Unit 3

Workplace Communication

1
 Chapter 9
Negative Messages

Student PowerPoint Library, 9e

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

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Applying the 3-x-3 Writing Process (1 of 5)
Phase 1:
Analyzing, Anticipating, and Adapting
• 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.

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Applying the 3-x-3 Writing Process (2 of 5)
Phase 2:
Researching, Organizing, and Drafting
• Gather information.
• Brainstorm for ideas.
• Jot down all reasons you have to explain the bad news.

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Applying the 3-x-3 Writing Process (3 of 5)
Phase 2:
Researching, Organizing, and Drafting
• Present only the strongest and safest reasons.
• Include ample explanation of the negative situation.
• Avoid fixing blame.

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Applying the 3-x-3 Writing Process (4 of 5)
Phase 3:
Editing, Proofreading, and Evaluating
• 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.

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Applying the 3-x-3 Writing Process (5 of 5)
Phase 3:
Editing, Proofreading, and Evaluating
• 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?

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Avoiding Legal Liability in Conveying Negative News (1 of 2)

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

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Avoiding Legal Liability in Conveying Negative News (2 of 2)

Express only the views of your organization when acting as agent of the
organization.
Avoid supplying information that could be misused.
Use plain paper for your personal matters.
Don’t admit or imply responsibility without checking with legal counsel.

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Analyzing Negative News Strategies

Direct Indirect
Strategy Strategy

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When to Use the Direct Strategy
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

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When to Use the Indirect Strategy
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

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Comparing Strategies for Delivering Negative News

Direct Indirect
Strategy Strategy

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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

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Presenting the Reasons for the Negative News
• Explain the reasons leading up to the no clearly.
• Cite reader benefit 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.

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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.

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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

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Dealing With Unhappy Customers in Print and Online (1 of 3)

Call or e-mail the individual or reply to his or her online post within 24
hours.
Describe the problem and apologize.

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Dealing With Unhappy Customers in Print and Online (2 of 3)

Explain the following:

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Dealing With Unhappy Customers in Print and Online (3 of 3)

Promote goodwill by following up with a message that documents the

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Responding by E-Mail and in Hard Copy
Written messages are important in these situations:
When you cannot reach the customer personally.
When you wish to confirm follow-up procedures.
When you need to establish a record of the incident.
When you want to promote good relations.

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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.

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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.

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Handling Problems With Orders
Use the direct strategy if the message has some good-news elements.
The indirect strategy may be more appropriate when the message is
disappointing.

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Managing Bad News in Organizations
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.

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Delivering Bad News in Person
Use the indirect strategy if you know the news will upset the receiver.

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Delivering Bad News to Individuals or Groups
Explain past, present, and future.
Prepare and rehearse.
Gather all the information.
Consider taking a partner.
Think about timing.
Be patient with the reaction.

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Delivering 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 media.
Whenever possible, management may want to deliver bad news personally.
Organizations deliver bad news through multiple channels, print and digital.

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Saying No to Job Applicants
To reduce the receiver’s disappointment, employers use the indirect strategy
but keep the reasons intentionally vague.
To avoid charges of discrimination or wrongful actions, organizations keep
employment rejection messages general, simple, and short.

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 End

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