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Chapter 9

Chapter 9. Negative Messages. Chapter 9. Goals in Communicating Negative News Explaining clearly and completely Projecting a professional image of you and your organization Conveying empathy and sensitivity Being fair Maintaining friendly relations. Chapter 9.

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Chapter 9

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  1. Chapter 9 Negative Messages

  2. Chapter 9 • Goals in Communicating Negative News • Explaining clearly and completely • Projecting a professional image of you and your organization • Conveying empathy and sensitivity • Being fair • Maintaining friendly relations

  3. Chapter 9 • Phase 1: Analyze, anticipate, adapt • Analyze the bad news • Anticipate the effect on the receiver • Announce the bad news directly if the disappointment will be mild • Use techniques to reduce the pain if the bad news is serious

  4. Chapter 9 • Phase 2: Research, organize, compose • Gather information and brainstorm for ideas • Jot down all reasons you have to explain the bad news • Present only the strongest and safest reasons • Include ample explanation of the negative situation • Avoid fixing blame

  5. Chapter 9 • Phase 3: Revise, proofread, evaluate • Read the message carefully to ensure that it says what you intend • Check the wording to be sure you are concise without being abrupt • Read the sentences to see if they sound like conversation and flow smoothly • Make sure the tone is friendly and respectful to increase receiver acceptance • Check format, grammar, and mechanics • Evaluate the message. Is it too blunt? Too subtle? Is it clear, but professional?

  6. Chapter 9 • Avoid legal liability with bad news • Do not use abusive language (including on social networking sites) • Avoid careless language—statements that are potentially damaging or subject to misinterpretation • (example—The factory is too dangerous for tour groups.) • Avoid the “good-guy syndrome”—dangerous statements that ease your conscience or make you look good • (example—I thought you were an excellent candidate, but we had to hire. . . .) • Express only the views of the organization when acting as an agent of the organization • Use plain paper for your personal matters

  7. Chapter 9 • Avoid legal liability with bad news • Avoid supplying information that could be misused • Do not admit or imply responsibility without checking with legal counsel

  8. Chapter 9 • Two strategies for negative news • Direct strategy (deductive) • Indirect strategy (inductive)

  9. Chapter 9 • 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

  10. Chapter 9 • 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

  11. Chapter 9 • Direct strategy for bad news • Bad news • Reasons • Pleasant close

  12. Chapter 9 • Indirect strategy for bad news • Buffer • Reasons • Bad news • Pleasant close

  13. Chapter 9 • Negative news messages (examples) • Rejecting requests for favors, money, information, and action • Declining invitations • Dealing with disappointed customers • Handling problems with orders • Announcing rate increases/price hikes • Denying claims • Refusing credit • Saying no to job applicants

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