This document provides an overview of Chapter 7 which discusses getting to the point in good-news and neutral messages. It outlines the chapter's key topics, including understanding the reader's reaction, the general plan for direct-order messages, and applications of the plan such as routine inquiries, favorable responses, and operational communications. Guidelines are provided for structuring different types of messages depending on whether the reader's reaction is likely positive, neutral, or negative.

1. 7-1
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This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 7
Getting to the
Point in Good-
News and Neutral
Messages
© 2014 by McGraw-Hill Education. This is proprietary material
solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied,
scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part.

2. 7-2
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
• Understand the reader’s likely reaction.
• Learn the general plan for direct-order messages.
• Applications of the general plan
– Routine inquiries
– Favorable responses
– Order acknowledgments and thank-you messages
– Direct claims
– Adjustment grants
– Operational communications
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Chapter Overview

3. 7-3
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This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
• Determine the reader’s probable reaction—
positive, neutral, negative.
– If the reader’s reaction is likely positive or neutral,
use a direct approach.
• Asking for something your reader is likely to grant
• Complying with the reader’s request
• Giving good news
• Acknowledging an order
– If the reader’s reaction is likely negative, use an
indirect approach.
• Asking for something your reader will not grant
• Refusing a request
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Preliminary Assessment

4. 7-4
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• Begin with your objective, stating it immediately
in the first sentence or after a brief summary of
background information.
• Cover the remaining part of the objective.
• End with goodwill.
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The General Plan for Direct Order

5. 7-5
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Routine Inquiries are direct requests for
information (questions). Routine Inquiry
situations may include:
– Following up on an ad.
– Choosing a vendor.
– Checking meeting availability with a client.
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Routine Inquiries

6. 7-6
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Possibilities:
•Make each question a separate sentence with a
bullet.
•Give each question a separate paragraph.
•Order or rank each question with numbers.
•Structure your questions in true question form
so that they stand out (aren’t buried in text).
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Routine Inquiry—Question Tips

7. 7-7
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Favorable Responses are positive answers
to inquiries, telling readers what they need
to know. Favorable response situations may
include:
–Responding to a customer request for
information.
–Responding to a job candidate’s inquiry
about an open position.
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Favorable Responses

8. 7-8
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• Identify the message being answered—in the
beginning or subject line.
• Begin with the answer or state you are
complying with the request.
• Logically arrange the answers.
• Skillfully handle the negatives.
• Consider including extras.
• End with goodwill—a friendly comment.
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Favorable Response Plan

9. 7-9
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This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
• Give the status of the order (begin with the good
news).
• Include a “thank you” and build goodwill.
• If there is a problem (vague order, back order)
– Report directly regarding delays, or
– Use a tactful approach to get needed information on
vague orders or to report back orders.
– Emphasize the positive (such as when the new order
will be delivered).
• Close with friendly words adapted to the
message.
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Order Acknowledgments

10. 7-10
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• Begin the good news directly.
• Overcome negative impressions with positives.
• Incidentally identify the message you are
answering.
• Avoid or deemphasize negatives that recall the
situation being corrected.
• Regain lost confidence through explanation or
corrective action.
• End with friendly, positive words.
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Adjustment Grants

11. 7-11
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• The internal communications needed in a
company’s work
– Casual
• Quick responses to immediate work needs
• Conversational but very direct, frank
– Moderately formal
• More carefully constructed direct messages
• Conversational, straightforward but courteous
– Highly formal
• Messages about policies, procedures, or directives
• Formally written by superiors to subordinates
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Operational Messages

12. 7-12
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This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
• Organize in the direct order.
• Choose the appropriate tone (casual,
moderately formal, or formal).
• Be clear and courteous.
• Order the information logically.
• Close in a way that builds goodwill.
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Operational Messages