Writing Negative Messages Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Learning Objectives Apply the three-step writing process to negative messages Compare and contrast the direct and indirect approaches to negative messages, including when it is appropriate to use each one Identify the risks of using the indirect approach and explain how to avoid problems Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Learning Objectives Explain the importance of maintaining high standards of ethics and etiquette when delivering negative messages Explain the role of communication in crisis management List and discuss three guidelines for delivering negative news to job applicants Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Goals of Negative Messages Convey the message Gain acceptance of the bad news Maintain as much goodwill as possible Maintain a good corporate image Minimize future correspondence Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

The Three-Step Process Planning Writing Completing Analyze Situation Gather Information Select Medium Get Organized Revise Produce Message Proofread Message Distribute Message Adapt to the Audience Compose the Message Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Negative Messages Consider alternate approaches Acknowledge cultural variations Consider audience characteristics Maintain ethical standards Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Choosing the Approach Predicting the audience’s reaction Knowing the audience’s preferences Judging the importance of the news Preserving working relationships Getting the reader’s attention Following organizational guidelines Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

The Direct Approach State the bad news Give reasons End with a positive close Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

The Indirect Approach Begin with a buffer Provide reasons and information State the bad news Close with confidence Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Open With a Buffer Respectful Relevant Neutral Transitional Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Reasons and Information Explanation section Guide readers’ responses Provide sufficient details for support Explain company policy Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Deliver the Bad News De-emphasize the bad news Use a conditional statement Focus on the positive Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Close on a Positive Note Avoid a negative, uncertain conclusion Limit future correspondence Be optimistic about the future Be sincere Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Adapt to Your Audience Cultural differences Internal versus external audiences Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Cultural Differences Proper tone Organization Cultural conventions Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

The Type of Audience Internal External Timeliness Completeness Diversity Confidentiality Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Maintain High Standards Ethics and etiquette Laws and regulations Human impact Emotional reactions Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Challenges of Negative Business Messages Distorting the message Whistleblowing Self-control Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Negative Messages Routine business matters Employment messages Organizational news Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Routine Business Requests Select the approach Manage your time Be polite but firm Consider alternatives Do not imply compliance 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. Consider the following points as you develop your routine negative messages: Select the approach (direct or indirect) Manage your time carefully. If the matter is closed, don't imply that it's still open. Offer alternative ideas if you can. Don't imply that other assistance or information might be available if it isn't. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Status of Transactions Customer expectations Have been set Have not been set Communication goals Modify expectations Resolve the situation Repair the relationship Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Claims and Adjustments Things to employ Courtesy and tact Indirect approach Understanding Positive attitude Things to avoid Accepting blame Making accusations Being negative Defaming others Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Organizational News Normal circumstances Crisis communication Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Normal Circumstances Match the approach to the situation Consider unique needs of each group Give each audience time to react Allow time to plan/manage response Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Normal Circumstances Stay positive but avoid false optimism Minimize the element of surprise Seek expert advice when needed Offer leadership and encouragement Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Crisis Communication Crisis management plan Operational procedures Tasks and responsibilities Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Employment Messages Answering recommendation requests Reviewing job applications Reviewing performance Terminations Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Recommendation Letters Requested by businesses Conciseness Directness Requested by individuals Diplomacy Preparation Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Employment Applications Choose an approach carefully State why applicant was not selected Close by suggesting alternatives Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Performance Reviews Improve performance Clarify job requirements Give employees feedback Develop a plan of action Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Negative Reviews Confront the problem Plan the message Respect privacy Focus on the problem Obtain commitment Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Terminating Employment Present the reasons Choose your words carefully Minimize negative feelings Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall