Chapter 9 Negative Messages © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 9 Negative Messages Business Communication: Process and Product, 8e Mary Ellen Guffey & Dana Loewy

Goals in Conveying Unfavorable News Explaining clearly and completely Projecting a professional image Conveying empathy and sensitivity Being fair Maintaining friendly relations

Applying the 3-x-3 Writing Process Phase 1: Analysis, Anticipation, and Adaptation Analyze the bad news. Anticipate its effect on the receiver. Announce the bad news directly if the disappointment will be mild. Use techniques to reduce the pain if the bad news is serious.

Applying the 3-x-3 Writing Process Phase 2: Research, Organization, and Drafting Gather information. Brainstorm for ideas. Jot down all reasons you have to explain the bad news.

Applying the 3-x-3 Writing Process Phase 2: Research, Organization, and Drafting Present only the strongest and safest reasons. Include ample explanation of the negative situation. Avoid fixing blame.

Applying the 3-x-3 Writing Process Phase 3: Revision, Proofreading, and Evaluation Read the message carefully to ensure that it says what you intend. Check the wording to be sure you are concise without being abrupt. Read the sentences to see if they sound like conversation and flow smoothly.

Applying the 3-x-3 Writing Process Phase 3: Revision, Proofreading, and Evaluation Make sure the tone is friendly and respectful. Check format, grammar, and mechanics. Evaluate the message: Is it too blunt? Too subtle? Is it clear, but professional?

Avoiding Legal Liability in Conveying Negative News Abusive language—including abusive language on social networking sites such as Facebook and Twitter Careless language—statements that are potentially damaging or subject to misinterpretation The good-guy syndrome—dangerous statements that ease your conscience or make you look good

Analyzing Negative News Strategies Direct Strategy Indirect Strategy

When to Use the Direct Strategy When the bad news is not damaging When receiver may overlook the bad news When the organization or receiver prefers directness When firmness is necessary

When to Use the Indirect Strategy When the bad news is personally upsetting When the bad news will provoke a hostile reaction When the bad news threatens the customer relationship When the bad news is unexpected

Comparing Strategies for Delivering Negative News Direct Strategy Indirect Strategy Bad News Reasons Pleasant Close Buffer Reasons Bad News Pleasant Close

What is a Buffer? A device to reduce shock or pain A neutral, but meaningful statement that makes the reader continue reading A concise, relevant first paragraph providing a natural transition to the explanation that follows

Presenting the Reasons for the Negative News Explain the reasons leading up to the no clearly. Cite reader benefits or benefits to others, if plausible. Explain the rationale behind your company’s policy. Choose positive words to keep the reader in a receptive mood. Show fairness and serious intent.

Closing Pleasantly Forward look—Anticipate future relations or business. Alternative—Give follow-through advice or offer an alternative, if available. Good wishes—Express sincere feelings, e.g., thank the reader, if applicable. Freebies—Send a coupon, sample, or gift, if available, to restore confidence. Resale or sales promotion—Invite the reader to consider your other products or services.

Apologizing Effectively in the Digital Age: The 5Rs Recognition—Acknowledge the specific offense. Responsibility—Be personally accountable. Remorse—Embrace “I apologize” and “I’m sorry.” Restitution—Explain what exactly you will do about it. Repeating—Promise it won’t happen again and mean it.

Saying No to Typical Requests and Claims Requests for favors, money, information, and action Invitations Claims from disappointed customers Serious problems with orders Rate increases and price hikes Credit refusals

Dealing With Unhappy Customers in Print and Online Call or e-mail the individual or reply to his or her online post within 24 hours. Describe the problem and apologize.

Dealing With Unhappy Customers in Print and Online Explain the following: Why the problem occurred What you are doing to resolve it How you will prevent it from happening again

Dealing With Unhappy Customers in Print and Online Promote goodwill by following up with a message that documents the phone call or acknowledges the online exchange of posts.

Responding by E-Mail and in Hard Copy Written messages are important in these situations: When you cannot reach the customer personally When you need to establish a record of the incident When you wish to confirm follow-up procedures When you want to promote good relations

Why Consumers Complain Online Customers may receive faster responses to tweets than to customer service calls. Griping in public may help other consumers avoid the same problems. Public complaints can improve the complainer’s leverage in solving a problem. Sending a 140-character tweet is much easier than writing a complaint e-mail.

Managing Negative News Online What smart businesses do: Recognize social networks as an important communication channel. Become proactive and join the fun. Monitor and embrace comments.

Managing Bad News Within Organization Telling the boss that something went wrong Confronting an employee about poor performance Announcing declining profits, lost contracts, harmful lawsuits, public relations controversies, and changes in policy

Delivering Bad News in Person Use the indirect strategy if you know the news will upset the receiver.

Delivering Bad News to Individuals or Groups Gather all the information. Prepare and rehearse. Explain past, present, and future. Consider taking a partner. Think about timing. Be patient with the reaction.

Announcing Bad News to Employees and the Public Smart organizations involved in a crisis usually communicate the news openly. Managers explain the organization’s side of the story honestly and promptly. Morale can be destroyed when employees learn bad news through the grapevine or from the media.

Announcing Bad News to Employees and the Public Whenever possible, management may want to deliver bad news personally. Organizations deliver bad news through multiple channels, print and digital.