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Communicating Negative Messages: Strategies and Examples

Learn how to deliver negative messages effectively and with sensitivity in various business situations. Explore the direct and indirect strategies, as well as useful buffers and closing techniques.

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Communicating Negative Messages: Strategies and Examples

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  1. Chapter 7 Negative Messages

  2. Possible Negative Messages To Employees/Potential Employees Announcing layoffs, firing people Turning down job applicants Reducing benefits, salaries Changing procedures—with negative effect 2 Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 2

  3. Possible Negative Messages To Customers Denying customer claims Increasing prices Revealing deliveryor service problems Announcing product recalls 2 Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 3

  4. More Negative Messages To Investors Revealing poor financial performance Disclosing criminal investigations To the Community Refusing donations Explaining environmentalissues (chemical spills, etc.) What else would you add to this list? 2 Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 4

  5. Communicating Bad News: Goals Explaining clearly and concisely—to help receiver understand and accept the bad news Projecting a professionalimage—to promote a positive image of yourself and your organization Conveying empathy and sensitivity—to show respect for the receiver Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 5

  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 Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 6

  7. The direct strategyis appropriate for delivering negative newsin some situations. The Direct Strategy Reasons Bad News Closing Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 7

  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 Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 8

  9. Common Reactions to Bad News • Delivery delay • Product recall • Credit refusal • Billing error • Price increase • Layoffs • Disappointment • Irritation • Anger Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 9

  10. How to Diminish Negative Feelings • Let the reader know the reasons for the rejection. • Reveal the bad news with sensitivity. • Disappointment • Irritation • Anger Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 10

  11. The Indirect Strategy Buffer Reasons Bad News Closing Use the indirect strategy whenyou care about how a message will affect the receiver. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 11

  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 Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 12

  13. The Indirect Strategy Buffer Reasons Bad News Closing The indirect strategy prepares the reader before receiving the bad news, thus softening the impact of the bad news. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 13

  14. Possible Buffers Buffer Reasons Bad News Closing • Best news • Compliment • Appreciation • Agreement Facts Understanding Review Apology Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 14

  15. How to Apologize Effectively • Apologize sincerely. • Accept responsibility. • Use good judgment. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 15

  16. Evaluating Buffer Statements Quick Check How effective are the following openings for a letter that refuses a job applicant? Unfortunately, your application for employment cannot be considered. Poor: Reveals the bad news bluntly. We sincerely regret that we will not be able to invite you for an interview. Poor: Sounds phony and canned. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 16

  17. Evaluating Buffer Statements How effective are the following openings for a letter that refuses to grant credit? We are delighted to receive your application for credit. Poor: Gives false hope. The recent resurgence of interest in the stock market caught many of us by surprise. Poor: Is not relevant. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 17

  18. Evaluating Buffer Statements How effective are the following openings when refusing a request for a donation? Your request for a monetary contribution has been referred to me for reply. Poor: Fails to engage the reader. We appreciate the fine work your organization is doing to provide early childhood programs that meet the needs of parents and very young children. Effective: Compliments reader without suggesting approval. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 18

  19. Presenting the Reasons Buffer Reasons Bad News Closing 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. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 19

  20. To reveal the bad news with sensitivity, apply the following techniques for cushioning the bad news: Revealing the Bad News Buffer Reasons Bad News Closing Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 20

  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. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 21

  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. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 22

  23. Cushioning the Bad News • Be clear but not overly graphic. Try this: Our investigation reveals that your employment status and financial position do not meet our minimum requirements. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 23

  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: We cannot make a contribution at this time. Try this: A contribution cannot be made at this time. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 24

  25. Converting Active to Passive Voice Passive Voice: Active Voice: I cannot issue a cash refund for your return. A cash refund cannot be issued for your return. • We cannot process your application this month. Your application cannot be processed this month. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 3, Slide 25

  26. Converting Active to Passive Voice Passive Voice: Active Voice: We sell our products only through franchised retailers. Our products are sold only through franchised retailers. • Mark made a programming error that delayed our project. A programming error was made that delayed our project. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 3, Slide 26

  27. Cushioning the Bad News • Accentuate the positive. Describe what you can do instead of what you cannot do. Instead of this: We cannot ship your order until next week. Try this: Your order will ship next week. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 27

  28. Cushioning the Bad News • Imply the refusal. Try this: Although all our profits must be reinvested in our company this year, we hope to be able to support your future fund-raising activities. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 28

  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. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 29

  30. Closing Pleasantly Buffer Reasons Bad News Closing 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. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 30

  31. Closing Pleasantly Buffer Reasons Bad News Closing • A forward look • An alternative • Good wishes • Freebies • Resale or sales promotion Options for personalizing the closing: Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 31

  32. Rejecting Requests Requests may be for favors, money, information, or action. Favors may come from charities, friends, or business partners. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 32

  33. Rejecting Requests Use the indirect strategy. Begin with a buffer acknowledgingthe request. Explain why you cannotgrantthe request. Imply the refusal if possible. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 33

  34. Writing Plan: Rejecting Requests Buffer Reasons Bad News Closing • Compliment • Appreciation • Review of facts • Apology Start with a neutral statement on which both reader and writer can agree: Include a key idea or word that acts as a transition to the reasons. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 34

  35. Writing Plan: Rejecting Requests Buffer Reasons Bad News Closing Present valid reasons for the refusal. Avoid words that create a negative tone. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 35

  36. Writing Plan: Rejecting Requests Buffer Reasons Bad News Closing Position the bad news strategically, using the passive voice, accentuating the positive, or implying a refusal. Suggest a compromise, alternative, or substitute, if possible. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 36

  37. Writing Plan: Rejecting Requests Buffer Reasons Bad News Closing 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. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 37

  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. Use neutral, objectivelanguage. Offer resale information,if appropriate. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 38

  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 Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 39

  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 Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 40

  41. Damage Control With Customers • Follow with a letter that does the following: • Documents details discussed in the phone call • Promotes goodwill Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 41

  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. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 42

  43. Writing Plan: Employee Bad News Buffer Reasons Bad News Closing 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. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 43

  44. Writing Plan: Employee Bad News Buffer Reasons Bad News Closing • Explain the logic behind the bad news. • Provide a rational explanation using positive words and displaying empathy. • Try to show reader benefits, if possible. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 44

  45. Writing Plan: Employee Bad News Buffer Reasons Bad News Closing • Position the bad news so that it does not stand out. • Be positive but don’t sugarcoat the bad news. • Use objective language. Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 45

  46. Provide an alternative, if one exists. If appropriate, describe what will happen next. Look forward positively. Writing Plan: Employee Bad News Buffer Reasons Bad News Closing Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 46

  47. “The price of greatness is responsibility.” --Sir Winston Churchill Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition Chapter 7, Slide 47

  48. END

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