Communicating a Negative news SNSW (2).pptx
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Communicating a Negative News. Negative News is also known as Adverse news
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Communicating a Negative news SNSW1.pptx
Communicating a negative news.Negative news is also known as Adverse news
Negative Messages
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.
Communicating negative news
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.
Bad messages
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.
how to convey bad news
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.
Bad news messages
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.
COMMUNICATING BAD NEWS
A presentation by MBA students of Pondicherry university.
The above slides shows how to communicate a bad news in a professional workplace.
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The document discusses the importance and benefits of transparency in business communication. It notes that transparency builds trust between leadership and others. While complete transparency is not possible, organizations should strive to be as open as possible about their actions, decisions, and information flow. Transparency helps ensure accountability and allows for external feedback that can improve an organization.
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Communicating a Negative news SNSW1.pptx
Communicating a negative news.Negative news is also known as Adverse news
Negative Messages
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.
Communicating negative news
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.
Bad messages
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.
how to convey bad news
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.
Bad news messages
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.
COMMUNICATING BAD NEWS
A presentation by MBA students of Pondicherry university.
The above slides shows how to communicate a bad news in a professional workplace.
The Benefits of Transparency
The document discusses the importance and benefits of transparency in business communication. It notes that transparency builds trust between leadership and others. While complete transparency is not possible, organizations should strive to be as open as possible about their actions, decisions, and information flow. Transparency helps ensure accountability and allows for external feedback that can improve an organization.
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Eng 209WI Hurley 1 1.0 USING THE THREE-STEP PROC.docx
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 ...
Bad news
This document discusses best practices for communicating bad news messages. It notes that the goals of bad news messages are acceptance, legal protection, message clarity, and maintaining a positive image. It describes two approaches for delivering bad news - direct and indirect. The direct approach states the bad news upfront while the indirect approach breaks it gradually. The appropriate approach depends on factors like whether the news is personally upsetting, may provoke hostility, or is unexpected. Specific tips are provided for different types of bad news messages and techniques like de-emphasizing the bad news, avoiding apologies, and not hiding behind policies.
Bad news
The document discusses how to effectively deliver bad news. It defines bad news as information that will disappoint or upset the recipient. It recommends using the SPIKES model, which involves setting up a private meeting, assessing the recipient's perspective, inviting their questions, providing knowledge of the situation, addressing emotions, and creating a care plan and summary. The direct approach states the bad news outright while the indirect approach uses a positive buffer first. Proper delivery of bad news is important to support patients and prevent lasting negative impacts, while maintaining goodwill and allowing discussion. Training in communication skills helps providers effectively address this challenging task.
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Badnews
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.
How to communicate bad newz effectively???
This document provides guidance on effectively communicating bad news or negative messages. It discusses including a buffer at the beginning to soften the impact, then providing reasons and additional information before clearly stating the bad news. The message should end on a positive note to maintain goodwill. Specific examples are given for refusing requests, denials, and negative decisions in a way that is respectful and avoids provoking annoyance. The indirect method of communication is recommended over directly stating the bad news initially. Positive language should be used instead of negative words when possible.
Designing a Business Communication Plan
The document provides tips for effective business communication, including planning, writing, and revising documents. It emphasizes analyzing the audience, gathering relevant information, and organizing content. It also stresses the importance of revision, including evaluating the document against goals and feedback. Additional tips include maintaining a positive tone, focusing on reader benefits, and using an honest but diplomatic style when conveying negative information.
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Negative messages PRESENTATION
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.
GOOD NEWS BAD NEWS .pptx
GOOD NEWS BAD NEWS NEUTRAL MESSAGE BUFFER TECHNIQUE
HOW BAD NEWS CAN BE CONVERT INTO NORMAL WAY
WRITTEN MESSAGE IS MOST EFFECTIVE THAN ORAL
Communicating Bad News
The document provides guidelines for delivering bad news in a way that:
1) Accepts responsibility and understands the situation from the receiver's perspective.
2) Maintains a positive image and acts ethically to limit legal liability.
3) Uses clear language without abusive, careless, or inaccurate statements that could increase liability.
Communicating Bad News
The document provides guidelines for delivering bad news in a way that:
1) Accepts responsibility and understands the situation from the receiver's perspective.
2) Maintains a positive image and acts ethically to limit legal liability.
3) Uses clear language without abusive, careless, or inaccurate statements that could increase liability.
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I was excited as well as honored when asked to expand my in-service program to include Insurance collections and follow-up. Please see below for more details of the seminar.
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1Bad News Writing sensitive or negative messages .docx
1
Bad News
Writing sensitive or negative messages requires careful
thought. You must decide how direct or indirect your
message should be and then choose words that maintain a
professional relationship despite the problems
Research has shown that people form their impressions
and attitudes very early when reading. At the same time,
bad news is easier to accept when the reasons behind it are
explained first
2
Bad News
For this reason, presenting bad news indirectly is often
more effective than presenting it directly, especially if the
stakes are high
Furthermore, when drafting international correspondence,
keep in mind that many cultures are much less direct in
their communications than Americans
3
Make your
decision clear
Help your
audience accept
the message
Maintain a
goodwill
relationship
Prevent further
unnecessary
discussion
Preserve the
company’s image
Protect the
company against
lawsuits
4
Goals
5
Refusing
When you receive a request to which you must give a
negative reply, you may need to write a refusal message
containing bad news—something your reader does not
want to receive
Refusals often vary with what is at stake for the writer or
the reader
6
7
Context
("buffer")
Explanation Bad News
Goodwill
Close
Refusing
Context
The opening (often called a "buffer") should provide a
context for the subject and establish a professional tone
8
Context
9
Neutral
Relevant
Supportive
Interesting
Short
What is the goal of a buffer statement
in a bad-news message?
a. To establish or strengthen the
reader-writer relationship
b. To apologize for the bad news
c. To summarize the bad news
d. To hint at the bad news
Context
10
Neutral
Relevant
Supportive
Interesting
Short
What is the goal of a buffer statement
in a bad-news message?
a. To establish or strengthen the
reader-writer relationship
b. To apologize for the bad news
c. To summarize the bad news
d. To hint at the bad news
Explanation
The explanation should review the details or facts that lead
to the refusal. Give the negative message simply, based on
the facts. Do not belabor the bad news or provide an
inappropriate apology
11
Explanation
12
Stress reasons that benefit others
State reasons using positive language
Explain the rationale for the “company policy”
Present strongest reasons first
Bad News
Neither the details nor an overdone apology can turn bad
news into something positive. Your goal should be to
establish for the reader that you have been reasonable
given the circumstances. You need to organize the
explanation carefully and logically
13
Bad News
14
Present bad news as a logical outcome
State the bad news in positive and impersonal language
Do not apologize unless you’re at fault
Make the refusal definite
Goodwill Close
The closing should establish (or reestablish) a positive
relationship through goodwill or helpful informat.
Bad news-letter
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.
一比一原版新西兰奥塔哥大学毕业证（otago毕业证）如何办理
一模一样【微信：A575476】【新西兰奥塔哥大学毕业证（otago毕业证）成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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Eng 209WI Hurley 1 1.0 USING THE THREE-STEP PROC.docx
Eng 209/WI
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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 ...
Bad news
This document discusses best practices for communicating bad news messages. It notes that the goals of bad news messages are acceptance, legal protection, message clarity, and maintaining a positive image. It describes two approaches for delivering bad news - direct and indirect. The direct approach states the bad news upfront while the indirect approach breaks it gradually. The appropriate approach depends on factors like whether the news is personally upsetting, may provoke hostility, or is unexpected. Specific tips are provided for different types of bad news messages and techniques like de-emphasizing the bad news, avoiding apologies, and not hiding behind policies.
Bad news
The document discusses how to effectively deliver bad news. It defines bad news as information that will disappoint or upset the recipient. It recommends using the SPIKES model, which involves setting up a private meeting, assessing the recipient's perspective, inviting their questions, providing knowledge of the situation, addressing emotions, and creating a care plan and summary. The direct approach states the bad news outright while the indirect approach uses a positive buffer first. Proper delivery of bad news is important to support patients and prevent lasting negative impacts, while maintaining goodwill and allowing discussion. Training in communication skills helps providers effectively address this challenging task.
Responding to a PR crisis
The document provides 8 dos and don'ts for positive brand management during a PR crisis. It advises to gather facts quickly, prepare a crisis plan and team, communicate empathically with key audiences, prioritize public interest over the organization, be transparent and honest in communications, recognize public opinion can be harsh, address issues openly rather than hoping they disappear, and engage with media directly to control the narrative. Good PR focuses on building people and relationships.
Badnews
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.
How to communicate bad newz effectively???
This document provides guidance on effectively communicating bad news or negative messages. It discusses including a buffer at the beginning to soften the impact, then providing reasons and additional information before clearly stating the bad news. The message should end on a positive note to maintain goodwill. Specific examples are given for refusing requests, denials, and negative decisions in a way that is respectful and avoids provoking annoyance. The indirect method of communication is recommended over directly stating the bad news initially. Positive language should be used instead of negative words when possible.
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Planning, Designing, and Revising a Business Communication Strategy
3º Class of the 2010 Course of Business Communication of the Economics School at Navarra University
Negative messages PRESENTATION
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.
GOOD NEWS BAD NEWS .pptx
GOOD NEWS BAD NEWS NEUTRAL MESSAGE BUFFER TECHNIQUE
HOW BAD NEWS CAN BE CONVERT INTO NORMAL WAY
WRITTEN MESSAGE IS MOST EFFECTIVE THAN ORAL
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The document provides guidelines for delivering bad news in a way that:
1) Accepts responsibility and understands the situation from the receiver's perspective.
2) Maintains a positive image and acts ethically to limit legal liability.
3) Uses clear language without abusive, careless, or inaccurate statements that could increase liability.
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The document provides guidelines for delivering bad news in a way that:
1) Accepts responsibility and understands the situation from the receiver's perspective.
2) Maintains a positive image and acts ethically to limit legal liability.
3) Uses clear language without abusive, careless, or inaccurate statements that could increase liability.
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I was excited as well as honored when asked to expand my in-service program to include Insurance collections and follow-up. Please see below for more details of the seminar.
Specific Collection / Revenue Generating Seminars for the Provider’s Insurance collectors
Our Exceptional Customer Service / Collection Seminars has included the provider’s insurance collectors, we are developing seminars specific for the provider’s insurance collection / revenue generating associates.
A sample of the additional topics covered in our seminars:
5 W’s for collecting claims.
Call preparation.
Initiation of the call.
The follow-up.
Retorts.
Patient involvement – important to apply “Exceptional Customer Service” principles.
Desired goals of the insurance revenue generating seminars:
Increase cash flow
Reduce “days”
Identify and reduce insurance carriers with slow payment history.
Reverse carrier’s elongated remittance habits or culture.
Build and re-new a robust, tenacious insurance revenue generating team.
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1Bad News Writing sensitive or negative messages .docx
1
Bad News
Writing sensitive or negative messages requires careful
thought. You must decide how direct or indirect your
message should be and then choose words that maintain a
professional relationship despite the problems
Research has shown that people form their impressions
and attitudes very early when reading. At the same time,
bad news is easier to accept when the reasons behind it are
explained first
2
Bad News
For this reason, presenting bad news indirectly is often
more effective than presenting it directly, especially if the
stakes are high
Furthermore, when drafting international correspondence,
keep in mind that many cultures are much less direct in
their communications than Americans
3
Make your
decision clear
Help your
audience accept
the message
Maintain a
goodwill
relationship
Prevent further
unnecessary
discussion
Preserve the
company’s image
Protect the
company against
lawsuits
4
Goals
5
Refusing
When you receive a request to which you must give a
negative reply, you may need to write a refusal message
containing bad news—something your reader does not
want to receive
Refusals often vary with what is at stake for the writer or
the reader
6
7
Context
("buffer")
Explanation Bad News
Goodwill
Close
Refusing
Context
The opening (often called a "buffer") should provide a
context for the subject and establish a professional tone
8
Context
9
Neutral
Relevant
Supportive
Interesting
Short
What is the goal of a buffer statement
in a bad-news message?
a. To establish or strengthen the
reader-writer relationship
b. To apologize for the bad news
c. To summarize the bad news
d. To hint at the bad news
Context
10
Neutral
Relevant
Supportive
Interesting
Short
What is the goal of a buffer statement
in a bad-news message?
a. To establish or strengthen the
reader-writer relationship
b. To apologize for the bad news
c. To summarize the bad news
d. To hint at the bad news
Explanation
The explanation should review the details or facts that lead
to the refusal. Give the negative message simply, based on
the facts. Do not belabor the bad news or provide an
inappropriate apology
11
Explanation
12
Stress reasons that benefit others
State reasons using positive language
Explain the rationale for the “company policy”
Present strongest reasons first
Bad News
Neither the details nor an overdone apology can turn bad
news into something positive. Your goal should be to
establish for the reader that you have been reasonable
given the circumstances. You need to organize the
explanation carefully and logically
13
Bad News
14
Present bad news as a logical outcome
State the bad news in positive and impersonal language
Do not apologize unless you’re at fault
Make the refusal definite
Goodwill Close
The closing should establish (or reestablish) a positive
relationship through goodwill or helpful informat.
Bad news-letter
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.
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Communicating a Negative news SNSW (2).pptx
- 2. A negative news is self-explanatory term. It is a kind of news which people avoid hearing, reading or receiving. In professional workplace negative news can be of many kinds like layoffs, termination, suspension or rejection etc.
- 3. HOW DO YOU COMMUNICATE NEGATIVE NEWS ? Be Genuine. When the time comes to deliver the message, try to be authentic and compassionate, and treat the other person with respect and dignity. Don't try to "sugarcoat" the truth; it's best to be forthright and honest about what's happened, and about what you're going to do to make it right.
- 4. Be clear and concise in order not to require additional clarification. Help the receiver understand and accept the news. Maintain trust and respect for the business or organization and for the receiver. Avoid legal liability or erroneous admission of guilt or culpability.
- 5. Maintain the relationship, even if a formal association is being terminated. Reduce the anxiety associated with the negative news to increase comprehension. Achieve the designated business outcome.
- 6. PRIMARY AND SECONDARY GOALS IN COMMUNICATING BAD NEWS PRIMARY GOAL: Make the receiver understand the bad news Help the receiver accept the bad news Maintain a positive image of you and your organization
- 7. c PRIMARY AND SECONDARY GOALS IN COMMUNICATING BAD NEWS SECONDARY GOALS: Reduce bad feelings Convey fairness Avoid creating legal liability
- 8. What to do when breaking bad news to a customer: •Do give your customers a warning. •Do give customers a compliment sandwich. •Do bring customers solutions, not excuses What you don’t do when breaking bad news to customers: •Don’t use the word “I”. •Don’t say: “I know how you feel!” •Don’t make the customer feel like a fool (even if they’re at fault)
- 9. The indirect pattern of communicating negative / bad news: BUFFER: A neutral/ positive opening that does not reveal the bad news REASONS: An explanation of the causes for the bad news. BAD NEWS: A clear but understated announcement of the bad news that may include an alternative or compromise. CLOSE: A personalizing , forward-looking, pleasant statement
- 10. THANK YOU