This document discusses strategies for writing messages that convey bad news in an indirect manner to maintain goodwill. It presents the general indirect plan, which involves using a strategic buffer at the beginning, then setting up the negative news with an explanatory strategy before presenting it. The bad news should be presented positively and linked to reader benefits. Alternatives or compromises can be offered, and the message should end on a positive note. Specific approaches are described for refused requests, claims, adjustment refusals, and negative announcements. Maintaining a positive tone and considering the recipient's perspective are emphasized throughout.

1. McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Maintaining Goodwill in
Bad-News Messages
CHAPTER EIGHT

2. 7-2
Chapter Overview
Why Indirect Order?
The General Indirect Plan
Adaptations of the General Plan to Specific Situations
Refused Requests
Claim Messages
Adjustment Refusals
Negative Announcements

3. 7-3
Approaches to writing bad-news
messages
 Usually bad news message should be in indirect
order.
 Say “no” or other disappointing news
 Bad news is received more positively when
preceded by explanation.
 There are exceptions. As:
When the message will be routinely accepted
When you know frankness is wanted
When goodwill not a concern (a rare case)

4. 7-4
Why Indirect Order?
Bad news is received more positively when preceded
by explanation. Why?
Bad news can be shocking. Preparatory words ease
the reader into the news.
Hearing the (good) reasons first prepares the reader
for interpreting the bad news correctly.
Even if the reader expects bad news, the effort to
spare his/her feelings is appreciated and can help
convince the reader of the writer’s position.

5. 7-5
The General Indirect Plan
Using a strategic buffer
Use in indirect bad-news message
Begin with a strategic buffer that identifies the subject
Use a neutral buffer or a positive one that does not
raise reader’s hope
Direct approach is best ( ethical issue)
Setting up the negative news:
Follow the buffer with an explanatory strategy before
presenting the negative news

6. 7-6
The General Indirect Plan
Present the bad news positively
Refuse as positively as the situation permits
Avoid second person to reduce the negative impact
Link negative news to a reader benefit to lessen the
sting.
Be certain that your are honest and clear
Offering an alternative solution:
Help solve the reader problem
Show concern to maintain goodwill
Ending on a positive note.
Apologizing

7. 7-7
When to Make an Apology
If you or your company is at fault . . .
an apology, linked with a plan of action, can help to
restore goodwill.
Make the apology early in the message and then move on.
If you are not directly at fault . . .
an apology can make you appear in the wrong.
Apologies can have legal implications.

8. 7-8
Refused Request
The news is bad.
The reader wants something; you must refuse.
Your goals are:
to say no, and
to maintain goodwill.
The first goal is easy; the second requires tact.
You must present reasons that will convince.
Refusal is fair and reasonable

9. 7-9
Refused Request
Develop the strategy:
Think through the situation, looking for a good explanation
Why
Assume the reason and try to find best way of explaining
One often-used explanation is Company policy
Setting up the explanation in the opening:
Begin with word that set up explanation
 Presenting the explanation convincingly

10. 7-10
Refused Request
Handling the refusal positively:
The refusal should flow logically from the reasoning.
Do not emphasize it .
State the refusal quickly
If you imply the refusal , be sure it’s still clear.
Word the refusal as positively as possible.
Using a compromise when practical
Closing with good will:
Pleasant, forward-looking comment
Avoid old , negative apologies

11. 7-11
Indirect Plan for Refused
Request
 Begin with words that identify the subject, are
neutral, and set up the message.
 Present reasons using positive language and
you-viewpoint.
 Refuse clearly and positively, embedding
where possible to de-emphasize the negative.
 Include a counterproposal or compromise
when appropriate.
 End with an adapted goodwill comment.
The message plan:
Opening
Body
Closing

12. Mr. Bragg,
Your study of the progress of State University graduates is most commendable.
We are pleased that you would ask our help in your efforts.
Larry_Bragg@callawaygolf.com
In reviewing the requirements of your project, we find that it would be necessary
to search through the personnel files of each of our 10,000 employees. As our
regular staff is already working at capacity, may we suggest that we make our
files available to you or your representatives? We ask only that you protect the
confidentially of the information in the files. We would be pleased to give you
working space in the records center. And we would assure you of the
cooperation and assistance of our records personnel.
As another alternative, may we suggest that you use a part-time student worker
who is already acquainted with our files. From time to time, Ms. Mary Mahoney
has worked in
Request for alumni information

13. We expect that these suggestions will help you in completing your project. We
look forward to reading the results in the Alumni Bulletin.
Terry
As another alternative, may we suggest that you use a part-time student worker
who is already acquainted with our file system. From time to time, Ms. Mary
Mahoney has worked in our file center. We estimate that she could do your work
in about five weeks, working her customary twenty hours a week. The cost would
be about $900. If you prefer this arrangement, we would be pleased to contact
her for you.
center. And we would assure you of the cooperation and assistance of our
records personnel.
Larry_Bragg@callawaygolf.com
Request for alumni information

14. 7-14
Indirect Claims
The offended party calls the matter to the attention
of those responsible.
 Choosing the right tone:
Goal is to convince recipient that you deserve
compensation or remedy
Focus as much as possible on facts, not feelings

15. 7-15
Indirect Claims
Leading into the problem in the beginning:
Put the identification of transaction in the subject
head/line.
Or describe the situation in the opening
paragraphs.
State the problem early- but without triggering
defensive reaction.
Describing the problem clearly :
Include concrete evidence to support your claim

16. 7-16
Indirect Claims
Requesting the correction:
Request what you think is fair (money back ,
replacement) -or leave it to your reader to decide
Decide based on the situation.
Building goodwill with a fair-minded close :
Conclude with an even-tempered ending.
Show that request is cordial and fair

17. 6-17
The message plan:
Outline for
a Indirect Claims Letter
 Begin directly. Tell what is wrong.
 Include all necessary facts in the text or in a
subject line.
 Explain the facts—enough to permit a decision.
 Seek corrective action, either by
 stating what you want, or
 letting the reader decide what to do.
 End positively—on a friendly but firm note.
Body
Closing
Opening

18. Ms. Ott:
From your invoice of August 7, I see that you have sent my gifts C.O.D. I need your
friendly help in restoring face.
Wrong billing of shipment under Invoice X13771
Please correct this embarrassing error right away. I ask that you write each of the
recipients of my gifts, refunding their money and explaining what happened. Then send
copies of your letters and the total bill to me.
You have my grateful thanks for putting me back in the good graces of the Bannisters.
Helen Toohey
Please refer to my original order of July 31 (copy attached) to see that the Madam Butterfly
jewel box for Ms. Mary Ellen Bannister and the Piper smoking jacket for Mr. Collis Bannister
were clearly specified for prepaid shipment. You were to include the bill for these items in
the C.O.D. shipment of the Black Diamond desk sent to me.
ORDER731.DOC
[Helen Toohey, 09:17 AM 9/17/2005 –0800, Wrong billing of shipment under Invoice X13771]

19. 7-19

20. 7-20

21. 7-21
Adjustment Refusals
Special type of refused request
Claim and ask for remedy
Grant if it legitimate and for which you responsible
Such is not case. Say no
Determine the strategy:
Figure out why you can not grant request
maintaining positive relationship
Setting up your reasoning
Begin with word that set up your reasoning

22. 7-22
Adjustment Refusals
Setting up your reasoning
A point of common agreement is one good
possibility.
Another is to show that the claim goes beyond
what is reasonable.
Making your case:
Explain your refusal by associating the facts
of the case with a policy or practice
Refusing positively and closing courteously

23. 7-23
Adjustment Refusals
Begin with words that
are off subject,
are neutral, and
set up the message.
Present the strategy that will explain or justify.
Make it factual and positive.
Lead systematically to the refusal.
Then refuse--clearly and positively.
End with off-subject, friendly words.
The message plan:
Opening
Body
Closing

24. Mr. Mertz:
Thank you for your check for $945.07 on Invoice C 2005.
Although it is a small matter, I feel that you will want to look over this invoice.
Probably you just looked at the wrong column, but you will see that you wrote
the check for the amount less the discount. As you know, the discount is
allowed only when payment is made within ten days of billing. As Invoice C2005
is now 45 days past this date, we are crediting your account with $945.07,
leaving an unpaid balance of $29.23. I am confident you will understand.
Working with you and your excellent organization, Mr. Mertz, is always a
pleasure. We look forward to serving you again real soon.
Ray Rojas
Jason Mertz
Payment on Invoice C2005

25. rjluce@uniquesupplies.com
Special paneling concern
We are grateful for the role we have played in constructing your distinctive
building. We stand ready to meet your future needs to the letter.
Dominic Terrado
be between you and your architect. I am confident that you will see the justice
in our decision.

26. 7-27
Negative Announcements
Some time negative announcements are
necessary.
Determine the strategy:
Direct or indirect organization
Set up bad news :
Select a strategy
Positively presenting the bad news
Focus on next steps or remaining benefits
Closing on a positive or encouraging note

27. 7-28
Direct Negative Announcements
A direct plan is justified when the bad news
is expected.
is insignificant.
may have positive possibilities.

28. 7-29

29. 7-30

30. 7-31

31. 7-32

32. 7-33

33. 7-34

34. 7-35

35. 7-36

36. 7-37

37. 7-38

38. 7-39

39. 7-40

40. 7-41

41. 7-42

42. 7-43

43. 7-44
Web Link
The 10 Commandments for Delivering Bad News
http://www.forbes.com/sites/forbesleadershipforum/20
12/05/30/10-commandments-for-delivering-bad-
news/#5eb787431df9