation.
• Respond quickly and constructively.
• Consider freebies.
• Learn how to improve.
• Accept the inevitable.
Denying Claims
• Don’t blame customers, even if they are at fault.

• Adopt the proper tone.
• Use neutral, objective language to explain why the claim must be refused.
• Avoid you statements that sound preachy.
− “You would have known that cash refunds are impossible if you had read
your contract.”
• Consider resale information to rebuild the customer’s confidence in your
products or organization.
Learning Outcome 5
• Describe and apply effective techniques for delivering bad news within
organizations.
Managing Bad News
Within Organizations
• Telling the boss that something went wrong
• Confronting an employee about poor performance
• Announcing declining profits, lost contracts, harmful lawsuits, public relations
controversies, and changes in policy
Delivering Bad News in Person
• Decide whether the negative information is worth mentioning.

− Leave trivial, noncriminal mistakes and one-time bad behaviors alone.
BUT: Report fraudulent travel claims, consistent hostile behavior, or failing
projects.
• Use the indirect strategy if you know the news will upset the receiver.
Announcing Bad News
to Individuals or Groups
• Gather all the information.
• Prepare and rehearse.
• Explain past, present, and future.
• Consider taking a colleague.
• Think about timing.
• Be patient with the reaction.
Announcing
Bad News to Employees
• Low morale results when employees learn bad news through the grapevine or
from media.
• Managers explain the organization’s side of the story honestly and promptly.
• Smart organizations involved in a crisis usually communicate the news openly.
• When bad news must be delivered to individuals, management may want to
deliver bad news personally.
• Organizations deliver bad news through multiple channels, print and digital.
Writing Plan for Announcing
Bad News to Employees
• BUFFER: Start with a neutral or positive statement that transitions to the
reasons for the bad news.
• REASONS: Explain the logic behind the bad news. Provide a rational
explanation. Use positive words. Show empathy.
• BAD NEWS: Position the bad news so that it doesn’t stand out. Be positive, but
don’t sugarcoat the bad news.
• CLOSING: Provide information about an alternative, if one exists. Describe what
will happen next.
Chapter 7 Negative Messages
END
Essentials of Business Communication 11e
Guffey-Loewy, Essentials of Business Communication

Communication,11th11thEdition.
Edition.©©2019
2019Cengage.
Cengage.All
AllRights
RightsReserved.
Reserved.May
Maynot
notbe
bescanned,
scanned,copied
copiedor
or

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Unit 3: Contemporary Workplace Communication

Chapter 7: Negative Messages

Guffey-Loewy, Essentials of Business Communication

• Understand the strategies of business communications in conveying negative

• Explaining clearly and completely

• When the bad news is not damaging

• When the bad news is personally upsetting

Buffer Reasons Bad News Closing

• Explain the components of effective negative messages, including opening with

• a device to reduce shock or pain

• Apologies to • Apologies cost • Sincere apologies

Forward Look Anticipate future relations or business.

Alternative Give follow-through advice or offer an alternative, if

Freebies Send a coupon, sample, or gift to restore confidence.

• Requests for favors, money, information, and action

Dear Mr. Diaz:

Dear Mr. Diaz:

• Consumers may air their complaints on social networking sites (Facebook,

• Customers may receive faster responses to tweets than to customer service

• Don’t blame customers, even if they are at fault.

• Decide whether the negative information is worth mentioning.

Guffey-Loewy, Essentials of Business Communication

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