This document provides guidance on writing messages that deliver bad news or refuse requests. It discusses both direct and indirect approaches. For the indirect approach, it recommends starting with a positive buffer statement before revealing the bad news. This could be praise, an appreciation, finding common ground, or demonstrating understanding. It then suggests explaining the reasons for the bad news in a factual, non-blaming manner. The message should end on a positive note by providing alternatives or emphasizing what can be done going forward. For the direct approach, going straight to the bad news is best when the audience prefers directness or the relationship is strained.

1. BAD MESSAGES
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2.  Messages which include refusing requests and
delivering bad news to a customer or to those
within an organization.
 Negative messages are usually difficult to
write because the audience is being told
exactly what they don't want to hear.
 Both direct and indirect approach can be used.
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3.  Planning: The first thing you have to remember is that the
audience does not want to hear the message. Make sure
to consider the purpose and recognize whether it’s going
to be a straightforward message or a more complicated
one. Keep the audience in mind and gather the required
information for them to accept and understand your message.
You also have to know what type of medium to use for the
message. It is sometimes recommended that bad news be
delivered in person rather than in a letter or e-mail.
 Writing: When it comes down to actually writing the message,
make sure that the message is clear and kind. Use positive
words rather than negative words.
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4.  Completing: Once your message is complete, pay close
attention to details and make sure there are no errors. The
audience will tend to focus even on the smallest of errors when
reading a negative message. Also, be sure to deliver your
message promptly, before the audience hears it from
somebody else.
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5.  Your tone contributes to your messages effectiveness by helping
your readers. It’s not what you say but how you say it that counts.
 When establishing tone strive for firmness, fairness, goodwill,
respect.
 Use “you” attitude. But sometimes “you” attitude is best observed
by avoiding the word you.
 Use positive phrasing.
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6.  Refusal of a request or favor
 Denial of a claim
 Denial of credit
 Message of constructive criticism
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7.  Acceptance: Reader understands and accepts bad
news. Indirect pattern helps.
 Image: Positive Promote good image of yourself and
company. Be ethical.
 Message clarity: Make message so clear that
additional correspondence is not necessary.
 Reduce future correspondence: Try to reduce or
eliminate future correspondence on the matter .
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8. Presents the bad news first
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BAD NEWS
REASONS
POSITIVE CLOSING

9.  The bad news will be considered insignificant or
your reader is already expecting it.
 The reader may skip or ignore the bad news.
 You want to emphasize the bad news. For
example, you have already said "no" several times,
and your reader keeps asking for the same
thing.
 Your relationship with your reader is very close.
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10.  The reader prefers a direct style and will see the indirect
approach as a waste of time, insincere, or condescending. If
the reader has already corresponded with you using the
direct style, you're safe also using the direct style.
 Your relationship with your reader is strained or
suspicious. With the direct style, a suspicious reader won't
be likely to feel he or she is being given the "runaround".
 Most commonly used in situations where the bad news is being
presented orally.
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11. Says something positive first and then presents the bad news
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(BODY)
BAD NEWS
POSITIVE
CLOSING

12.  When some preparation will help your audience
accept your bad news. Beginning a bad news
message with a blunt “no” could well prevent
people who prefer an explanation first from
reading or listening to your reasons.
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13.  A neutral but meaningful statement that does
not mention the bad news.
 Use a buffer that is neutral , relevant , not
misleading, assertive.
 Avoid giving the impression that good news will
follow.
 Best news, compliment, appreciation statement,
relevant point you both agree on, objective
facts, show understanding, carefully worded
apology.
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14.  Praise: Find an attribute or an achievement to compliment.
 Appreciation: Express sincere thanks for receiving
something.
 Agreement: Find a point on which you and the reader share
similar views.
 Understanding: Demonstrate the you understand the
reader’s goals and needs.
 Cooperation: Convey your willingness to help in any way you
realistically can.
 Good News: Start with the part of your message that is
favorable.
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15.  Resale: Favorably discuss the product or company related to
the subject of the letter.
 Fairness: Assure the reader that you have closely examined
and carefully considered the problem, or mention an
appropriate action that has already been taken.
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16.  Explain the causes of the bad news before
disclosing it.
 If possible, show how your decision benefits the
receiver or others. Look for reader benefits. Show
empathy and fairness
 Avoid blaming the customer or hiding behind
company policy.
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17.  Explain what caused the decision necessitating
the bad news.
 Use objective, nonjudgmental, and
nondiscriminatory language.
 Show that the matter was treated seriously and
fairly.
 Well-written reasons are detailed, tactful,
individualized, unapologetic, positive. But
sometimes detailed reasons shouldn’t be provided.
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18.  Reveal the bad news without emphasizing on it.
Provide an alternative and compromise, if possible.
 Use a conditional statement. (e.g. “When you have more
managerial experience, you are welcome to reapply)
 Accent the positive: describe what you can do
instead of what you can’t do.
 Position the bad news strategically within the letter.
But don’t let bad news get lost by overemphasizing the
positive.
 Try not to let the bad news start or end the
paragraph.
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19.  Freebies – coupons, samples, gifts, etc.
 Reference to promotions, if applicable.
 Avoid endings that sound canned, insincere,
inappropriate, or self-serving. Avoid phrases “ if we can
be of any help, please contact us”.
 Limit future correspondence. Encourage additional
communication only if you are willing to.
 Be optimistic about the future. Avoid phrases “ should
you have further problems, please let us know”
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20. INDIRECT APPROACH DIRECT APPROACH
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21. THE END :P
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