Chapter 8

1. Chapter 8 Writing Bad-News Messages

2. Chapter 8 Objectives • Apply the three-step writing process to bad-news messages. • Show how to achieve an acceptable audience-centered tone. • Differentiate between the direct and indirect approaches, and discuss when it’s appropriate to use each one.

3. Chapter 8 Objectives continued • List three techniques for saying “no.” • Define defamation. • Discuss guidelines for delivering bad news to job applicants. • Discuss performance reviews.

4. “I just wanted to get your reaction to that memo.”

5. Step 1: Planning Your Bad-News Message • When your message is negative, analysis is extremely important: • You want to be sure that your purpose is specific so that you can word it in the best way. • You want to be sure that your bad news should be sent at all and that it should be in writing. • You want to know more than ever how your audience will receive your negative message.

6. Step 2: Writing Your Bad-News Message • When sending a bad-news message, you want to be careful about • Defining your main idea • Covering relevant points thoroughly and logically • Choosing between the direct and indirect approaches • Choosing your words, creating your sentences, and constructing your paragraphs carefully

7. Step 3: Completing Your Bad-News Message • Since bad-news messages require such care, this last step is just as important as the first two. • Revision helps you make sure that • Your messages are well organized • You’ve said what you intended to say • You’ve communicated your message concisely and clearly

8. Step 3: Completing Your Bad-News Message • Good design helps you ensure that nothing detracts your readers from • Your message • Your efforts to be sensitive • Proofreading guarantees that your reader will not misunderstand because of mistakes such as • Typos • Spelling errors • Misalignment

9. Strategies forBad-News Messages When delivering bad news, you have five main goals: • Convey the bad news • Gain acceptance for it • Maintain as much goodwill as possible • Maintain a good image for the organization • Reduce or eliminate the need for future correspondence on the matter

10. Audience Centered Tone • An audience-centered tone helps readers • Accept your bad news as a firm decision • Understand that your decision is fair and reasonable • Remain well disposed toward your business • Preserve their pride

11. Using the Direct Approach • The key is to analyze your reader first. Decide if the reader would like the bad news right away or needs to be eased into it. • If you know your audience can handle bad news first, use the direct approach. The direct approach starts with a clear statement of bad news then proceeds to reasons.

12. Using the Direct Approach • You may use the direct approach for a negative message in a variety of circumstances: • When writing a routine memo that has little or no personal impact • When your manager expects all internal correspondence to be brief and direct • When routine negative messages to other companies have little or no personal impact • When the indirect approach would cause ill will • When your audience prefers reading the bad news first • When you want to present an image of firmness and strength

13. Using the Indirect Approach • The indirect approach eases your audience into your message by explaining your reasons before delivering the bad news. • When using the indirect approach, bad-news messages • Open with a buffer • Continue with a logical and neutral explanation of the reasons for the bad news • Follow with a clear but diplomatic statement of the bad news • Close with a positive forward-looking statement that is helpful and friendly

14. Buffers • A buffer is a neutral, noncontroversial statement that is closely related to the point of the message. • A good buffer • Expresses your appreciation for being thought of • Assures the reader of your attention to the request • Compliments the reader • Indicates your understanding of the reader’s needs

15. How to Write a Buffer Avoid saying no Avoid using an arrogant tone Avoid wordy and irrelevant language Avoid apologizing Avoid writing a long buffer

16. Characteristics of Good Refusal Messages Provide sufficient detail to make reader accept the message Imply the reader is better off Explain company policy as being logical Offer no apology Avoid personal assaults

17. Bad-News Messages • Do not include reasons in your bad-news message when • They involve confidential information • They involve excessively complicated information • They involve purely negative information • They benefit only you or your firm

18. Ending Bad-News Message • To keep your close upbeat, you might • Propose an attainable solution to your audience’s problem • Include off-subject resale material or sales promotion in letters to current or potential customers • Make sure your readers know what to do next, when to do it, and how to do it with ease

19. Claims Types of RoutineBad-News Messages • Refusing information • Refusing invitations and other requests • Giving bad news about orders • Refusing claims and requests for adjustments

20. Refusals • When refusing requests for information, you can choose either the direct or the indirect approach, depending on how emotionally involved your audience is. • When refusing invitations and requests for favors, you can choose the direct or the indirect approach, depending on your relationship with the reader.

21. Bad News About Orders • For bad news about orders, help readers feel good about continuing to do business with you by • Working toward an eventual sale along the lines of the original order • Keeping instructions or additional information as clear as possible • Maintaining an optimistic, confident tone so that your reader won’t lose interest

22. Backorders • When backordering, you have one of two typesofbad news to convey: • You’re able to send only part of the order. • You’re able to send none of the order. • When sending part of an order, you can • Use the good news (that part of the shipment is coming) as a buffer for the bad news (that part of the shipment is on back order) • Give the reasons for the delay of the remainder of the shipment • Encourage a favorable attitude toward the transaction with a strong close

23. Refusing Claims and Requests for Adjustments • Avoid language that would have a negative impact on the reader. • Don’t be guilty of defamation. • Avoid abusive language. • Express your personal opinions in a letter using your own stationery. • Provide accurate information; stick to facts. • Don’t send messages out of anger or malice. • Consult your company’s legal department • Communicate honestly.

24. Defamation • Defamation is a false statement that tends to damage someone’s character or reputation: • Written defamation is called libel. • Spoken defamation is called slander. • Someone suing for defamation must prove that • The statement is false • The language is injurious to the person’s reputation • The statement has been published

25. Bad News About Products and Operations • When providing bad news about products, be careful to determine your readers’ emotional reaction to your message. • Bad news about company operations may be required in at least three situations: • A change in company policy that will have a negative effect on the reader • Problems with company performance • Controversial or unpopular company operations

26. Negative Employment Messages • When refusing requests for recommendation letters, • Your message may be brief and direct when communicating with prospective employers • Your message must be diplomatic and tactful when communicating with a job applicant • When delivering bad news to job applicants, • Open with the direct approach • Clearly state why the applicant was not selected • Close by suggesting alternatives

27. Performance Reviews • The main goals of a performance review are to • Set organizational standards • Communicate organizational values • Improve employee performance by • Emphasizing and clarifying job requirements • Giving employees feedback on their efforts toward fulfilling those requirements • Developing a plan of action for continued efforts (including rewards and opportunities)

28. Guidelines: Negative Performance Reviews • Confront the problem right away. • Plan your message. • Deliver the message in private. • Focus on the problem. • Ask for a commitment from the employee.

29. Termination Letters • When writing a termination letter, you have three goals: • To present the reasons for this difficult action • To avoid statements that might involve the company in legal action • To leave the relationship between the employee and the firm as favorable as possible

30. Let’s Discuss Test Your Knowledge • Why is it particularly important to adapt your medium and tone to your audience’s needs and preferences when writing a bad news message? • What are the five main goals in delivering bad news? • What are the advantages of using the direct approach to deliver bad news at the beginning of a message?

31. Let’s Discuss Test Your Knowledge continued • What is the sequence of elements in a bad-news message using the indirect approach? • What is a buffer, and why do some critics consider it unethical? • When using an indirect approach to announce a negative decision, what is the purpose of presenting your reasons before explaining the decision itself?

32. Let’s Discuss Test Your Knowledge continued • What are three techniques for de-emphasizing bad news? • What is defamation, and how does libel differ from slander? • What are three guidelines for writing rejection letters to job applicants? • When giving a negative review to an employee, what five steps should you follow?