CHAPTER 7
Negative Messages
© 2016 Cengage Learning ● All Rights Reserved
Intended Learning Outcomes
• Describe the goals and strategies of business
communicators, and decide whether to use the direct
or indirect strategy in conveying negative news.
• Analyzethe components of effective negative
messages, including opening with a buffer, apologizing,
conveying empathy, presenting the reasons,
cushioning the bad news, and closing pleasantly.
• Outlineand apply a plan for refusing typical requests
and claims.
• Describe
and apply effective strategies for handling
bad news with customers.
• Explain
and apply effective techniques for breaking bad
news within organizations.
• Understand ethical and unethical uses of the indirect
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 2
strategy.
Possible Negative Messages
To Employees/Potential Employees
• Announcing layoffs, firing people
• Turning down job applicants
• Reducing benefits, salaries
• Changing procedures—with negative effect
2
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 3
Possible Negative Messages
To Customers
• Denying customer claims
• Increasing prices
• Revealing delivery
or service problems
• Announcing product recalls
2
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 4
More Negative Messages
To Investors
• Revealing poor financial performance
• Disclosing criminal investigations
To the Community
• Refusing donations
• Explaining environmental
issues (chemical spills, etc.)
What else would you add to this list?
2
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 5
Communicating Bad News:
Goals
• Explaining clearly and concisely—to
help
receiver understand and accept the bad
news
• Projecting a professional
image—to
promote a positive image of yourself and
your organization
• Conveying empathy
and sensitivity—to
show respect for the receiver
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 6
Goals in Communicating
Negative News
• Being fair—to
show that the decision was
impartial and rational
• Maintaining friendly relations—to
show your
desire to continue relations with the
receiver
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 7
The Direct Strategy
Bad
Reasons Closing
News
The direct strategy is
appropriate for delivering
negative news
in some situations.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 8
When to Use the Direct
Strategy
Bad news is insignificant
and not damaging
Receiver may overlook
the bad news
Organization or receiver
prefers directness
Firmness is necessary
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 9
Common Reactions to Bad
News
Delivery delay
Product recall Disappointment
Credit refusal Irritation
Billing error Anger
Price increase
Layoffs
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 10
How to Diminish Negative
Feelings
Let the reader
know the
reasons for Disappointment
the rejection. Irritation
Reveal the Anger
bad news with
sensitivity.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 11
The Indirect Strategy
Bad
Buffer Reasons Closing
Use the indirect strategy when
you care about how a message
will affect the receiver.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 12
When to Use the Indirect
Strategy
Bad news is personally
upsetting
Receiver will have a
hostile reaction
Customer relations will
be threatened
Bad news is unexpected
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 13
The Indirect Strategy
Bad
Buffer Reasons Closing
News
The indirect strategy prepares the reader
before receiving the bad news, thus
softening the impact of the bad news.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 14
Possible Buffers
Bad
Buffer Reasons Closing
News
Best news •Facts
Compliment •Understanding
Appreciation •Review
•Apology
Agreement
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 15
How to Apologize Effectively
Apologize sincerely.
Accept responsibility.
Use good judgment.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 16
Evaluating Buffer
Statements
How effective are the following openings for
a letter that refuses a job applicant?
Unfortunately, your application Poor: Reveals
for employment cannot be Quick the bad news
considered. Check bluntly.
We sincerely regret that we will Poor: Sounds
not be able to invite you for an phony and
interview. canned.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 17
Evaluating Buffer
Statements
How effective are the following openings for
a letter that refuses to grant credit?
We are delighted to receive your Poor: Gives
application for credit. false hope.
The recent resurgence of Poor: Is not
interest in the stock market relevant.
caught many of us by surprise.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 18
Evaluating Buffer
Statements
How effective are the following openings
when refusing a request for a donation?
Your request for a monetary Poor: Fails to
contribution has been referred to engage the
me for reply. reader.
We appreciate the fine work your Effective:
organization is doing to provide Compliments
early childhood programs that reader without
meet the needs of parents and suggesting
very young children. approval.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 19
Presenting the Reasons
Bad
Buffer Reasons Closing
News
• Explain clearly.
• Cite reader or other benefits, if possible.
• Explain company policy, if relevant.
• Choose positive words.
• Show that the matter was treated
seriously and fairly.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 20
Revealing the Bad News
Bad
Buffer Reasons Closing
News
To reveal the bad news with
sensitivity, apply the following
techniques for cushioning the
bad news:
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 21
Cushioning the Bad News
Avoid the spotlight.
Put the bad news in the middle of a
paragraph halfway through the message.
Use a long sentence.
Don’t put the bad news in a short, simple
sentence.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 22
Cushioning the Bad News
Place the bad news in a
subordinate clause.
Although we have no opening for
an individual with your
qualifications at this time, we are
pleased that you thought of us when
you started your job search.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 23
Cushioning the Bad News
Be clear but not overly graphic.
Instead of this: Try this:
Our investigation Our investigation
reveals that you owe reveals that your
three creditors large employment status
sums and that you and financial position
were fired from your do not meet our
last job. minimum
requirements.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 24
Cushioning the Bad News
Use passive-voice verbs.
Passive-voice verbs focus attention on
actions rather than on personalities. They
are useful in being tactful.
Instead of this: Try this:
We cannot make A contribution
a contribution at cannot be made
this time. at this time.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 25
Converting Active to Passive
Voice
Active Voice: Passive Voice:
I cannot issue a cash A cash refund
refund for your return. cannot be issued for
your return.
We cannot process Your application
your application this cannot be processed
month. this month.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 26
Converting Active to Passive
Voice
Active Voice: Passive Voice:
We sell our products Our products are
only through sold only through
franchised retailers. franchised retailers.
Mark made a A programming
programming error error was made that
that delayed our delayed our project.
project.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 27
Cushioning the Bad News
Accentuate the positive.
Describe what you can do instead of
what you cannot do.
Instead of this: Try this:
We cannot ship Your order will
your order until ship next week.
next week.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 28
Cushioning the Bad News
Imply the refusal.
Instead of this: Try this:
We cannot Although all our
contribute to your profits must be
charity this year. reinvested in our
company this year,
we hope to be able to
support your future
fund-raising activities.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 29
Cushioning the Bad News
Suggest a compromise or an
alternative.
Although the cashmere sweater cannot be
sold at the incorrectly listed price of $18,
we can allow you to purchase this $218
item for only $118.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 30
Closing Pleasantly
Bad
Buffer Reasons Closing
News
Avoid poor endings:
• Cliché (We apologize for any inconvenience this may
cause.)
• Insincere (We regret this with all our hearts.)
• Inappropriate (We really screwed up.)
• Self-serving (You made us feel so bad.)
Avoid mentioning the refusal again.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 31
Closing Pleasantly
Bad
Buffer Reasons Closing
News
Options for personalizing the closing:
A forward look
An alternative
Good wishes
Freebies
Resale or sales promotion
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 32
Rejecting Requests
• Requests may be for favors, money, information, or
action.
• Favorsmay come from charities, friends, or business
partners.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 33
Rejecting Requests
• Use the indirect strategy.
• Beginwith a buffer acknowledging
the request.
• Explainwhy you cannot grant
the request.
• Imply the refusal if possible.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 34
Writing Plan: Rejecting
Requests
Bad
Buffer Reasons Closing
News
Start with a neutral statement on
which both reader and writer can
agree:
Compliment Review of facts
Appreciation Apology
Include a key idea or word that acts
as a transition to the reasons.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 35
Writing Plan: Rejecting
Requests
Bad
Buffer Reasons Closing
News
•Present valid reasons for the refusal.
•Avoid words that create a negative
tone.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 36
Writing Plan: Rejecting
Requests
Bad
Buffer Reasons Closing
News
• Positionthe bad news strategically, using the
passive voice, accentuating the positive, or
implying a refusal.
• Suggest a compromise, alternative, or substitute,
if possible.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 37
Writing Plan: Rejecting
Requests
Bad
Buffer Reasons Closing
News
• Renew good feelings with a positive
statement.
• Avoid referring to the bad news.
• Include resale or sales promotion material,
if appropriate.
• Look forward to continued business.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 38
Denying Claims
• Be careful when refusing emotionally involved receivers.
• Don’t blame customers, even if they are at fault.
• Avoid you statements that sound preachy.
• Useneutral, objective
language.
• Offerresale information,
if appropriate.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 39
Refusing Credit
Four goals in conveying credit refusals:
Avoiding language that causes hard feelings
Retaining customers on a cash basis
Preparing for possible future credit without raising
false expectations
Avoiding disclosures that could cause a lawsuit
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 40
Damage Control With
Customers
Call the individual involved.
Describe the problem and apologize.
Explain the following:
Why the problem occurred
What you are doing to resolve the problem
How you will prevent the problem from
happening again
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 41
Damage Control With
Customers
Follow with a letter that does the following:
Documents details discussed
in the phone call
Promotes goodwill
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 42
Bad News in Organizations
Delivering bad news personally
• Gather all the information.
• Prepare and rehearse.
• Explain past, present,
and future.
• Consider taking a partner.
• Think about timing.
• Be patient with the reaction.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 43
Writing Plan: Employee Bad
News
Bad
Buffer Reasons Closing
News
• Open with a neutral or positive statement that
transitions to the reasons for the bad news.
• Consider mentioning the best news, a compliment,
appreciation, agreement, or solid facts.
• Show understanding.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 44
Writing Plan: Employee Bad
News
Bad
Buffer Reasons Closing
News
Explain the logic behind the bad news.
Provide a rational explanation using
positive words and displaying empathy.
Try to show reader benefits, if possible.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 45
Writing Plan: Employee Bad
News
Bad
Buffer Reasons Closing
News
Position the bad news so that it does not
stand out.
Be positive but don’t sugarcoat the bad news.
Use objective language.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 46
Writing Plan: Employee Bad
News
Bad
Buffer Reasons Closing
News
•Provide an alternative, if one exists.
•If appropriate, describe what will
happen next.
•Look forward positively.
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition
Chapter 7, Slid 47 Chapter 7, Slide 47
“The price of greatness is
responsibility.”
--Sir Winston Churchill
Guffey, Du-Babcock, and Loewy | Essentials of Business Communication, 3 rd Asia Edition Chapter 7, Slide 48
END
© 2016 Cengage Learning ● All Rights Reserved
