Chapter 9

Process and Product, 8e

Mary Ellen Guffey & Dana Loewy
Business Communication:
Negative Messages

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e
Ch. 9, Slide 1

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Goals in Conveying Unfavorable
News
• Explaining clearly and
completely
• Projecting a professional image
• Conveying empathy and
sensitivity
• Being fair
• Maintaining friendly relations

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 2
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Applying the 3-x-3 Writing
Process
• Phase 1: Analysis, Anticipation,
and Adaptation
 Analyze the bad news.
 Anticipate its 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.

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 3
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Applying the 3-x-3 Writing
Process
• Phase 2: Research,
Organization, and Drafting
 Gather information.
 Brainstorm for ideas.
 Jot down all reasons you have to
explain the bad news.

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 4
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Applying the 3-x-3 Writing
Process
• Phase 2: Research,
Organization, and Drafting
 Present only the strongest and
safest reasons.
 Include ample explanation of the
negative situation.
 Avoid fixing blame.

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 5
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Applying the 3-x-3 Writing
Process
• Phase 3: Revision, Proofreading,
and Evaluation
 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.

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 6
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Applying the 3-x-3 Writing
Process
• Phase 3: Revision,
Proofreading, and Evaluation
 Make sure the tone is friendly and
respectful.
 Check format, grammar, and
mechanics.
 Evaluate the message: Is it too
blunt? Too subtle? Is it clear, but
professional?
Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 7
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Avoiding Legal Liability in
Conveying Negative News
• Abusive language—including abusive
language on social networking sites such as
Facebook and Twitter
• Careless language—statements that are
potentially damaging or subject to
misinterpretation
• The good-guy syndrome—dangerous
statements that ease your conscience or
make you look good

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 8
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Analyzing Negative News
Strategies

• Direct Strategy
• Indirect Strategy

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 9
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
When to Use the Direct Strategy

• When the bad news is not

damaging
• When receiver may overlook the
bad news
• When the organization or
receiver prefers directness
• When firmness is necessary
Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 10
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 11
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Comparing Strategies for
Delivering Negative News
Direct Strategy Indirect Strategy
Buffer
Bad News

Reasons
Reasons
Bad News
Pleasant
Close Pleasant
Close
Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 12
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 first paragraph
providing a natural transition to the
explanation that follows

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 13
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Presenting the Reasons for the
Negative News
• Explain the reasons leading up to the no
clearly.
• Cite reader benefits or benefits to others, if
plausible.
• Explain the rationale behind your
company’s policy.
• Choose positive words to keep the reader in
a receptive mood.
• Show fairness and serious intent.

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 14
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Closing Pleasantly
• Forward look—Anticipate future relations or
business.
• Alternative—Give follow-through advice or
offer an alternative, if available.
• Good wishes—Express sincere feelings, e.g.,
thank the reader, if applicable.
• Freebies—Send a coupon, sample, or gift, if
available, to restore confidence.
• Resale or sales promotion—Invite the reader
to consider your other products or services.
Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 15
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Apologizing Effectively in the
Digital Age: The 5Rs
• Recognition—Acknowledge the specific
offense.
• Responsibility—Be personally accountable.
• Remorse—Embrace “I apologize” and “I’m
sorry.”
• Restitution—Explain what exactly you will
do about it.
• Repeating—Promise it won’t happen again
and mean it.

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 16
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Saying No to Typical Requests
and Claims
• Requests for favors, money,
information, and action
• Invitations
• Claims from disappointed customers
• Serious problems with orders
• Rate increases and price hikes
• Credit refusals

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 17
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Dealing With Unhappy
Customers in Print and Online
• Call or e-mail the individual or
reply to his or her online post
within 24 hours.
• Describe the problem and
apologize.

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 18
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Dealing With Unhappy
Customers in Print and Online
• Explain the following:
 Why the problem occurred
 What you are doing to resolve it
 How you will prevent it from
happening again

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 19
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Dealing With Unhappy
Customers in Print and Online
• Promote goodwill by following
up with a message that
documents the phone call or
acknowledges the online
exchange of posts.

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 20
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 21
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Why Consumers Complain
Online
• 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.

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 22
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managing Negative News Online

• What smart businesses do:

 Recognize social networks as an
important communication channel.
 Become proactive and join the fun.
 Monitor and embrace comments.

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 23
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managing Bad News Within
Organization
• 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
Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 24
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Delivering Bad News in Person

• Use the indirect strategy if

you know the news will upset
the receiver.

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 25
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Delivering Bad News to
Individuals or Groups
• 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, Business Communication: Process and Product, 8e Ch. 9, Slide 26
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Announcing Bad News to
Employees and the Public
• Smart organizations involved in a crisis
usually communicate the news openly.
• Managers explain the organization’s
side of the story honestly and promptly.
• Morale can be destroyed when
employees learn bad news through the
grapevine or from the media.

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 27
 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Announcing Bad News to
Employees and the Public
• Whenever possible, management
may want to deliver bad news
personally.
• Organizations deliver bad news
through multiple channels, print and
digital.

Mary Ellen Guffey & Dana Loewy, Business Communication: Process and Product, 8e Ch. 9, Slide 28