We can find l by the Pythagorean theoremL2 = r2 + h2As r=12.docx

We can find l by the Pythagorean theorem:
L2 = r2 + h2
As r=12m and h=9m then l2 = 144+81 = 225 = 152
So l = 15.
Then S = π r(r+l)=1017.87 or 324π
We can find h from the Pythagorean theorem:
L2 - r2 = h2
h2 = 152 - 122 = 81 = 92
So h=9
Then the volume equals 432 π or 1357.16
So S=36π. Then 36 π = 4r2π; So r2 = 9 and r = 3;
Diameter: d=2r = 6
The volume is V=4 π r3/3 = 36 π
We can find h by the Pythagorean theorem:
h2 + d2 = l2
so h2 = l2 - d2 = 302 - 182 = 576 = 242
so h = 24.
Then S = 2 πrh = 216π or 678.58
As the circumference is 14 π = 2 πr, r=7;
The volume can be found by the formula: V = πr2h = 490 π or
1539.38
The lateral surface can be found by the formula: 4ab = 4*4*8=
128 in2
The volume can be found: V = abc = 8*42 = 128 in3
The surface area can be found as S=2Stri + 3Sab = m2
The surface area can be found as S = 6Sab + 2S6 =

6*12*8+6*82/(4tg[360/12]) = 742.3 cm2
The height of the pyramid can be found from the Pythagorean
theorem:
L2 - r2 = h2
82 - 62 = h2 = 64-36 = (2)2
So h = 2
The volume can be found as V = Sh/3 = 144*2/3 = 96
The lateral area can be found as 4*12*8/2 = 192
The total surface is base surface + lateral surface = 192 + 122 =
336
The surface area can be found by the formula: S = 3Stri + Sbase
= 60 + 4 = 4 (15+)
The volume can be found by the formula: V = ha2/4 = 36/ = 12
That dreaded time is here again…you have to tell someone bad
news, and you know they’re not going to like it one tiny little
bit. But we can’t avoid it any longer. So you’re thinking
‘ugh.’ Well, okay, you think some more and decide, I’ll just do
it really quickly and use ‘my-way-or-the-highway’ energy. This
scenario and thinking-style happens often.
As a society, we teach conflict resolution by modeling.
Wouldn’t it be wonderful if we taught our children at a young
age how to deliver bad news well. And yes, it is possible to
deliver bad news and still maintain a positive relationship, in
both our business and personal lives. We’ll talk you through
some smart strategic decisions in two stages – preparation and
execution.
Prepare to Deliver the Bad News
1. First and foremost is for you to understand your listener.
How strong will his reaction be to the bad news? What
emotions will he experience? What are his cultural influences?
What are her values? In short, what are her filters?
Most important to an effective conversation is how you
language the message. You can easily touch an emotional

trigger and get a bigger reaction than you wanted. Choose
words that connect to the listener, and you’ll better relate. For
instance, my two sons think differently – my eldest, Matt, is
verbally intelligent and my son, Adam, is logically intelligent.
To connect with Matt, use lots of words – he likes that. To
connect with Adam, use sequential languaging, and he’ll stay
with you well. Tailoring your message to your audience is
simply organizing it in the way the listener processes
information.
2. Create safety by being smart with where and when. People
need to feel emotionally safe. If you want to have an effective
confrontational conversation, select your place and time in
advance with careful consideration. The more comfortable the
both of you are the better the chance of good word choices. In
other words, think ahead .
3. What words do you use? A critical success factor is your
word choices in the moment. The more positive feelings you
project, the less resistance you will get back. And your
positive feelings are captured in your word choices. Here are a
few hints.
o Don’t use blaming words.
o Don’t use flaming words – no name calling.
o Don’t exaggerate.
o Do be careful and not use words that trigger negative
emotion.
o Do phrase your messages in what you can do, not what you
can’t do.
4. Select an effective medium. Too many people use
technology as way to avoid direct contact – voice mail, texting
or email. I say to you – don’t hide using technology. It’s not
fair to your audience. If you have a pattern of delivering bad
news in this way, you will eventually destroy trust and harm the
relationship. Be respectful by choosing a kind medium.
5. Control you. When you need to deliver bad news, it could
be that you are emotionally caught up in the negativity as well,
and if you start a conversation with negative energy and a

negative tone, that’s exactly what you’ll get back. So, a very
important part of preparation is you and your emotions. Get
yourself out of the way. Go for a walk – take the time to be in
good emotional space.
Okay, you’re prepared. It’s time to deliver the bad news. How
do you do it? Here’s how.
Execution:
Once you are prepared, you need to deliver the news. Here are
two implementation strategies. One is called The Sandwich and
the other is The Staub Confrontation Process, published by
Dusty Staub’s, CEO of Staub Leadership
Solution
s. The Sandwich is often used in writing and Staub’s process is
often a verbal delivery.
1. The Sandwich – When you expect the listener to have a
strong negative reaction to your message, consider informing
them gently. Ease into the information. Say a buffer first – a
greeting, a welcome, a social comment, maybe a sincere thank
you. Then talk about the current situation in a real and factual
way. State the bad news (sandwich the bad news in the middle
– hence the name). Then ease out into a positive -toned close.
· The introduction is a positive message with an
emotionally neutral tone. · The body is organized so that the
negative information is nested in the middle of the paragraph.
And, by all means, state the bad news once using few words. ·
The conclusion is to wrap up the message and bring the

listener/reader back to positive state.
2. The Staub Confrontation Process – In order to deliver
the bad news effectively, you need understand the languaging
process. What do you say when in the delivery of your
message? The following details the flow for you.
Step 1: State the facts. Stay relevant. Don’t mention old
stuff.
Step 2: State the impact. State how this has affected you.
Step 3: State your feelings. State how you feel about it. Be
honest and kind.
Step 4: Ask for understanding. Ask your audience to repeat
the message and work the conversation till you both feel like
you have a clear understanding.
Step 5: Make action decisions. Communicating bad news is
really about – what can we do about this? Now is the time to
make forwarding plans, and agree to those plans.
Step 6: Agree on follow up. Get agreement on how and when
you will communicate on this matter again. When you get the
agreement in place, it’s easy to hold each other accountable.
And above all, stay present. Be fully in the conversation.
Listen.
Construction’s for Specific Situations

Review the next three slides for some specific constructions of
delivering bad news.
1
When you have a reason the audience will accept, give the
reason before the refusal.
Then give the negative information
Present an alternative
End positive
Downplay the emotion. Neutral tone.
Organization: Negative message to clients/customers
2

Define the problem.
Tell how it happened.
Describe the options for fixing it.
Recommend a solution & ask for action.
Organization:
Negative to superiors
3
Describe the problem.
Present an alternative.
As for input or action.
Organization:
Negative messages to peers and subordinates

This is the more challenging situation – working in a peer
relationship. It’s easier when hierarchy exists.
4
Delivering Sensitive and Negative News
Writing that Works (2010). Oliu, Brusaw, & Alred
I leave you with a statement – The people that succeed in
business are those who learn to deliver negative information
well.
Practice to increase your skill.
5

Business Communications, MGT 309
University of North Carolina at Greensboro
Hello Class. This week’s presentation is on ‘Delivering Bad
News.’
I have a question for you? Do you have to deliver a bad news in
business? Lots n lots of bad news.
What are some bad news examples in business?
Firings and layoffs. - Students, in class, always mentioned
‘firing’ first
Rejections & refusals. - Social rejection is extremely painful
to us all.
Announcements of policy changes that do not benefit
customers/consumers.
Requests the reader will see as insulting or intrusive.
Negative performance appraisals.

Product recalls or notices of defects.
Disciplinary notices
Here’s the important point to remember - the people who
succeed in business are those that can deliver ‘bad’ information
without destroying relationships.
So, let’s talk about how to maintain good relationships despite
having to deliver the bad news that we don’t want. The secret
is in how we deliver the bad news.
1
Do’s
Stay in integrity
Careful analysis of the situation!
Adapt your medium to the message
Choose the appropriate tone
Take your time when writing
Stay relevant
Stay factual. Stay neutral
No “Pollyanna’
Be fair & reasonable

Stay concise
Assertive (avoid apology) . Consult supervisor & legal advisors
End positive
Passive voice is okay.
Here is a list that is important to do. Let’s talk through these
items.
Do what you say are going to do. Loosing our credibility in
business means we lose our business.
Carefully analyze the situation. Jumping to conclusions without
reviewing the content or information is least effective. Make
sure you give plenty of time to the situation before you are
ready to make the decision.
Adapt the medium to the message. Most of the time we want to
deliver bad news face-to-face. It’s not always what we can do
always; its what we can do the best. So in lieu of face-to-face
think of the best way to connect and deliver your message. Its
usually the phone we next go to. It is difficult, but choose your
best medium.
The tone is very important. It is necessary to say something and

not be very negative as well. The person receiving your message
is more likely to pick up the negative in our body language. So
focusing on the tone, the edge, in addition to the words because
people feel the vibrations, the energy.
Take your time to write. There are many situations that comes
to my mind. There was this one time I had to tell a staff member
that they will not be hired upon completing their probation. I
had to write and rewrite the message many times because I was
very emotional (angry at the staff member’s behavior that lead
to the unit’s decision not to hire as full time past the probation
period). I had to get my emotions out of the way. I see this
among people around us. We must ask ourselves on how we
write when we are emotional. Do we do an emotional rant? or
stick to facts? Or communicate feelings with facts to show how
or ways you see the situation? It is important we show our
reader that we can stick to the facts.
Stay relevant – avoid brining in past. You must focus on the
relevant, current and related information. This happens a lot in
personal relationships. Please avoid this.
Stay factual. Stay neutral. In a complex and conflicting
situations, we tend to throw our opinions a lot. Stay close to the
facts.
No “pollyanna” – means don’t put flowers around a lot and try
to make it lot prettier than it is. That makes our efforts and
message untruthful.

Stay reasonable. People don’t like unreasonable events and
unreasonable people. As business professionals, we got to stay
fair
Stay concise. If you can say it in 7 words than in 25 words, 7
words is much better than 25.
Be assertive. No need to apologize. Consult a supervisor or a
legal advisor . Be careful with apology because apology is also
accepting responsibility. If you are going to chose
responsibility make sure your supervisors are aware of that and
any legal ramifications that comes with your decision.
End positive.
Passive voice is okay. End in direct approach. We don’t want
the passive voice. We want the strong active voice. In the
indirect approach passive voice is necessary. There is a
document in BB that shows what passive voice is. The first one
is The Verb ‘To be’ For example, “I have purchased” is passive
voice. “I purchased” is active voice in past tense. So pay
attention to excess words and tense usage in your writing
Now, let’s move to the next slide.
2
+ Buffer - Positive words with neutral feel
- Body – 3 sentences
Sentence 1 – Positive words with a neutral feel

Sentence 2 - Negative information.
Sentence 3 - Positive words with a neutral feel – transition
out.
+ Goodwill close
“Sandwich” Construction
+ - +
While there are many ways to write an indirect message, in this
course, we will practice the one nicknamed ‘the sandwich.’ I
expect your assignments to be in this construction.
The first paragraph is the buffer. It’s a slow lead in to your
purpose. The next slide details Buffers.
The middle paragraph is where the bad news is….it’s nested in
the center of the center paragraph.
The last paragraph is a positive goodwill-building close.
3
Buffer – (Introduction)
Sincere
Express appreciation

Relevant
Not misleading
Neutral
Respectful
Succinct
Assertive
Brief
On point
Buffer Statements:
Thank your for participating in our competition.
It was great to see you at the conference. The keynote speaker
gave a fantastic presentation. (Email hello)
“Thank you for participating in our competition.” That’s a
great example of a buffer. It’s positive, it’s specific, it’s
concise and it’s relevant.
4

Minimize the space allocated.
Subordinate bad news in a complex or compound sentence.
Embed the bad news in the middle of a paragraph or use
parenthetical expressions.
Use a condition statement (if, then)
Tell what you will do, not what you won’t do
However, don’t let the bad news get lost by overemphasizing
the positive.
State the Bad
In the body, your task is to ease into the bad news. You are to
deliver the bad news in the center of the center paragraph. Your
first sentence is a lead into the bad news. Your second para is
your bad news with a lead into the goodwill statement.
Here are some tips:
Since the reader can re-read the bad news, you only need to say
it once, and in a small way. Your job here is to minimize the
bad feeling the reader will have receiving the information.
Remember, longer sentences cause us to lessen our thinking
ability, so, use a compound complex sentence to minimize the
bad news.

Consider using an if then statement in construction of the bad
news sentence.
Or tell what you will do, not what you won’t do. Turn it
around.
However, I caution you, be sure you don’t loose the truth. Stay
in integrity. Stay honest. Persuade but don’t manipulate.
5
Examples: Bad News using Positive WordsYour account is in
error.Corrections were made to your account.There will be a
delay in your order.We will ship your order on the 15th.I can’t
understand what you mean.Please clarify your request.
Here are some examples to help you understand how to re-
language your intention.
6

Positive
Final
Optimistic
Sincere
Confident
Remember the end is a power position!
Goodwill Close
End on a positive note. Think – goodwill close.
7
Construction’s for Specific Situations
Review the next three slides for some specific situations of
delivering bad news.
8

When you have a reason the audience will accept, give the
reason before the refusal.
Then give the negative information
Present an alternative
End positive
Organization:
Negative message to clients/customers
9
Define the problem.
Tell how it happened.
Describe the options for fixing it.
Recommend a solution & ask for action.
Organization:
Negative to superiors

10
Describe the problem.
Present an alternative.
As for input or action.
Organization:
Negative messages to peers and subordinates
This is the more challenging situation – working in a peer
relationship. It’s easier when hierarchy exists.
11

I leave you with a statement – The people that succeed in
business are those who learn to deliver negative information
well.
Practice to increase your skill.
12
10 Smart Rules for Giving Negative Feedback
Here's how to handle employees when a kick in the rear is more
appropriate than a pat on the back.
Praising good performance is easy, but what about those times
when someone on your team needs a kick in the butt more than
a pat on the back?
In that case, you'll need to give some negative feedback--and do
it without demotivating or demoralizing the other person. This
post explains exactly how to do this.

Before we get started, though, it's important to remember that
the goal of feedback is not to tell people what to do or how to
do it. That's mistaking the process for the goal.
The actual goal of feedback--even negative feedback--is to
improve the behavior of the other person to bring out the best in
your entire organization.
With that in mind, here are the 10 rules:
1. Make negative feedback unusual.
When a work environment becomes filled with criticism and
complaint, people stop caring, because they know that--
whatever they do--they'll get raked over the coals. "I try to give
seven positive reinforcements for every negative comment,"
says Dan Cerutti, a general manager at IBM.
2. Don't stockpile negative feedback.
Changes in behavior are more easily achieved when negative
feedback is administered in small doses. When managers
stockpile problems, waiting for the "right moment," employees
can easily become overwhelmed.
"Feedback is best given real time, or immediately after the
fact," explains management coach Kate Ludeman.
3. Never use feedback to vent.
Sure, your job is frustrating--but although it might make you
feel better to get your own worries and insecurities off your
chest, venting a string of criticisms seldom produces improved
behavior. In fact, it usually creates resentment and passive

resistance.
4. Don't email negative feedback.
People who avoid confrontation are often tempted use email as a
vehicle for negative feedback. Don't.
"That's like lobbing hand grenades over a wall," says legendary
electronic publishing guru Jonathan Seybold. "Email is more
easily misconstrued, and when messages are copied, it brings
other people into the fray."
5. Start with an honest compliment.
Compliments start a feedback session on the right footing,
according to according to management consultant Sally
Narodick and current board member at the supercomputer
company Cray. "Effective feedback focuses on the positive
while still identifying areas for further growth and better
outcomes."
6. Uncover the root of the problem.
You can give better feedback if you understand how the other
person perceives the original situation. Asking questions such
as, "Why do you approach this situation in this way?" or "What
was your thought process?" not only provides you perspective,
but it can lead other people to discover their own solutions and
their own insights.
7. Listen before you speak.
Most people can't learn unless they first feel that they've been
heard out. Effective feedback "means paying attention and

giving high-quality feedback from an empathic place, stepping
into the other person's shoes, appreciating his or her experience,
and helping to move that person into a learning mode," says
Ludeman.
8. Ask questions that drive self-evaluation.
Much of the time, people know where they're having problems
and may even have good ideas about how to improve. Asking
questions such as "How could we have done better?" and "What
do you think could use improvement?" involves the other person
in building a shared plan.
9. Coach the behaviors you would like to see.
Negative feedback is useless without a model for how to do
better. But simply telling the other person what to do or how to
do it is usually a waste of time.
Instead, use this tried-and-true coaching method, which is based
upon what top sports coaches do.
10. Be willing to accept feedback, too.
If you truly believe that negative feedback can improve
performance, then you should be willing to accept it as well as
provide it. In fact, few things are more valuable to managers
than honest feedback from employees. It's to be treasured rather
than discouraged or ignored.
1. Who is your audience? Describe them.

2. What is your purpose? You have to sure of your needs and
intended outcomes, as your message needs to be created to
achieve this purpose.
3. What is your focus? Your story? On every topic, there is
lots and lots of information. In order to be interesting, keep
your audience’s attention, you need to create the context, the
focus…the story.
4. Included in creating the story, is the decision of the
emotion. What emotions do you want your audience to feel? Is
there more than one emotion – from what feeling to what
feeling?
5. What format is appropriate for your message? Letter, memo,
email, phone, voice mail, video, face-to-face, meeting, etc.?
6. What is the approach? Direct (stating the purpose in the
opening) or indirect (presenting the evidence first).
7. Brainstorm the introduction. It’s the most critical aspect.
You need to get their attention in order to maintain their
attention.
8. List the body points. Then group the points into like-kind
groups. Eventually these items equate to headings or perhaps
paragraphs.
9. Brainstorm your conclusion. What do you want them to
remember? What is the feeling you want them to take with them
when they leave?
10. What visuals help tell your story?

Garrett
Communication Strategy Worksheet
Stage One: Planning a Message
Audience
Describe them.
Purpose
Why?
Focus
Narrow your possibilities.
Emotion
What emotion is the audience’s take away?
Format

Written: letter, email, memo, etc.? Verbal: face-to-face,
phone, etc.?
Approach
Direct or Indirect
Introduction
Purpose statement/preview statement/scope/attention getting
statement
Body
List the points you need to make, then group/rank them in
paragraph order.
Conclusion
Close it how.
Visuals

More than narration. Brain is 30% to visual processing.

We can find l by the Pythagorean theoremL2 = r2 + h2As r=12.docx

Recommended

Recommended

More Related Content

Similar to We can find l by the Pythagorean theoremL2 = r2 + h2As r=12.docx

Similar to We can find l by the Pythagorean theoremL2 = r2 + h2As r=12.docx (20)

More from melbruce90096

More from melbruce90096 (20)

Recently uploaded

Recently uploaded (20)

We can find l by the Pythagorean theoremL2 = r2 + h2As r=12.docx