This document provides guidance on writing effective messages to communicate negative or "bad" news to readers in a business context. It recommends using a three-step indirect approach: 1) opening with a buffer statement to establish rapport before the bad news; 2) providing thorough reasons and explanations to logically lead the reader to accepting the negative outcome; and 3) clearly stating the bad news while de-emphasizing it and focusing on positive implications. The goal is to deliver the necessary information while minimizing damage to the relationship and encouraging acceptance of the unfortunate situation.
This document discusses how to write effective letters conveying bad news in business. There are two main approaches for delivering bad news: direct and indirect. The direct approach states the bad news upfront, while the indirect approach uses a neutral opening before stating the negative information. When writing a bad news letter, it is important to place the bad news in a buried position, avoid unnecessary negative words, state the bad news only once, emphasize any positive aspects, and follow with a counterproposal if possible. The letter should also avoid delivering bad news in the opening paragraph and explain the reasons before stating what cannot be done.
Business Letters and Essential Qualities.Chetan Pandey
In this digital world , letters play a crucial role in the process of communication.
We share our emotions , feelings , ideas and information in a letter.
The above presentation is about
:-Business Letter
:-Importance
:-Essential Qualities
:-Inner And Outer Qualities
This document discusses how to write and deliver negative messages. It provides strategies for delivering bad news sensitively. The key steps for writing a negative message are: opening, stating the bad news, providing the reason, and closing. Indirect and direct strategies are presented. The indirect strategy uses softer language while the direct strategy clearly states the bad news and reason upfront. The document emphasizes accepting responsibility, maintaining a positive image, message clarity, and preventing legal issues when communicating negative information.
This document provides information on writing good news and bad news letters. It discusses the purpose and features of good news letters, which is to provide positive information to reassure readers. It also discusses bad news letters, which most often involve refusing requests. The document outlines goals and formats for bad news letters, including delivering the news after explaining reasons and maintaining goodwill. It provides two sample bad news letters and things to avoid when writing them. The conclusion emphasizes the importance of maintaining positive relationships when conveying bad news in business letters.
This document provides guidance on writing negative messages or conveying bad news effectively. It recommends using a specific structure that includes pacing the reader's expectations with a brief positive opening, then providing a logical explanation and reasons for the negative information. When possible, positive alternatives or outcomes should be emphasized to help the reader save face. Specific actions the reader needs to take should be clearly stated. Sample letters are provided that illustrate conveying order delays or declines in a way that maintains rapport with the reader and motivates them to take further action. The goal is to communicate negative information in a way that considers the reader's perspective and preserves the relationship.
The document provides guidelines for writing collection letters to collect overdue debts:
1. The first step is to send a gentle reminder that the account is overdue without being offensive.
2. If there is no response, the next step is to send a more persuasive letter reprimanding them for the delayed payment.
3. If still no response, the final step is to appeal to their sense of self-interest, fairness, and self-respect to get them to pay.
This document discusses sales letters and their purpose. A sales letter is a direct mail piece designed to persuade the reader to purchase a product or service without a salesperson present. The purposes of a sales letter include direct sales, marketing new products, obtaining inquiries, building goodwill, and preparing customers for future salesperson visits. An effective sales letter follows the AIDA model to first get the reader's Attention, then hold their Interest, create a Desire for the product, and prompt the reader to take Action. It provides relevant information about the company and product benefits to motivate the purchase.
This document discusses persuasive messages and how to write them effectively. It defines a persuasive message as one intended to convince the reader or ask for a favor. Key aspects of persuasive writing include having a clear claim, supporting points, appeals to emotion or logic, and addressing the reader directly. The document recommends organizing persuasive requests directly by making the request and then providing explanation and a polite closing, or indirectly with explanation first followed by the request and closing. It also outlines the AIDA model for structuring sales presentations with sections to attract attention, arouse interest, create desire, and prompt action. Templates are provided for writing persuasive requests and responding to both solicited and unsolicited sales inquiries.
This document discusses how to write effective letters conveying bad news in business. There are two main approaches for delivering bad news: direct and indirect. The direct approach states the bad news upfront, while the indirect approach uses a neutral opening before stating the negative information. When writing a bad news letter, it is important to place the bad news in a buried position, avoid unnecessary negative words, state the bad news only once, emphasize any positive aspects, and follow with a counterproposal if possible. The letter should also avoid delivering bad news in the opening paragraph and explain the reasons before stating what cannot be done.
Business Letters and Essential Qualities.Chetan Pandey
In this digital world , letters play a crucial role in the process of communication.
We share our emotions , feelings , ideas and information in a letter.
The above presentation is about
:-Business Letter
:-Importance
:-Essential Qualities
:-Inner And Outer Qualities
This document discusses how to write and deliver negative messages. It provides strategies for delivering bad news sensitively. The key steps for writing a negative message are: opening, stating the bad news, providing the reason, and closing. Indirect and direct strategies are presented. The indirect strategy uses softer language while the direct strategy clearly states the bad news and reason upfront. The document emphasizes accepting responsibility, maintaining a positive image, message clarity, and preventing legal issues when communicating negative information.
This document provides information on writing good news and bad news letters. It discusses the purpose and features of good news letters, which is to provide positive information to reassure readers. It also discusses bad news letters, which most often involve refusing requests. The document outlines goals and formats for bad news letters, including delivering the news after explaining reasons and maintaining goodwill. It provides two sample bad news letters and things to avoid when writing them. The conclusion emphasizes the importance of maintaining positive relationships when conveying bad news in business letters.
This document provides guidance on writing negative messages or conveying bad news effectively. It recommends using a specific structure that includes pacing the reader's expectations with a brief positive opening, then providing a logical explanation and reasons for the negative information. When possible, positive alternatives or outcomes should be emphasized to help the reader save face. Specific actions the reader needs to take should be clearly stated. Sample letters are provided that illustrate conveying order delays or declines in a way that maintains rapport with the reader and motivates them to take further action. The goal is to communicate negative information in a way that considers the reader's perspective and preserves the relationship.
The document provides guidelines for writing collection letters to collect overdue debts:
1. The first step is to send a gentle reminder that the account is overdue without being offensive.
2. If there is no response, the next step is to send a more persuasive letter reprimanding them for the delayed payment.
3. If still no response, the final step is to appeal to their sense of self-interest, fairness, and self-respect to get them to pay.
This document discusses sales letters and their purpose. A sales letter is a direct mail piece designed to persuade the reader to purchase a product or service without a salesperson present. The purposes of a sales letter include direct sales, marketing new products, obtaining inquiries, building goodwill, and preparing customers for future salesperson visits. An effective sales letter follows the AIDA model to first get the reader's Attention, then hold their Interest, create a Desire for the product, and prompt the reader to take Action. It provides relevant information about the company and product benefits to motivate the purchase.
This document discusses persuasive messages and how to write them effectively. It defines a persuasive message as one intended to convince the reader or ask for a favor. Key aspects of persuasive writing include having a clear claim, supporting points, appeals to emotion or logic, and addressing the reader directly. The document recommends organizing persuasive requests directly by making the request and then providing explanation and a polite closing, or indirectly with explanation first followed by the request and closing. It also outlines the AIDA model for structuring sales presentations with sections to attract attention, arouse interest, create desire, and prompt action. Templates are provided for writing persuasive requests and responding to both solicited and unsolicited sales inquiries.
The document discusses strategies for delivering bad news in business communications. It provides tips for using indirect patterns to soften the impact of bad news, such as providing buffering information, explaining reasons, and closing pleasantly. It also discusses how to avoid legal problems when delivering bad news and how to develop bad news messages, including when to use direct versus indirect patterns. Specific strategies are presented for communicating bad news to customers, managing negative organizational news, and refusing routine requests.
The document provides guidance on preparing effective business messages. It outlines 5 key planning steps: 1) identify your purpose, 2) analyze your audience, 3) choose your ideas, 4) collect your data, and 5) organize your message. It also discusses two approaches to message communication - direct and indirect. The direct approach is used when the audience will have a favorable reaction, while the indirect approach introduces the main idea later when the audience may react negatively. The document emphasizes that beginnings and endings are important, with openings that draw the reader in and closings that leave a sense of closure and goodwill.
This document discusses interpersonal communication. It defines interpersonal communication as communication between two or more people face-to-face. The document outlines several purposes of interpersonal communication, including conveying and receiving information, maintaining relationships, and solving problems. It also describes different types of interpersonal communication, such as direct, mediated, mass, and transpersonal communication. Finally, the document discusses forms of interpersonal communication and Knapp's relationship model, which explains how relationships develop and end.
This document discusses organizational communication and its importance. It defines an organization as a group of people working together to achieve common objectives. Effective communication is essential for proper coordination between employees. Communication acts as the "nervous system" and "lifeblood" of an organization by integrating human efforts. The document outlines different types of communication based on direction, structure, and medium. It also discusses barriers to communication like semantic issues, psychological factors, organizational policies, and personal attitudes. Lastly, it presents the 7C's and 4S's of effective communication.
The document discusses letters written in response to customer complaints. It provides guidelines for writing adjustment letters, including acknowledging the complaint, apologizing for any mistakes, explaining the reason for the issue, and either granting or politely refusing the adjustment. It also provides examples of opening and closing statements for adjustment letters. The document concludes by providing two sample adjustment letters responding to specific customer complaints about defective products received.
The document provides examples of different types of technical writing, including a report, newspaper report, magazine report, technical proposal, and technical product description. The report summarizes reasons for worker unrest at a factory and provides recommendations. The newspaper and magazine reports describe local news stories. The technical proposal outlines a social media marketing plan. And the technical description provides specifications for a 1-ton Mitashi air conditioner.
The document outlines the components of persuasive writing plans, including obtaining attention in the opening, building interest in the body, and motivating action in the closing. It also discusses techniques for writing effective persuasive requests, sales letters, and online messages, emphasizing rational and emotional appeals to promote benefits. Guidelines are provided for addressing problems with a moderate tone through direct or indirect persuasive patterns depending on the situation.
The document discusses key dimensions of effective business communication:
1) Messages should be complete, concise, and considerate of the recipient by including all necessary details for the topic while avoiding unnecessary length that could cause confusion.
2) Clarity is important through the strategic use of clear words and phrases to attract and engage the reader.
3) Courtesy and correctness are also vital, with respect given and taken, and mistakes avoided, to properly convey information and represent the sender.
The Different types of Business messages are listed here - of course with examples. It is useful for those who want to have examPles of the 4 types of Messages with reference to Business Communication.
The document discusses the seven C's of effective communication. The seven C's are: Completeness, Conciseness, Consideration, Concreteness, Clarity, Courtesy, and Correctness. Each C is defined and guidelines are provided for how to apply each one to improve communication effectiveness. Completeness involves providing all necessary details to answer any questions from the recipient. Conciseness means conveying the message using as few words as possible. Consideration requires focusing on the recipient's needs and perspective. Concreteness means using specific details rather than general statements. Clarity involves choosing precise and easy to understand language. Courtesy requires being respectful and thoughtful of the recipient. Correctness involves proper grammar, accurate
This document outlines four types of business messages: positive, negative, neutral, and persuasive. Positive messages convey good feelings through letters like appreciation and thanks. Negative messages convey disappointment through letters like disapproval and refusal. Neutral messages convey no feelings and contain information requiring action, like reports and reminders. Persuasive messages aim to get the reader to agree with the writer's point of view through communications like invitations and brochures. Examples of each type are also provided.
The presentation discusses five tips for building trust with a client: 1) Respect the client's time by promptly responding and not showing emotion if they are busy. 2) Keep promises, such as being on time for appointments. 3) Listen to the client's problems and try to relieve their stress. 4) Establish clear expectations by openly discussing what the client wants. 5) Deliver unexpected value to enhance the relationship. The overall message is that following these tips can help earn a client's trust over time.
This document discusses the 7 C's of communication which are important in everyday life whether at home, school, work or the office. The 7 C's are completeness, conciseness, consideration, concreteness, clarity, courtesy, and correctness. Each C is defined with examples provided. Completeness means providing all necessary information to the recipient. Conciseness is using fewer words while still being understood. Consideration involves taking the recipient's perspective into account. Concreteness uses specific facts, figures and active verbs. Clarity avoids ambiguity and uses familiar language. Courtesy means being polite through language. Correctness ensures accuracy in facts, grammar, punctuation and spelling. Mastering the 7 C's leads to effective communication.
This document provides guidance on writing different types of business communication messages, including good news messages, announcements, transmittals, and more. It discusses organizing the message with a direct or indirect approach and includes templates for opening, closing, and organizing different message types. The document provides examples of direct requests, explanations, courteous closes, and more. Overall, the document aims to teach business communication best practices for concise, well-organized messages.
This Presentation was prepared to tell the students how to write a letter to the teacher and business type letters were discussed in this presentation.
This document discusses the job application process and creating an effective resume. It covers self-assessment, including knowing your skills, accomplishments, interests, values. It also discusses components of a resume such as an opening section with a job objective, education, work experience, achievements, and references. Effective resume writing involves using action verbs to describe skills and accomplishments. The document also lists helpful resources for career planning, resume and cover letter preparation, and interview strategies.
The document discusses the seven C's of effective communication: completeness, conciseness, consideration, concreteness, clarity, courtesy, and correctness. It provides guidelines for each C, such as answering the five W's to ensure completeness, using precise language and including only relevant information to achieve conciseness, focusing on the receiver's needs and benefits to demonstrate consideration, and using specific facts and figures rather than generalizations for concreteness.
This document discusses the art of public speaking. It defines public speaking as speaking to a group of people in a structured manner to inform, influence, or entertain the audience. Good public speaking requires organizing thoughts logically, tailoring the message to the audience, telling impactful stories, and adapting to listener feedback. While public speaking is more formal than conversation, training in it can improve communication skills. The document provides tips for reducing nervousness, such as gaining experience, preparing thoroughly, thinking positively, and focusing on the audience rather than oneself. Overall, the goal of public speaking is effective communication rather than perfection.
This document provides guidance on effectively conveying bad news to others in a business context. It discusses the challenges of communicating negative information while maintaining goodwill and business relationships. It recommends using an indirect approach by beginning with a buffer statement, then providing reasons and additional information to prepare the recipient, before clearly stating the bad news. It also suggests emphasizing solutions and positives in the closing. Examples are given for different types of bad news messages, such as refusing requests, recommendations, adjustments, credit, or orders. The document aims to help business professionals deliver unpleasant news to others in a thoughtful, logical manner.
The document provides guidance on writing effective bad news messages. It discusses using an indirect pattern with a buffer, reasons, statement of the bad news, and closing. It also discusses strategies for different types of bad news messages, including recommendation refusals, request refusals, adjustment refusals, credit refusals, and order refusals. The key is to follow the bad news strategy of a neutral opening, explanation of reasons, clear statement of the bad news, offering an alternative, and positive closing.
The document discusses strategies for delivering bad news in business communications. It provides tips for using indirect patterns to soften the impact of bad news, such as providing buffering information, explaining reasons, and closing pleasantly. It also discusses how to avoid legal problems when delivering bad news and how to develop bad news messages, including when to use direct versus indirect patterns. Specific strategies are presented for communicating bad news to customers, managing negative organizational news, and refusing routine requests.
The document provides guidance on preparing effective business messages. It outlines 5 key planning steps: 1) identify your purpose, 2) analyze your audience, 3) choose your ideas, 4) collect your data, and 5) organize your message. It also discusses two approaches to message communication - direct and indirect. The direct approach is used when the audience will have a favorable reaction, while the indirect approach introduces the main idea later when the audience may react negatively. The document emphasizes that beginnings and endings are important, with openings that draw the reader in and closings that leave a sense of closure and goodwill.
This document discusses interpersonal communication. It defines interpersonal communication as communication between two or more people face-to-face. The document outlines several purposes of interpersonal communication, including conveying and receiving information, maintaining relationships, and solving problems. It also describes different types of interpersonal communication, such as direct, mediated, mass, and transpersonal communication. Finally, the document discusses forms of interpersonal communication and Knapp's relationship model, which explains how relationships develop and end.
This document discusses organizational communication and its importance. It defines an organization as a group of people working together to achieve common objectives. Effective communication is essential for proper coordination between employees. Communication acts as the "nervous system" and "lifeblood" of an organization by integrating human efforts. The document outlines different types of communication based on direction, structure, and medium. It also discusses barriers to communication like semantic issues, psychological factors, organizational policies, and personal attitudes. Lastly, it presents the 7C's and 4S's of effective communication.
The document discusses letters written in response to customer complaints. It provides guidelines for writing adjustment letters, including acknowledging the complaint, apologizing for any mistakes, explaining the reason for the issue, and either granting or politely refusing the adjustment. It also provides examples of opening and closing statements for adjustment letters. The document concludes by providing two sample adjustment letters responding to specific customer complaints about defective products received.
The document provides examples of different types of technical writing, including a report, newspaper report, magazine report, technical proposal, and technical product description. The report summarizes reasons for worker unrest at a factory and provides recommendations. The newspaper and magazine reports describe local news stories. The technical proposal outlines a social media marketing plan. And the technical description provides specifications for a 1-ton Mitashi air conditioner.
The document outlines the components of persuasive writing plans, including obtaining attention in the opening, building interest in the body, and motivating action in the closing. It also discusses techniques for writing effective persuasive requests, sales letters, and online messages, emphasizing rational and emotional appeals to promote benefits. Guidelines are provided for addressing problems with a moderate tone through direct or indirect persuasive patterns depending on the situation.
The document discusses key dimensions of effective business communication:
1) Messages should be complete, concise, and considerate of the recipient by including all necessary details for the topic while avoiding unnecessary length that could cause confusion.
2) Clarity is important through the strategic use of clear words and phrases to attract and engage the reader.
3) Courtesy and correctness are also vital, with respect given and taken, and mistakes avoided, to properly convey information and represent the sender.
The Different types of Business messages are listed here - of course with examples. It is useful for those who want to have examPles of the 4 types of Messages with reference to Business Communication.
The document discusses the seven C's of effective communication. The seven C's are: Completeness, Conciseness, Consideration, Concreteness, Clarity, Courtesy, and Correctness. Each C is defined and guidelines are provided for how to apply each one to improve communication effectiveness. Completeness involves providing all necessary details to answer any questions from the recipient. Conciseness means conveying the message using as few words as possible. Consideration requires focusing on the recipient's needs and perspective. Concreteness means using specific details rather than general statements. Clarity involves choosing precise and easy to understand language. Courtesy requires being respectful and thoughtful of the recipient. Correctness involves proper grammar, accurate
This document outlines four types of business messages: positive, negative, neutral, and persuasive. Positive messages convey good feelings through letters like appreciation and thanks. Negative messages convey disappointment through letters like disapproval and refusal. Neutral messages convey no feelings and contain information requiring action, like reports and reminders. Persuasive messages aim to get the reader to agree with the writer's point of view through communications like invitations and brochures. Examples of each type are also provided.
The presentation discusses five tips for building trust with a client: 1) Respect the client's time by promptly responding and not showing emotion if they are busy. 2) Keep promises, such as being on time for appointments. 3) Listen to the client's problems and try to relieve their stress. 4) Establish clear expectations by openly discussing what the client wants. 5) Deliver unexpected value to enhance the relationship. The overall message is that following these tips can help earn a client's trust over time.
This document discusses the 7 C's of communication which are important in everyday life whether at home, school, work or the office. The 7 C's are completeness, conciseness, consideration, concreteness, clarity, courtesy, and correctness. Each C is defined with examples provided. Completeness means providing all necessary information to the recipient. Conciseness is using fewer words while still being understood. Consideration involves taking the recipient's perspective into account. Concreteness uses specific facts, figures and active verbs. Clarity avoids ambiguity and uses familiar language. Courtesy means being polite through language. Correctness ensures accuracy in facts, grammar, punctuation and spelling. Mastering the 7 C's leads to effective communication.
This document provides guidance on writing different types of business communication messages, including good news messages, announcements, transmittals, and more. It discusses organizing the message with a direct or indirect approach and includes templates for opening, closing, and organizing different message types. The document provides examples of direct requests, explanations, courteous closes, and more. Overall, the document aims to teach business communication best practices for concise, well-organized messages.
This Presentation was prepared to tell the students how to write a letter to the teacher and business type letters were discussed in this presentation.
This document discusses the job application process and creating an effective resume. It covers self-assessment, including knowing your skills, accomplishments, interests, values. It also discusses components of a resume such as an opening section with a job objective, education, work experience, achievements, and references. Effective resume writing involves using action verbs to describe skills and accomplishments. The document also lists helpful resources for career planning, resume and cover letter preparation, and interview strategies.
The document discusses the seven C's of effective communication: completeness, conciseness, consideration, concreteness, clarity, courtesy, and correctness. It provides guidelines for each C, such as answering the five W's to ensure completeness, using precise language and including only relevant information to achieve conciseness, focusing on the receiver's needs and benefits to demonstrate consideration, and using specific facts and figures rather than generalizations for concreteness.
This document discusses the art of public speaking. It defines public speaking as speaking to a group of people in a structured manner to inform, influence, or entertain the audience. Good public speaking requires organizing thoughts logically, tailoring the message to the audience, telling impactful stories, and adapting to listener feedback. While public speaking is more formal than conversation, training in it can improve communication skills. The document provides tips for reducing nervousness, such as gaining experience, preparing thoroughly, thinking positively, and focusing on the audience rather than oneself. Overall, the goal of public speaking is effective communication rather than perfection.
This document provides guidance on effectively conveying bad news to others in a business context. It discusses the challenges of communicating negative information while maintaining goodwill and business relationships. It recommends using an indirect approach by beginning with a buffer statement, then providing reasons and additional information to prepare the recipient, before clearly stating the bad news. It also suggests emphasizing solutions and positives in the closing. Examples are given for different types of bad news messages, such as refusing requests, recommendations, adjustments, credit, or orders. The document aims to help business professionals deliver unpleasant news to others in a thoughtful, logical manner.
The document provides guidance on writing effective bad news messages. It discusses using an indirect pattern with a buffer, reasons, statement of the bad news, and closing. It also discusses strategies for different types of bad news messages, including recommendation refusals, request refusals, adjustment refusals, credit refusals, and order refusals. The key is to follow the bad news strategy of a neutral opening, explanation of reasons, clear statement of the bad news, offering an alternative, and positive closing.
This document outlines 10 key points for effectively communicating bad news. It discusses choosing between verbal and written communication, having clear goals, using careful language to avoid legal issues, employing the passive voice, considering the direct or indirect pattern depending on context, following steps for customers, preparing properly for delivering news internally, and understanding cultural differences for multicultural environments. The overall guidelines presented are to have a clear message, maintain a positive image, and deliver news sensitively depending in the situation and audience.
This document discusses bank vendor management and the vendor risk management life cycle. It provides an overview of understanding vendor risks and regulatory requirements. It describes the categories of vendor risks such as reputation, operational, transaction, financial, legal and compliance, and other risks. It discusses identifying critical vendors and outlines the vendor risk management life cycle, including planning and risk assessment, due diligence and selection, contract review, ongoing monitoring, termination, accountability, documentation, independent reviews, and regulatory reporting.
The document provides examples of three types of professional communication: bad news letters, promotional letters, and business proposals. It then goes on to discuss each type in more detail with examples and writing pointers for how to effectively compose them. The high level information is that the document outlines and gives guidance on writing three common forms of professional correspondence: letters conveying bad news, promotional/marketing letters, and formal business proposals.
Your proposal was not selected for the [Project Description] project. While your proposal was considered, it was ultimately not deemed the most advantageous to the company based on technical, price, timeline factors and understanding of our business needs. The company thanks you for your participation and encourages future proposals.
This document provides information about business letters, including their purpose, principles, structure, and features. It discusses the different formats a business letter can take, such as block or modified block format. It also outlines the key components of a business letter like addresses, dates, salutations, signatures, and content. Finally, it provides examples of different types of business letters like enquiry letters, quotation letters, order letters, complaint letters, credit letters, and sales letters along with sample templates.
The document provides guidance on effectively communicating bad news messages. It recommends using an inductive approach that identifies the subject of the message and presents the reason before the refusal to avoid negative reactions. The checklist outlines including an opening paragraph that provides context without stating the bad news, presenting the facts and reasons for the refusal in a positive tone, and closing positively by looking ahead rather than emphasizing the unpleasant part of the message. The examples demonstrate applying these guidelines in refusing refunds, recommending seeking another auditor, and declining a request for assistance while offering an alternative.
Eng 209WI Hurley 1 1.0 USING THE THREE-STEP PROC.docxYASHU40
Eng 209/WI
Hurley 1
1.0 USING THE THREE-STEP PROCESS FOR WRITING
BAD NEWS MESSAGES
Communicating negative news is a fact of life for all business professionals, from rejecting job
applicants to telling customers that shipments will be late to turning down speaking invitations.
Bad news messages are challenging to write because we know our readers will not be happy to
receive the news. These messages say "no" to the reader:
No, you will not get your loan
No, you aren't being hired
No, you didn't get the scholarship
No, you aren't accepted into the college of business
No, I can't give a donation
No, I can't help you
No.
Bad news means the reader will not be able to accomplish his/her goals. For example, without a
loan, a student may have to postpone plans to graduate on time because now the person has to go
to work to raise the money. The homeless shelter that doesn't get your donation now has to worry
about how it's going to feed its clients.
But news can't always be good. In life, we do have to reject less-qualified applicants, we don't
have unlimited funds to give money to every deserving charity, and we can't always fill a
customer's request on time.
When we need to say "no" to our readers, we usually mean "not under these circumstances." "No"
now isn't necessarily "no" forever. If the student were to get a co-signer, he/she might be able to
get the loan after all. Perhaps we'll be able to send a donation to the homeless shelter next month,
after we've paid our own bills first.
So how do we give bad news without destroying our business relationship? You can see in list at
the top of this page that stating bad news directly can often be very damaging and unnecessarily
hurtful. When you need to deliver bad news, you have five goals:
1. to convey the bad news
2. to gain acceptance for it
3. to maintain as much goodwill a possible with your audience
4. to maintain a good image for our organization
Writing Bad News Messages
Eng 209/WI
Hurley 2
5. if appropriate, to reduce or eliminate the need for future correspondence on the matter.
Five goals are clearly a lot to accomplish in one message. However, by learning some simple
techniques, you can develop negative messages that reduce the stress for everyone involved and
improve the effectiveness of your communication efforts.
1.1 Step 1: Plan Your Message
When planning your message, you can't avoid the fact that your audience does not want to hear
what you have to say. To minimize the damage to business relationships and to encourage the
acceptance of your message, analyze the situation carefully to better understand the context in
which the recipient will process your message.
Be sure to consider your purpose thoroughly – whether it's straightforward (such as rejecting a
job application) of more complicated (such as creating a negative performance review, in which
you not only give t ...
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.
7 Writing Routine and Positive MessagesLEARNING OBJECTIVESAfte.docxblondellchancy
7 Writing Routine and Positive Messages
LEARNING OBJECTIVES
After studying this chapter, you will be able to
1. Outline an effective strategy for writing routine business requests
2. Describe three common types of routine requests
3. Outline an effective strategy for writing routine replies and positive messages
4. Describe six common types of routine replies and positive messages
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Communication Matters . . .
“To succeed, I don’t need to be Shakespeare; I must, though, have a sincere desire to inform.”
—Warren Buffett, legendary investor and chairman of Berkshire Hathaway
Warren Buffett’s financial acumen has made him and many of his shareholders wealthy, but he is recognized almost as widely for his communication skills. His letters, essays, and annual reports communicate complex financial topics in simple language his readers can easily understand. His approach is simple: Even for a document that will be read by thousands of people, he visualizes a single person (often one of his sisters) as his audience. He treats this audience member as an intelligent human being, but as someone who doesn’t have the same level of experience with the subject matter he has. From there, he proceeds to organize and write his messages in a way that clarifies all the essential information and doesn’t try to impress or obscure with complicated language.1 Whether you’re posting a status update on a team blog or producing a report for an audience of thousands, Buffett’s approach is a great example to follow.
Warren Buffett often deals with complex financial issues in his line of business, but he has cultivated the ability to express even complicated subjects in clear, simple language that seeks to inform rather than to impress.
Louis Lanzano/Associated PressStrategy for Routine Requests
Much of your daily business communication will involve routine and positive messages, including routine requests for information or action, replies on routine business matters, and positive messages such as good-news announcements and goodwill messages, from product operation hints and technical support to refunds and ordering glitches. These messages are the focus of this chapter. Chapter 8 covers messages in which you convey negative information, and Chapter 9 addresses persuasive messages.
Making requests is a routine part of business. In most cases, your audience will be prepared to comply, as long as you’re not being unreasonable or asking people to do something they would expect you to do yourself. By applying a clear strategy and tailoring your approach to each situation, you’ll be able to generate effective requests quickly.
For routine requests and positive messages,
· State the request or main idea
· Give necessary details
· Close with a cordial request for specific action
Like all other business ...
This document provides information about interpersonal skills in business and concepts to apply in project 1. It defines interpersonal skills as an employee's ability to get along with others while completing their job. It discusses using relationship building language, different types of business messages, and five business prose style principles. The document instructs the reader to find a negative Amazon product review, annotate it to identify concerns and tone, and write a refund letter, memo report, and email as part of project 1 deliverables.
The negative news message delivers news that the audience does not want to hear, read, or receive. Some people prefer their bad news to be direct and concise. Others may prefer a less direct approach.
THIS PPT IS ABOUT A REPLAY OF COMPLAIN LETTER. IT IS A PART OF BUSINESS COMMUNICATION. THAT HELP IN IMPROVING WRITTEN COMMUNICATION. PREPARED BY MBA STUDENTS.
This document provides guidance on writing effective negative messages. It discusses that the purpose of a negative message is to convey unpleasant information while maintaining goodwill. It recommends two approaches - direct or indirect. The indirect approach is considered best. It involves using a buffer at the beginning to soften the impact, then providing reasons and information before stating the bad news, and closing positively. The document provides examples of buffers, how to structure the reasons and bad news, and how to write a positive conclusion.
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2. It discusses organizing letters in a deductive or inductive sequence and emphasizes starting with the main point or good news first to put the reader in a positive mindset.
3. For letters conveying unpleasant news, it recommends using an inductive sequence to introduce the subject neutrally before presenting reasons for refusal, and closing on a positive note to move the discussion forward.
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.
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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.
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New Practical Chinese Reader 1 - Lesson 11MG Abenio
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
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This document provides definitions and descriptions of different types of literature and poetry. It begins by defining literature as any written material, including works of artistic merit. It then describes the main types of literature as poetry, prose, plays, and novels. For poetry, it lists various forms such as sonnets, ballads, epics, and odes. It provides the characteristics and examples of these poetic forms. The document comprehensively summarizes different genres and styles of literature.
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This document outlines 4 essential goals and strategies for effectively delivering bad news:
1. Acceptance of the news by the receiver, clarity of message to limit further inquiries, positive image of the sender, and legal protection to limit liability.
It recommends using an indirect pattern to deliver bad news sensitively, by opening with a buffer instead of stating the bad news directly. The indirect pattern is generally most effective. Directness may be required if firmness is needed or the receiver may disregard the news.
This document outlines 4 essential goals and strategies for effectively delivering bad news:
1. Acceptance of the news by the receiver, clarity of message to limit further inquiries, positive image of the sender, and legal protection to limit liability.
It recommends using an indirect pattern to deliver bad news sensitively, by opening with a buffer instead of stating the bad news directly. The indirect pattern is most effective overall. Directness may be needed if firmness is required or the receiver may disregard the news otherwise.
Jon Tiu, a senior PR specialist of 8 years, requested a transfer to the company's Boracay branch for new challenges. However, there are ongoing projects in Manila requiring Jon's expertise. As general manager, you must email Jon by October 17th at 7pm to inform him that his request is denied due to his important role in completing projects in Manila.
The document provides guidance on writing an effective resume and job application letter for obtaining employment. It discusses what employers seek in new employees such as technical expertise and supporting abilities. It describes the key components of a resume including contact information, objective, education, work experience, awards, activities and references. Two major types of resumes are described: experiential for entry-level jobs and functional for advanced careers. Tips are provided for an attractive resume design and persuasive letter that emphasizes how the applicant's qualifications meet the employer's needs.
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Argumentative Research Paper PPT. about the Spratly Islands Dispute between C...MG Abenio
The document discusses the Spratly Islands dispute between China and the Philippines. The Spratly Islands are claimed by both countries based on differing historical and legal arguments. The Philippines claims sovereignty over the islands based on proximity, historical usage, and that the islands lie within its 200 nautical mile exclusive economic zone as defined by UNCLOS. China claims the islands based on early Chinese discovery and that the islands are within China's claimed territory. The document outlines both countries' counterarguments and positions on the dispute.
The document discusses Jesus being tempted by Satan in the wilderness for 40 days. It describes the three main forms of temptation Jesus faced: lust of the flesh when tempted to turn stones to bread, pride of life when tempted to jump from the temple, and lust of the eyes when tempted with rulership over all the kingdoms. While Jesus was fully God, he also had a human nature and was tempted. However, Jesus overcame each temptation by quoting scripture. His example teaches that we too can resist temptation through God's word and strength.
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The Golden-Crowned Flying-Fox is a large fruit bat found in forests and swamps across the Philippines. It has a wingspan of up to 5 feet and weighs about 2.5 pounds, with golden-brown fur and a black body and wings. It lives in large colonies, roosting in trees near rivers and feeding on figs and other fruits. However, hunting and habitat loss have severely reduced its numbers from over 100,000 historically to only a few thousand today. As a key pollinator and seed disperser, its decline threatens Philippine rainforests.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
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What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
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Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
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Writing Bad News Messages
1.0 USING THE THREE-STEP PROCESS FOR WRITING
BAD NEWS MESSAGES
Communicating negative news is a fact of life for all business professionals, from rejecting job
applicants to telling customers that shipments will be late to turning down speaking invitations.
Bad news messages are challenging to write because we know our readers will not be happy to
receive the news. These messages say "no" to the reader:
No, you will not get your loan
No, you aren't being hired
No, you didn't get the scholarship
No, you aren't accepted into the college of business
No, I can't give a donation
No, I can't help you
No.
Bad news means the reader will not be able to accomplish his/her goals. For example, without a
loan, a student may have to postpone plans to graduate on time because now the person has to go
to work to raise the money. The homeless shelter that doesn't get your donation now has to worry
about how it's going to feed its clients.
But news can't always be good. In life, we do have to reject less-qualified applicants, we don't
have unlimited funds to give money to every deserving charity, and we can't always fill a
customer's request on time.
When we need to say "no" to our readers, we usually mean "not under these circumstances." "No"
now isn't necessarily "no" forever. If the student were to get a co-signer, he/she might be able to
get the loan after all. Perhaps we'll be able to send a donation to the homeless shelter next month,
after we've paid our own bills first.
So how do we give bad news without destroying our business relationship? You can see in list at
the top of this page that stating bad news directly can often be very damaging and unnecessarily
hurtful. When you need to deliver bad news, you have five goals:
1.
2.
3.
4.
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to convey the bad news
to gain acceptance for it
to maintain as much goodwill a possible with your audience
to maintain a good image for our organization
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5. if appropriate, to reduce or eliminate the need for future correspondence on the matter.
Five goals are clearly a lot to accomplish in one message. However, by learning some simple
techniques, you can develop negative messages that reduce the stress for everyone involved and
improve the effectiveness of your communication efforts.
1.1 Step 1: Plan Your Message
When planning your message, you can't avoid the fact that your audience does not want to hear
what you have to say. To minimize the damage to business relationships and to encourage the
acceptance of your message, analyze the situation carefully to better understand the context in
which the recipient will process your message.
Be sure to consider your purpose thoroughly – whether it's straightforward (such as rejecting a
job application) of more complicated (such as creating a negative performance review, in which
you not only give the employee feedback on past performance but also help the person develop a
plan to improve future performance.) Similarly, your audience profile can be simple and obvious
in some situations (such as rejecting a credit request) and far more complex in others (such as
telling a business partner that you've decided to terminate the partnership.)
With a clear purpose and your audience's needs in mind, identify and gather the information your
audience will need in order to understand and accept your message. Negative messages can be
intensely personal to the recipient, and in many cases recipients have a right to expect a thorough
explanation of your answer. Empty clichés such as "Due to circumstances beyond our control"
are vague because they don't tell the reader anything of substance.
Selecting the right medium is critical when delivering negative messages. For example, you
might badly damage a business relationship if you use voice mail to reject a long-time employee's
request for a promotion. Since the employee would surely have some important questions to ask,
and you would certainly want to soothe hurt feelings, a face-to-face meeting would be the best
choice for this situation. However, if your company received 10,000 credit applications a month,
you can't afford to engage every rejected applicant in a one-on-one conversation. A well written
form letter that limits response options from your readers – so that you don't have to explain the
reasons for your decision already covered in your letter – is a better choice.
1.2 Step 2: Write Your Message
When adapting a negative message to your audience, every aspect of effective, diplomatic writing
is amplified; after all, our audience does not want to hear a negative message and might disagree
strongly with you. Be sure to maintain the you-attitude, and strive for polite language that
emphasizes the positive whenever appropriate.
If your credibility hasn't already been established with an audience, lay out your qualifications for
making the decision in question. Recipients of negative messages who don't think you are
credible are more likely to challenge your decision. That's why, for example, messages related to
late payments are often signed by a higher executive. And as always, projecting and protecting
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your company's image is a prime concern. If you're not careful, a negative answer could spin out
of control into negative feelings about your company.
When you use language that conveys respect and avoids an accusing tone, you protect your
audience's pride. In addition, you can ease the sense of disappointment by using positive words
rather than negative, counterproductive ones (see Fig. 1 below.)
Chances are you'll spend more time on word, sentence, and paragraph choices for negative
messages than for any other type of business writing. People who receive bad news often look for
subtle shares of meaning, seeking flaws in your reasoning or other ways to challenge the decision.
By writing clearly and sensitively, you can take some of the sting out of bad news and help your
reader to accept your decision and to move on.
1.3 Step 3: Complete Your Message
Your need for careful attention to detail continues as you complete your message. Revise your
content to make sure everything is clear, complete, and concise – bearing in mind that even small
flaws are magnified as readers react to your negative news. Produce clear, professional
documents, and proofread carefully to eliminate mistakes. Finally, be especially sure that your
negative messages are delivered promptly and successfully. Waiting for bad news is hard enough
without wondering whether a message was lost.
Fig. 1 Choosing Positive Words
Examples of Negative Phrasings
Your request doesn't make any sense.
The damage won't be fixed for a week.
Although it wasn't our fault, there will be an
unavoidable delay in your order.
Due to unforeseen circumstances, I won't be
able to attend your meeting.
I regret the misunderstanding.
I was shocked to learn that you're unhappy.
Unfortunately, we haven't received your
payment.
Employees cannot park in the customer
parking lot.
The enclosed statement is wrong.
Positive Alternatives
Please clarify your request.
You can pick up your car next week.
You will receive your order as soon as we receive
the shipment from our supplier, which we expect
to happen within 10 days.
Because my flight has been delayed for 3 days, I
will miss for your meeting.
I'll do my best to be more clear from now on.
Thank you for sharing your concerns about the
service you received while shopping with us.
Your payment hasn't arrived yet.
Employees should park in the employee parking
lot.
Please recheck the enclosed statement.
2.0 DEVELOPING NEGATIVE MESSAGES
Effective bad news messages convey the negative information the customer must receive with an
eye toward keeping future business.
Without even thinking about it, you've probably been using both the direct and indirect
approaches to deliver bad news your entire life. When you come right out and tell somebody
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some bad news, you're using a direct approach. When you try to soften the impact by easing your
way into the conversation before delivering the bad news, you're using an indirect approach.
Chances are you've already developed an instinctive feel for which approach to use in many
situations. In your business writing, you'll need to make a similar choice whenever you deliver
bad news; however, there are no clear guidelines to help you choose in every case.
Most bad news messages will be better accepted by our readers if we use the indirect approach.
The care we take to soften the blow will result in effective messages that consider the readers'
feelings and keeping their business.
2.1 The Indirect Approach for Negative Messages
The indirect approach helps readers prepare for the bad news by presenting the reasons for the
bad news first. When done right, it doesn't obscure bad news, delay it, or limits your
responsibility. Rather, the indirect approach eases the blow and help readers accept the situation.
When done well, the indirect approach is a good example of reader-centered writing crafted with
attention to both ethics and etiquette.
2.1.1 Open with a Buffer The first step in using the indirect approach is to write a buffer, a
neutral, non-controversial statement that is closely related to the point of the message. A buffer
establishes common ground with your reader; moreover, if you're responding to a request, a
buffer validates that request. Some critics believe that using a buffer is manipulative and
unethical, even dishonest. However, buffers are unethical only if they're insincere or deceptive.
Showing consideration for the feelings of others is never dishonest.
A poorly written buffer might trivialize the reader's concerns, divert attention from the problem
with insincere flattery or irrelevant material, or mislead the reader into thinking your message
actually contains good news. A good buffer, on the other hand, can express your appreciation for
being considered (if you're responding to a request), assure your reader of your attention to the
request, or indicate your understanding of the reader's needs. A good buffer also needs to be
relevant and sincere.
Here are several types of effective buffers you could use to tactfully open a negative message.
Appreciation
Thank you for applying for a Barklay's line of credit.
Agreement
We both know how hard it is to make a profit in this industry.
Cooperation
Barklay’s is here to smooth the way for restaurants at the cutting edge of gourmet dining.
Understanding
So that you can more easily find the seasonings you need, enclosed is our brochure.
Praise
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The China House Restaurant clearly has an impressive record of accomplishment in
creating the quality dishes they want. We at Barklays…
Given the damage that a poorly composed buffer can do, consider each one carefully before you
send it. Is it respectful? Is it relevant? Is it neutral, implying neither yes nor no? Does it provide a
smooth transition to the reasons that follow? If you can answer yes to every question, you can
proceed confidently to the next section of your message. However, if that little voice inside your
head tells you that your buffer sounds insincere or misleading, it probably is, in which case you'll
need to rewrite it.
2.1.2 Provide Reasons and Additional Information An effective buffer serves as a stepping
stone to the next part of your message, in which you build up the explanations and information
that will culminate in your negative news. The nature of the information you provide is similar to
that of the direct approach—it depends on the audience and the situation—but the way you
portray this information differs from any portrayal in a direct message because your reader
doesn't know your conclusion yet.
An ideal explanation section leads readers to your conclusion before you come right out and say
it. In other words, before you actually say no, the reader has followed your line of reasoning and
is ready for the answer. By giving your reasons effectively, you help maintain focus on the issues
at hand and defuse the emotions that always accompany significantly bad news.
As you lay out your reasons, guide your readers' responses by starting with the most positive
points first and moving forward to increasingly negative ones. Provide enough detail for the
audience to understand your reasons, but be concise; a long, roundabout explanation will just
make your audience impatient. Your reasons need to convince your audience that your decision is
justified, fair, and logical.
If appropriate, you can use the explanation section to suggest how the negative news might in fact
benefit your reader. Suppose you work for a multinational company that wants to hire an
advertising agency to support your offices in a dozen different countries, and you receive a
proposal from an agency that has offices in only one of those countries. In your list of reasons,
you could indicate that you don't want to impose undue hardship on the agency by requiring
significant amounts of international travel. However, use this technique with care; it's easy to
insult readers by implying that they shouldn't be asking for the benefits or opportunities they were
seeking in the first place.
Avoid hiding behind company policy to cushion your bad news. If you say, "Company policy
forbids our hiring anyone who does not have two years' supervisory experience," you imply that
you won't consider anyone on his or her individual merits. Skilled and sympathetic
communicators explain company policy (without referring to it as "policy") so that the audience
can try to meet the requirements at later time. Consider this response to an employee:
Because these management positions are quite challenging, the human relations
department has researched the qualifications needed to succeed in them. The findings
show that the two most important qualifications are a bachelor's degree in business
administration and two year's supervisory experience.
The paragraph above does a good job of stating reasons for the refusal:
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It provides enough detail to logically support the refusal.
It implies that the applicant is better off avoiding a program in which he or she might fail.
It explains the company's policy as logical rather than arbitrary.
It offers no apology for the decision because no one is at fault.
It avoids negative personal expressions (such as "You do not meet our requirements")
Even valid, well-thought-out reasons won't convince every reader in every situation, but if you've
done a good job of laying out your reasoning, then you've done every thing you can to prepare the
reader for the main idea, which is the negative news itself.
2.1.3 Continue with a Clear Statement of the Bad News Now that you've laid out your reasons
thoughtfully and logically, and now that readers are psychologically prepared to receive the bad
news, your audience may still reject your message if the bad new is handled carelessly. Three
techniques are especially useful for saying no as clear and as kindly as possible.
First, de-emphasize the bad news:
Minimize the space or time devoted to the bad news—without trivializing it or
withholding any important information.
Subordinate bad news in a complex or compound sentence ("My department is already
shorthanded, so I'll need all my staff for at least the next two months") This construction
pushes the bad news into the middle of the sentence, the point of least emphasis.
Embed bad news in the middle of a paragraph or use parenthetical expression ("Our
profits, which are down, are only part of the picture").
However, keep in mind that it's possible to abuse de-emphasis. For instance, if the primary point
of your message is that profits are down, it would be inappropriate to marginalize that news by
burying it in the middle of a sentence. State the negative news clearly, then make a smooth
transition to any positive news that might balance the story.
Second, 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.
Third, emphasize what you can do or have done, rather than what you cannot 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." Also, by implying the
bad news, you may not need to actually state it ("The five positions currently open have been
filled with people whose qualification match those uncovered in our research"). By focusing on
the positive and implying the bad news, you make the impact less personal.
When implying bad news, be sure your audience understands the entire message - including the
bad news. Withholding negative information or overemphasizing positive information is
unethical and unfair to your reader. If an implied message might lead to uncertainty, state your
decision in direct terms. Just be sure to avoid overly blunt statements that are likely to cause pain
and anger:
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Instead of This
Use This
I must refuse your request.
I will be out of town on the day you
need me.
The position has been filled.
Contact use again when you have
established…
The program will conclude on May 1.
We must deny your application.
I am unable to grant your request.
We cannot afford to continue the
program.
Much as I would like to attend…
We must reject your proposal.
We must turn down your extension
request.
Our budget meeting ends too late for
me to attend.
We've accepted the proposal from
AAA Builders.
Please send in your payment by June
15.
2.1.4 Close on a Positive Note As with the direct approach, the conclusion of the indirect
approach is your opportunity to emphasize your respect for your audience, even though you've
just delivered unpleasant news. Express best wishes without ending on a falsely upbeat note. If
you can find a positive angle that's meaningful to your audience, by all means consider adding it
to your conclusion. However, don't try to pretend that the negative news didn't happen or that it
won't affect the reader. Suggest alternative solutions if such information is available. In a
message to a customer or potential customer, an ending that includes resale information or sales
promotion may also be appropriate. If you've asked readers to decide between alternatives or to
take some action, make sure that they know what to do, when to do it, and how to do it. Whatever
type of conclusion you use, follow these guidelines:
Avoid a negative or uncertain conclusion. Don't refer to, repeat, or apologize for the bad
news, and refrain from expressing any doubt that your reasons will be accepted (avoid
statements such as "I trust our decision is satisfactory").
Limit future correspondence. Encourage additional communication only if you're willing
to discuss your decision further (if you're not, avoid wording such as "If you have further
questions, please write").
Be optimistic about the future. Don't anticipate problems (avoid statements such as
"Should you have further problems, please let us know").
Be sincere. Steer clear of cliches that are insincere in view of the bad news (if you can't
help, don't say, "If we can be of any help, please contact us").
Be confident. Don't show any doubt, about keeping the person as a customer (avoid
phrases such as "We hope you will continue to do business with us").
Finally, keep in mind that the closing is the last thing the audience has to remember you by. Try
to make the memory a positive one.
2.2 Adapting to Your Audience
Even more than other business messages, negative messages require that you maintain your
audience focus and be as sensitive as possible to audience needs. Therefore you may need to
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adapt your message to cultural differences or to the difference between internal and external
audiences.
2.2.1 Cultural Variations Even though bad news is unwelcome in any language, the
conventions for passing it on to business associates can vary considerably from country to
country. For instance, French business letters are traditionally quite formal and writer oriented,
often without reference to audience needs or benefits. Moreover, when the news is bad, French
writers take a direct approach. They open with a reference to the problem or previous
correspondence and then state the bad news clearly. While they don't refer to the audience's
needs, they often do apologize and express regret for the problem.
In contrast, Japanese letters traditionally open with remarks about the season, business prosperity,
or health. When the news is bad, these opening formalities serve as the buffer. Explanations and
apologies follow, and then comes the bad news or refusal. Japanese writers protect their reader's
feelings by wording the bad new ambiguously. Western readers may even misinterpret this vague
language as a condition of acceptance rather than as the refusal it actually is.
In short, if you are communicating across cultures, you'll want to use the tone, organization, and
other cultural conventions that your audience expects. Only then can you avoid the inappropriate
or even offensive approaches that could jeopardize your business relationship.
2.2.2 Internal Versus External Audiences You'll want to adapt your negative message
according to whether your audience is inside or outside the organization. Recipients inside your
company frequently have expectations for negative messages that differ from those of recipients
outside the company. For example, employees will react negatively to news of an impending
layoff, but company shareholders might welcome the news as evidence that management is trying
to control costs. Most employees will not only expect more detail but will also expect to be
informed before the general public is told.
Plus, after several years of seemingly endless upheavals and bad news, from market collapses to
financial scandals, many employees are less inclined to believe what they hear from management.
Cynicism and distrust are rampant today, and employees are tired of discussing change. They
want to know more than how changes will help the company; they want to know how changes are
going to affect them personally. Managers can rebuild trust only by communicating openly,
honestly and quickly in both good times and bad.
Of course, negative news must also flow upward in an organization, from lower level employees
to higher-level managers. Even when employees are not at fault, the reluctance to give bad news
to superiors can be strong. In corporate cultures that don't encourage open communication,
employees who fear retribution may go to great lengths to avoid sending bad news messages. In
such a dysfunctional environment, failure breeds still more failure because decision makers don't
get the honest, objective information they need to make wise choices. In contrast, managers in
open culture expect their employees to bring them bad news whenever it happens so that
corrective action can be taken. Whatever the case, if you do need to transmit bad news up the
chain of command, don't try to pin the blame on anyone in particular. Simply emphasize the
nature of the problem—and a solution, if possible. This tactic will help you earn a reputation as
an alert problem solver, rather than as just a complainer.
Negative messages to outside audiences require attention to the diverse nature of your
audience and the concern for confidentiality of internal information. A single message
might have a half dozen separate audiences, all with differing opinions and agenda. You
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may not be able to explain things to the level of detail that some of these people want if
doing so would release proprietary information such as future product
2.3 Maintaining High Standards of Ethics and Etiquette
Sending and receiving negative messages leads to a natural human tendency to delay, downplay,
or distort the bad news. Unfortunately doing so may be unethical, if not illegal. In recent years,
numerous companies have been sued by shareholders, consumers, employees, and government
regulators for allegedly withholding or delaying negative information in such areas as company
finances, environmental hazards, and product safety. The stock brokerage firm Morgan Stanley
was recently fined $2.2 million for being late in filing required complaint and misconduct reports
67 percent of the time. The pharmaceutical industry, under pressure for years to disclose the
results of failed drug trials, began to publish some results to a public website
(www.clinicalstudyresults.org) in 2004.When an organization has negative information that
affects the well-being of others, it has an ethical obligation to communicate that information
quickly, clearly, and completely.
This ethical obligation to communicate the facts also brings with it the responsibility to do so
promptly. Bad news often means that people need to make other plans, whether it's an employee
who needs to find a new job, consumers who need to stop using an unsafe product, or a
community that needs to find safe drinking water when its supply has become polluted. The
longer you wait to deliver bad news, the harder you make it for recipients to react and respond.
Some negative news scenarios will also test your self-control and sense of etiquette. An employee
who lets you down, a supplier whose faulty parts damage your company's reputation, a business
partner who violates the terms of your contract—such situations may tempt you to respond with a
personal attack. Keep in mind that negative messages can have a lasting impact on both the
people who receive them and the people who send them. As a communicator, it's your responsibility to minimize the negative impact of your negative messages through careful planning and
sensitive, objective writing. As much as possible, focus on the actions or conditions that led to the
negative news, not on personal shortcomings or character issues. This is how you can develop a
reputation as a professional who can handle the toughest situations with dignity.
3.0 EXPLORING COMMON EXAMPLES OF
NEGATIVE MESSAGES
In the course of your business career, you might write a wide variety of negative messages, from
announcing declines in revenue to giving negative performance reviews. The following sections
offer examples of the most common negative messages, dealing with topics such as routine
business matters, organizational news, and employment messages.
3.1 Sending Negative Messages on Routine Business Matters
Most companies receive numerous requests for information and donations or invitations to join
community or industry organizations. As you progress in your career and become more visible in
your industry and community, you will receive a wide variety of personal invitations to speak at
private or public functions or to volunteer your time for a variety of organizations. In addition,
routine business matters such as credit applications and requests for adjustment will often require
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negative responses. Neither you nor your company will be able to say yes to every request. So
crafting negative responses quickly and graciously is an important skill for many professionals.
3.1.1 Refusing Routine Requests Routine requests may come both from groups and from
individuals outside the company, as well as from colleagues inside the organization. When you
aren't able to meet the request, your primary communication challenge is to give a clear negative
response without generating negative feelings or damaging either your personal reputation or the
company's. As simple as these messages may appear to be, they can test your skills as a
communicator because you often need to deliver negative information while maintaining a
positive relationship with the other party.
Saying no is a routine part of business and shouldn't reflect negatively on you. If you said yes to
every request that crossed your desk, you'd never get any work done. The direct approach will
work best for most routine negative responses. It not only helps your audience get your answer
quickly and move on to other possibilities but also helps you save time, since the direct approach
is often easier to write.
The indirect approach works best when the stakes are high for you or for your receiver, when you
or your company has an established relationship with the person making the request, or when
you're forced to decline a request that you might have said yes to in the past.
Consider the following points as you develop your routine negative messages:
Manage your time carefully. Ironically, as you move upward in your career, you'll
receive more and more requests—and have less and less time to answer them Focus your
limited time on the most-important relationships and requests, then get in the habit of
crafting quick standard responses for less important situations.
If the matter is closed, don't imply that it's still open. If your answer is truly no, don't
use phrases such as "Let me think about it and get back to you" as a way to delay saying
no. Such delays waste time for you and the other party.
Offer alternative ideas if you can. For example, if you need to turn down a speaking
invitation, you might offer the name of someone else who might be willing to speak in
your place. However, remember to use your time wisely in such matters. Unless the
relationship is vital to your company, you probably shouldn't spend time researching
alternatives for the other person.
Don't imply that other assistance or information might be available if it isn't. Don't
close your negative message with a cheery but insincere "Please contact us if we can
offer any additional assistance." An empty attempt to mollify hostile feelings could
simply lead to another request you'll have to refuse.
3.1.2 Handling Bad News About Transactions For any number of reasons, businesses must
sometimes convey bad news concerning the sale and delivery of products and services. Bad news
about transactions is always unwelcome and usually unexpected. These messages have three
goals:
1. to modify the customer's expectation regarding the transaction,
2. to explain how you plan to resolve the situation, and
3. to repair whatever damage might've been done to the business relationship.
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The specific content and tone of each message can vary widely, depending on the nature of the
transaction and your relationship with the customer. Telling an individual consumer that her new
sweater will be arriving a week later than you promised is a much simpler task than telling
General Motors that 30,000 transmission parts will be a week late, especially since you know the
company will be forced to idle a multimillion-dollar production facility as a result. Negative
messages concerning professional services can be particularly tricky since the person writing such
a message is often the same person who performs the service; as a result, these messages can have
an uncomfortably personal aspect to them.
Negative messages about transactions come in two basic flavors. If you haven't done anything
specific to set the customer's expectations—such as promising deliver within 24 hours—the
message simply needs to inform the customer, with little or no emphasis on apologies. (Bear in
mind, though, in this age of online ordering and overnight delivery, customers have been
conditioned to expect instantaneous fulfillment of nearly every transaction, even if you haven't
promised anything.) If the customer wasn't promised delivery by a certain date, you can simply
inform the customer when to expect the rest of the order. You end the message with words that
encourage future business.
If you did set the customer's expectations and now find you can't meet them, you task is more
complicated. In addition to resetting the customer's expectations and explaining how you'll
resolve the problem, you may need to include an element of apology. The scope of the apology
depends on the magnitude of the mistake. For the customer who ordered the sweater, a simple
apology, followed by a clear statement of when the sweater will arrive, would probably be
sufficient. An explanation is usually not required, although if a meaningful reason exists, and if
stating it will help smooth over the situation without sounding like a feeble excuse, by all means
include it. For example, if a storm closed the highways and prevented your receiving necessary
material, say so; however, if you simply received more orders than you expected and promised
more than you could deliver, the customer will be less sympathetic. For larger business-tobusiness transactions, the customer may want an explanation of what went wrong in order to
determine whether you'll be able to perform as you promise in the future.
To help repair the damage to the relationship and encourage repeat business, many companies
offer discounts on future purchases, free merchandise, or other considerations. Even modest
efforts can go a long way to rebuilding the customer's confidence in your company. However,
you don't always have a choice. Business-to-business purchasing contracts often include
performance clauses that legally entitle the customer to discounts or other restitution in the event
of late delivery. Construction contracts sometime specify penalties for every day the project
extends past the original completion date. In such cases, a simple apology is clearly inadequate.
3.1.3 Refusing Claims and Requests for Adjustment Almost every customer who makes a
claim or requests an adjustment is emotionally involved; therefore, the indirect method is usually
the best approach for a refusal. Your job as a writer is to avoid accepting responsibility for the
unfortunate situation and yet avoid blaming or accusing the customer. To steer clear of these
pitfalls, pay special attention to the tone of your letter.
A tactful and courteous letter can build goodwill even while denying the claim. For example,
Village Electronics recently received a letter from Daniel Lindmeier, who purchased a digital
video camera a year ago. He wrote to say that the unit doesn't work correctly and to inquire about
the warranty. Lindmeier believes that the warranty covers one year, when it actually covers only
three months:
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Dear Mr. Lindmeir,
Buffers the
bad news by
emphasizing a
point the
reader and
writer both
agree on
Thank you for your letter about the battery release switch on your JVC digital camera. Village Electronics
believes, as you do, that electronic equipment should be built to last. That's why we stand behind our
products with a 90-day warranty.
Even though your JVC camera is a year old and therefore out of warranty, we can still help. Please package
your camera carefully and ship it to our store in Hannover. Include your name, address, phone number, and
a brief description of the malfunction, along with a check for $35 for an initial examination. After assessing
the unit, we will give you a written estimate of the needed parts and labor. Then just let us know whether
you want us to make the repairs – either by phone or by filling out the prepaid card we'll send you with the
Soothes the estimate.
reader with
If you choose to repair the unit, the $35 will be applied toward your bill, the balance of which is payable by
a positive
check or credit card. JVC also has service centers available in your area. If you prefer to take the unit to one
alternative
of them, please see the enclosed list.
Thanks again for inquiring about our service. I've also enclosed a catalog of our latest cameras and
accessories, in which you'll find information about JVC/s "Trade-Up Special." If you're ready to move up
to one of the newest cameras, JVC will offer a generous trade-in allowance on your current model.
Sincerely,
Walter Brodie, Customer Service Manager
When refusing a claim, avoid language that might have a negative impact on the reader. Instead,
demonstrate that you understand and have considered the complaint carefully. Then, even if the
claim is unreasonable, rationally explain why you are refusing the request. Remember, don't
apologize and don't hide behind "company policy." End the letter on a respectful and actionoriented note.
If you deal with enough customers over a long enough period, chances are you'll get a request
that is particularly outrageous. You may even be positive that the person is being dishonest. You
must resist the temptation to call the person a liar, crook, swindler, or an incompetent. If you
don't, you could be sued for defamation, a false statement that tends to damage someone's
character or reputation. (Written defamation is called libel; spoken defamation is called slander.)
Someone suing for defamation must prove
1. that the statement is false,
2. that the language is injurious to the person's reputation, and
3. that the statement has been published for others to see.
If you can prove that your accusations are true, you haven't defamed the person. The courts are
likely to give you the benefit of the doubt because our society believe that ordinary business
communication should not be hampered by fear of lawsuit However, beware of the irate letter
intended to let off steam: If the message has no necessary business purpose and is expressed in
abusive language that hints of malice you'll lose the case. To avoid being accused of defamation,
follow these guidelines:
Avoid using any kind of abusive language or terms that could be considered
defamatory.
If you wish to express your own personal opinions about a sensitive matter, use
your own stationery (not company letterhead), and don't include your job title or
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States bad
news
indirectly,
tactfully
leaving the
repair decision
to the
customer
Closes by
blending sales
promotion
with an
acknowledgme
nt of the
customer's
interests
13. Eng 209/WI
position. Just be aware that by doing so, you take responsibility for your own
opinions, you are no longer acting within the scope of your duties with the
company, and you are personally liable for any resulting legal action.
Provide accurate information and stick to the facts.
Never let anger or malice motivate your messages.
Consult your company's legal department or an attorney whenever you think
message might have legal consequences.
Communicate honestly, and make sure that what you're saying is what you
believe to be true.
Emphasize a desire for a good relationship in the future.
Most important, remember that nothing positive can come out of antagonizing a customer, even a
customer who has verbally abused you or your colleagues. Reject the claim and move on to the
next challenge.
3.2 Sending Negative Organizational News
In addition to routine matters involving individual customers and other parties, you may
encounter special cases that require you to issue negative announcement regarding some aspect of
your products, services, or operations. Most of these scenarios have unique challenges that must
be addressed on a case-by-case basis, but the general advice offered here applies to all of them.
One key difference among a these messages is whether you have time to plan the announcement.
The following section addresses those negative messages that you do have time to plan for, the
"Communicating in a Crisis" offers advice on communication during emergencies.
3.2.1 Communicating Under Normal Circumstances Even the best-run companies
stumble on occasion, sometimes through their own actions and sometimes through the actions of
someone else. At other times, the company needs to make decisions that are unpopular with
customers (price increases, product cancellation, product recalls), with employees (layoffs,
benefit reductions, plant closings), or with other groups (relocating to a new community,
replacing a board member, canceling contract with a supplier). The common characteristic of all
these messages is the need to send negative announcements to one or more groups of people,
rather than to a specific individual. Because you're using a single announcement to reach a variety
of people, each of whom may react differently, these messages need to be planned with great
care. A relatively simple announcement, such as a price increase, needs to be communicated to
both customers on the outside and your sales force on the inside, neither of whom is likely to
welcome the news.
A more significant event, such as a plant closing, can affect thousands of people in dozens of
organizations. Employees need to find new jobs or get training in new skills. School districts may
have to adjust budgets and staffing levels if many of your employees plan to move in search of
new jobs. Your customers need to find new suppliers. Your suppliers may need to find other
customers of their own. Government agencies may need to react to everything from a decrease in
tax revenues to an influx of people seeking unemployment benefits.
When making negative announcements, follow these guidelines:
Match your approach to the situation. A modest price increase won't shock most
customers, so the direct approach is fine. However, canceling a product that people count
on is another matter, so building up to the news via the indirect approach might be better.
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Consider the unique needs of each group. As the plant closing example illustrates,
various people have different information needs.
Give each audience enough time to react as needed. Most organizations operate on
quarterly or annual budgeting cycles and need time to react to news. Employees,
particularly higher-level executives, may need as much as six months or more to find new
jobs.
Plan the sequence of multiple announcements. In addition to giving each group enough
time, some groups will expect to be informed before others. For instance, if employees
hear about a plant closing on the evening news or from a real estate agent, their trust in
management will likely be destroyed. Tell insiders and the most-affected groups first.
Give yourself enough time to plan and manage a response. Chances are you're going
to be hit with complaints, questions, or product returns after you make your
announcement, so make sure you're ready with answers and additional follow-up
information.
Look for positive angles but don't exude false optimism. Laying off 10,000 people
does not give them "an opportunity to explore new horizons." It's a traumatic event that
can affect employees, their families, and their communities for years. Phony optimism
would only make a bad situation worse. The best you may be able to do is to thank
people for their past support and to wish them well in the future. On the other hand, if
eliminating a seldom-used employee benefit means the company doesn't have to deduct
additional money from paychecks every month, by all means promote that positive angle.
Minimize the element of surprise whenever possible. This step can require
considerable judgment on your part, but if you recognize that current trends are pointing
toward negative results sometime in the near future, it's often better to let your audience
know ahead of time. For instance, a common complaint in many shareholder lawsuits is a
claim that the company didn't let investors know business was deteriorating until it was
too late.
Seek expert advice if you're not sure. Many significant negative announcements have
important technical, financial, or legal elements that require the expertise of lawyers,
accountants, or other specialists. If you're not sure how to handle every aspect of the
announcement, ask.
Negative situations will test your skills both as a communicator and as a leader. People may turn
to you and ask, "OK, so things are bad; now what do we do?" Inspirational leaders try to seize
such opportunities as a chance to reshape or reinvigorate the organization, and they offer
encouragement to those around them.
3.2.2 Communicating in a Crisis Some of the most critical instances of business
communication occur during internal or external crises, which range from incident of product
tampering to industrial accidents, crimes or scandals involving company employees, on-site
hostage situations, or terrorist attacks. During a crisis, employees, their families, the surrounding
community, and others will demand information plus, rumors can spread unpredictably and
uncontrollably. You can also expect the news media to descend quickly, asking questions of
anyone they can find.
Although you can't predict these events, you can prepare for them. Companies that respond
quickly with the information people need tend to fare much better in these circumstances than
those who go into hiding or release bits and pieces of uncoordinated or inconsistent information.
Companies such as Johnson & Johnson (in a Tylenol-tampering incident) emerged from crisis
with renewed respect for their decisive action and responsive communication. In contrast, Exxon
continues to be cited as a classic example of how not to communicate in a crisis-more than a
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quarter century after one of its tankers spilled 250,000 barrels of oil into Alaska's Prince William
Sound. The company frustrated the media and the public with sketchy, inconsistent information
and an adamant refusal to accept responsibility for the full extent of the environmental disaster.
The company's CEO didn't talk to the media for nearly a week; other executives made contradictory statements, which further undermined public trust. The mistakes had a lasting impact on the
company's reputation and consumers' willingness to buy its products.
The key to successful communication efforts during a crisis is having a crisis management plan.
In addition to defining operational procedures to deal with the crisis itself, the plan also outlines
communication tasks and responsibilities, which can include everything from media contacts to
news release templates. The plan should clearly specify which people are authorized to speak for
the company, contact information for all key executives, and a list of the media outlets and
technologies that will be used to disseminate information. At Baptist Hospital in hurricane-prone
Pensacola, Florida, human resources director Celeste Norris and her colleagues plan for every
contingency. For instance, the walkie-talkies they keep on hand became the only communication
link throughout the facility when Hurricane Ivan took out both electrical power and cell phone
towers. Many companies now go one step further by regularly testing crisis communications in
realistic practice drills lasting a full day or more. Anticipation and planning are key to successful
communication in a crisis.
3.3 Sending Negative Employment Messages
Most managers must convey bad news about individual employees from time to time. You can
use the direct approach when writing to job applicants or when communicating with other
companies to send a negative reference to a prospective employer. But it's best to use the indirect
approach when giving negative performance reviews to employees; they will most certainly be
emotionally involved. In addition, choose the media you use for these messages with care. E-mail
and other written forms let you control the message and avoid personal confrontation, but one-onone conversations are more sensitive and facilitate questions and answers.
3.3.1 Refusing Requests for Recommendation Letters Even though many states have
passed laws to protect employers who provide open and honest job references for former
employees, legal hazards persist. That's why many former employers still refuse to write
recommendation letters—especially for people whose job performance has been unsatisfactory.
When sending refusals to prospective employers, your message may be brief and direct:
Implies that
company
policy
prohibits the
release of any
more info but
does provide
when info is
available
Ends
positively
Our human resources department has authorized me to confirm that Yolanda Johnson
worked for Tandy, Inc., for three years, from June 2003 to July 2007. Best of luck as you
interview administrative applicants.
This message doesn't need to say, "We cannot comply with your request." It simply gets down to
the business of giving readers the information that is allowable. Refusing an applicant's direct
request for a recommendation letter is another matter. Any refusal to cooperate may seem a
personal slight and a threat to the applicant's future. Diplomacy and preparation help readers
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Uses the
indirect
approach since
the reader is
probably
expecting a
positive
response
Offers to
fulfill as much
of the request
as possible,
then offers an
alternative and
ends positively
accept your refusal:
Announces that
the writer can't
comply with the
request, without
explicitly
blaming it on
"policy"
Thank you for letting me know about your job opportunity with Coca-Cola. Your
internship there and the MBA you've worked so hard to earn should place you in an
excellent position to land the marketing job.
Although we do not send out formal recommendations here at PepsiCo, I can certainly
send Coca-Cola a confirmation of your employment dates. And if you haven't considered
this already, be sure to ask several of your professors to write evaluations of your
marketing skills. Best of luck to you in your career.
This letter deftly and tactfully avoids hurting the reader's feelings, because it makes positive
comments about the readers recent activities, implies the refusal, suggests an alternative, and uses
a polite close.
3.3.2 Rejecting Job Applications Tactfully telling job applicants that you won't be offering
them employment is another frequent communication challenge. But don't let the difficulty stop
you from communicating the bad news. Failing to respond to applications is a shoddy business
practice that will harm your company's reputation. At the same time, poorly written rejection
letters have negative consequences, ranging from the loss of qualified candidates for future
openings to the loss of potential customers (not only the rejected applicants but also their friends
and family). Poorly phrased rejection letters can even invite legal troubles. When delivering bad
news to job applicants, follow three guidelines:
Choose your approach carefully. Experts disagree on whether a direct or an indirect
approach is best for rejection letters. On the one hand, job applicants know they won't get
many of the positions they apply for, so negative news during a job search is not
generally a shock. On the other hand, people put their hopes and dreams on the line when
they apply for work, so job applicants have a deep emotional investment in the process,
which is one of the factors to consider in using an indirect approach. If you opt for a
direct approach, try not to be brutally blunt in the opening. Tell your reader that the
position has been filled, rather than saying, "Your application has been rejected." If you
opt for an indirect approach, be careful not to mislead the reader or delay the bad news
for more than a sentence or two. A simple "Thank you for considering ABC as the place
to start your career" is a quick, courteous buffer that shows your company is flattered to
be considered. Don't mislead the reader in your buffer by praising his or her
qualifications in a way that could suggest good news is soon to follow.
Clearly state why the applicant was not selected. Make your rejection less personal by
stating that you hired someone with more experience or whose qualifications match the
position requirements more closely.
Close by suggesting alternatives. If you believe the applicant is qualified, mention other
openings within your company. You might suggest professional organizations that could
help the applicant find employment. Or you might simply mention that the applicant's
resume will be considered for future openings. Any of these positive suggestions may
help the applicant be less disappointed and view your company more positively.
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A rejection letter need not be long. Remember, sending a well-written form letter that follows
these three guidelines is better than not sending one at all. After all, the applicant wants to know
only one thing: Did I land the job? Your brief message conveys the information clearly and with
tactful consideration for the applicant's feelings. After Carol DeCicco interviewed with Bradley
Jackson, she was hopeful about receiving job offer. Everything went well, and her resume was in
good shape. The e-mail below was drafted by Marvin Fichter to communicate the bad news to
DeCiccco. The e-mail helps DeCicco understand that (1) she would have been hired if she'd had
more tax experience and (2) she shouldn't be discouraged.
Dear Ms. DeCicco:
Buffers the
upcoming bad
news with a
sincere thanks
Moderates the
bad news with
honest, specific
encouragement
Thanks for considering Bradley Jackson as the place to launch your career in accounting.
In light of the reporting complexities now imposed on the accounting profession by Sarbanes-Oxley and
other recent legislation, the executive team has decided it would be wise to bolster our skill base with
someone who has extensive industry experience. We have therefore filled the position with a more
experienced candidate.
Your resume and credentials show you to be a deserving candidate for entry level positions. Your academic
record and previous work experience certainly indicate your willingness to work hard. Those of us who had
the opportunity to talk with you believe that your ability to communicate will certainly help you achieve an
excellent position in a recognized accounting firm.
Sets the stage
for bad news
by explaining
the context in
which the
decision was
made. Presents
the bad news
as a logical
consequence
of the decision
making
process
In the meantime, we would like to keep your information on file for six months, in case a position requiring
less experience opens up in the future.
Closes in a
respectfully
and positively
I wish you the best of luck as you begin your new career.
Sincerely,
Marvin R. Fichter
Human Resources Director
3.3.3 Giving Negative Performance Reviews A performance review is a manager's
evaluation of an employee and may be formal or informal. Few other communication tasks
require such a broad range of skills and strategy as those needed for performance reviews. The
main purpose of these reviews is to improve employee performance by (1) emphasizing and
clarifying job requirements, (2) giving employees feedback on their efforts toward fulfilling those
requirements, and (3) guiding continued efforts by developing a plan of action, which includes
rewards and opportunities. In addition to improving employee performance, performance reviews
help companies set organizational standards and communicate organizational values.
Positive and negative performance reviews share several characteristics: The tone is objective and
unbiased, the language is nonjudgmental, and the focus is problem resolution. Also, to increase
objectivity, more organizations are giving their employees feedback from multiple sources. In
these "360-degree reviews," employees get feedback from all directions in the organization:
above, below, and horizontally.
It's difficult to criticize employees face to face, and it's just as hard to include criticism in written
performance evaluations. Nevertheless, if you fire an employee for incompetence and the
performance evaluations are all positive, the employee can sue your company, maintaining you
had no cause to terminate employment. Also, your company could be sued for negligence if an
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injury is caused by an employee who received a negative evaluation but received no corrective
action (such as retraining). So as difficult as it may be, make sure your performance evaluations
are well balanced and honest.
When you need to give a negative performance review, follow these guidelines:
Confront the problem right away. Avoiding performance problems only makes them
worse. Moreover, if you don't document problems when they occur, you may make it
more difficult to terminate employment later on, if the situation comes to that.
Plan your message. Be clear about your concerns, and include examples of the
employee's specific actions. Think about any possible biases you may have, and get
feedback from others. Collect and verify all relevant facts (both strengths and
weaknesses).
Deliver the message in private. Whether in writing or in person, be sure to address the
performance problem privately. Don't send performance reviews by e-mail or fax. If
you're reviewing an employee's performance face to face, conduct that review in a
meeting arranged expressly for that purpose, and consider holding that meeting in a
conference room, the employee's office, or some other neutral area.
Focus on the problem. Discuss the problems caused by the employee's behavior
(without attacking the employee). Compare the employee's performance with what's
expected, with company goals, or with job requirements (not with the performance of
other employees). Identify the consequences of continuing poor performance, and show
that you're committed to helping solve the problem.
Ask for a commitment from the employee. Help the employee understand that planning
for and making improvements are the employee's responsibility. However, finalize
decisions jointly so that you can be sure any action to be taken is achievable. Set a
schedule for improvement and for following up with evaluations of that improvement.
Even if your employee's performance has been disappointing, you would do well to begin by
mentioning some good points in your performance review. Then clearly and tactfully state how
the employee can better meet the responsibilities of the job. If the performance review is to be
effective, be sure to suggest ways that the employee can improve. For example, instead of only
telling an employee that he damaged some expensive machinery, suggest that he take a refresher
course in the correct operation of that machinery. The goal is to help the employee succeed.
3.3.4 Terminating Employment
When writing a termination letter, you have three goals: (1)
present the reasons for this difficult action, (2) avoid statements that might expose the company to
a wrongful termination lawsuit, and (3) leave the relationship between the terminated employee
and the firm as favorable as possible. For both legal and personal reasons, present specific
justification for asking the employee to leave. If the employee is working under contract, your
company's lawyers will be able to tell you whether the employee's performance is legal grounds
for termination
Make sure that all your reasons are accurate and verifiable. Avoid words that are open to
interpretation, such as untidy and difficult. Make sure the employee leaves with feelings that are
as positive as the circumstances allow. You can do so by telling the truth about the termination
and by helping as much as you can to make the employee's transition as smooth as possible.
Source: taken mostly verbatim from Courtland Bovee and John Thill, Excellence in Business Communication, Person
Prentice Hall.
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