The document provides guidelines for writing effective bad news messages in business communications. It recommends using an indirect approach by buffering the bad news with positive statements, then explaining the circumstances tactfully before stating the bad news. It also suggests providing alternatives when possible and closing positively by expressing appreciation and looking forward. Specific tips include de-emphasizing the bad news, using conditional statements, focusing on what can be done rather than cannot, and avoiding apologies or hiding behind policies. The goal is to convey the bad news clearly but kindly.

1. Hurley
Bad News Messages
Bad news letters use the Indirect Approach. Bad news messages must be written carefully so
as not to cause the reader to break off relations completely. Bad news is often for the current
circumstances only; "no" now isn't necessarily "no" forever. Since we know that reader will be
irritated, angry or disappointed, we use the indirect approach:
I.
Buffer
• Don’t begin with the bad news! The worst start is, "We
regret to inform you."
• Start positively (appreciation, agreement, assurance and
understanding, good news, neutral courtesy, sympathy
II. Explanation/
Analysis of
Circumstances
• Provide needed details (general to specific), answers to all
questions, tactful and logical statements of reasons, details
about requirements, details about what’s wrong.
• Give pertinent and tactful favorable then unfavorable facts
(record, duties, habit, deliveries, deadlines); company policy,
legal aspects, procedures, emphasis on desired goal
• Imbed bad news (state just once clearly, tactfully, concisely
and positively). Your reader deserves to know why he/she is
getting the negative news.
III.
Alternatives
• Give helpful counterproposal and alternatives, ideas for
getting needed help, possible future changes; sales promotion
and other products available.
IV.
Positive, Friendly
Closure
• Express appreciation
• Give invitation to future action
• Provide easy action and motivation (enclosed reply forms and
envelope), willingness to help further, good wishes, hope for
improvement, forward look
• Avoid the standard "If you have any questions, please call me"
closure. Unless you're willing to explain the reasons for the
bad news again, a more effective ending looks forward ("We
look forward to your next order.")
Here's a side-by-side comparison the direct and indirect approaches:
Direct Indirect
Request or good news Buffer
Main ideas Bad news (indirect and tactful) with reasons
Alternatives, if possible
Polite closure encouraging questions Polite closure that looks forward
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2. Hurley
Follow these general guidelines for bad news messages.
a. Consider Your Audience: Put Yourself in the Reader's Place. Bad news messages
will not be received positively by the reader, who may actually be angered, hurt and
irritated. For many bad news messages, when we say no, we actually mean, "I can't help
you NOW, under THESE circumstances." It doesn't necessary mean no, forever. You
might be able to help the reader in the future, when a new job becomes vacant or when
the reader gets a better paying job, for example. The key is to give the bad news tactfully,
carefully, concisely, and honestly. Most of all, the most damaging "no" is one you don't
explain. You owe it to your readers to explain why you have to refuse them.
b. Convey bad news effectively. When bad news is a logical outcome of the reasons that
come before it, the audience is psychologically prepared to receive it. Three techniques
for saying no clearly and kindly are:
1. De-emphasize the bad news
• Minimize the space or time devoted to the bad news
• Subordinate bad news in a complex or compound sentence (My
department is already shorthanded, so I'll need all of my staff for at least
the next tow months." This construction pushes the bad news into the
middle of the sentence, the point of least emphasis.
• Embed bad news in the middle paragraph or use parenthetical
expressions ("Our profits, which are down, are only part of the picture);
2. Use a conditional (if or when) statement to imply that the audience could
have received, or might someday receive, a favorable answer "("When you
have more managerial experience, you are welcome to reapply," Such a
statement could motivate applicants to improve their qualifications.
3. Tell the audience what you did do, can do, or will do rather than what you
did not do, cannot do, or will not do. Say:" We sell exclusively through
retailers, and the one nearest you that carries our merchandise is..." rather than
"We are unable to serve you, so please call your nearest dealer." By implying the
bad news, you may not need to actually state it ("The five positions currently
open have been filled with people whose qualifications match those uncovered in
our research.") By focusing on the positive and implying the bad news, you
soften the blow.
c. Avoid apologizing. Unless the problem is your fault, do not apologize. You may think
you're being polite, but instead, an apology weakens the explanation or your unfavorable
news.
d. Avoid hiding behind company policy to cushion bad news. Skilled writers explain
company policy without referring to it as a "policy" so that the audience can try to meet
the requirements at a later time.
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3. Hurley
e. When implying bad news, be sure your audience understands the entire message,
including the bad news. It is unethical to overemphasize the positive. So if an implied
message might leave doubt, state your decision in direct terms. Avoid overly blunt
statements that are likely to cause anger.
Instead of this Use this
I must refuse your request. I will be out of town on the day you need
me.
We must deny your applicant. The position has been filled.
I am unable to grant your request. Contact us again when you have
established...
We cannot afford to continue the program. The program will conclude on May 1.
Much as I would like to attend... Our budget meeting ends too late for me to
attend.
We must reject your proposal. We've accepted the proposal from AAA
Builders
We must turn down your extension
request.
Please send in your payment by June 14.
f. Give an alternative or counterproposal, whenever possible. Realize that your bad
news message means your reader now cannot accomplish his/her goals. Can you offer the
reader another way to go? When you study the bad news samples, notice how the most
effective provide alternatives.
g. Begin your letters effectively. Do not start letters with "I" or "We."
h. End with a specific polite closure. Avoid "contact" when "call me" or "email me" are
more precise.
References
• taken verbatim in places from Bovee and Thill, Business Communication Today.
• M.E. Guffey, Essentials of Business Communication
• Kitty Locker, Business and Administrative Communication
• Leslie Munro Eng 209 Booklet
• Bull’s Eye Business Writing Tips http://www.basic-learning.com/wbw/tip03.htm
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