Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Writing Negative Messages
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Goals of Negative Messages 1.Convey the message 2.Ensure acceptance 3.Promote goodwill 4.Maintain a good corporate image 5.Minimize future correspondence
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter The Three-Step Process Analyze Situation Gather Information Select Medium Get Organized Revise Produce Proofread Distribute Adapt to the Audience Compose the Message PlanningCompletingWriting
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Choosing the Approach Choosing the Approach Working Relationships Working Relationships Getting Attention Getting Attention Organizational Preferences Organizational Preferences Audience Reaction Audience Reaction Importance of the News Importance of the News Audience Preferences Audience Preferences
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter The Direct Approach Flow of the Message Bad News Step 1 Bad News Step 1 Reasons Step 2 Reasons Step 2 Positive Close Step 3 Positive Close Step 3 Substance of the Message
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter The Indirect Approach Flow of the Message Buffer Step 1 Buffer Step 1 Reasons Step 2 Reasons Step 2 Bad News Step 3 Positive Close Step 4 Bad News Step 3 Bad News Step 3 Positive Close Step 4 Positive Close Step 4 Substance of the Message
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Open With a Buffer Respectful TransitionalNeutral Relevant
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Reasons and Information Readers’ResponsesSufficient Details DetailsCompanyPolicy Explanation Section
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Deliver the Bad News Three Techniques De-Emphasize the Bad News Use a Conditional Statement Focus on the Positive Courtesy Clarity
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Close on a Positive Note Build Goodwill Suggest Action Look to the Future Avoid Negativity Limit Correspondence Remain Optimistic Practice Sincerity
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Adapting to Your Audience CulturalDifferencesCulturalDifferences Internal Versus External Audiences Internal Versus External Audiences
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Cultural Differences Proper Tone OrganizationOrganization Cultural Conventions
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter The Type of Audience External Diversity Confidentiality Internal Timeliness Completeness
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Maintain High Standards Ethics Etiquette Laws and Regulations Human Impact Emotional Reactions
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Negative Messages Routine Business Employment Issues Organizational News
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Routine Business Requests Be Polite But Firm ConsiderAlternatives Do Not Imply Compliance Select the ApproachManage Your Time
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Status of Transactions Customer Expectations Modify Expectations Modify Expectations Resolve the Situation Resolve the Situation Repair the Relationship Repair the Relationship Have Been Set Have Not Been Set Communication Goals Consider Apology Avoid Apology
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Claims and Adjustments Things to EmployThings to Avoid Accepting Blame Making Accusations Being Negative Defaming Others Courtesy and Tact Indirect Approach Understanding Positive Attitude
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Organizational News Normal Circumstances Normal Circumstances Crisis Communication Crisis Communication
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Normal Circumstances Allow for Planning and Managing a Response Match the Approach to the Situation Consider Unique Needs of Each Group Give Each Audience Time to React
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Normal Circumstances Offer Leadership and Encouragement Stay Positive but Avoid False Optimism Minimize the Element of Surprise Seek Expert Advice When You’re Not Sure
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Crisis Communication Crisis Management Plan Speaking for the Company Speaking for the Company Contacting Key Executives Contacting Identifying Media Outlets Identifying OperationalProceduresOperationalProcedures Tasks and Responsibilities Responsibilities
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Employment Messages Recommendations Job Applications Performance Reviews Terminations
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Recommendation Letters Requested by Businesses Requested Conciseness Directness Requested by Individuals Requested Diplomacy Preparation
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Employment Applications Choose Approach State Reasons Offer Alternatives
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Performance Reviews Organizational Standards Organizational Values Improve Performance Clarify Job Requirements Provide Feedback Guide Improvements Unbiased and Objective Problem Resolution
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter NegativeReviews Confront Problems Plan the Message Respect Privacy Stay Focused Gain Commitment
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Terminating Employment Present the Reasons Avoid Litigious Wording Minimize Negativity
Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Writing Negative Messages