Chapter 8 Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Writing Negative Messages

Learning Objectives 1.The Three-Step Writing Process 2.The direct and indirect approaches 3.Routine negative messages 4.Negative employment messages 5.Negative organizational news 6.Negative information in social media Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 2

Using the Three-Step Process for Negative Messages Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 3

Plan the Message Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Purpose Medium Audience Approach

Choose the Approach Choose the Approach Will the bad news come as a shock?Will the bad news come as a shock? What does the reader prefer?What does the reader prefer? How important is the news?How important is the news? What is your relationship with the reader?What is your relationship with the reader? Do you need the reader’s attention?Do you need the reader’s attention? What is your organization’s style?What is your organization’s style? Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 5

Write the Message Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter ClarityClarity SensitivitySensitivity CredibilityCredibility EtiquetteEtiquette

Complete the Message Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter RevisingRevising ProducingProducing ProofreadingProofreading DeliveringDelivering

Using the Direct Approach for Negative Messages Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter 8 - 8

Copyright © 2012 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

Using the Indirect Approach for Negative Messages Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter

Copyright © 2012 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 © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Parts of the Negative News Message Example Buffer or Cushion Thank you for your order. We appreciate your interest in our product. Reasons or Explanation We are writing to let you know that this product has been unexpectedly popular, with over 10,000 requests on the day you placed your order. Negative News This unexpected increase in demand has resulted in a temporary out-of-stock/backorder situation. We will fulfill your order, received at 11:59 p.m. on 09/09/2009, in the order it was received. Positive Close/ Redirect We anticipate that your product will ship next Monday. While you wait, we encourage you to consider using the enclosed $5 off coupon toward the purchase of any product in our catalog. We appreciate your business and want you to know that our highest priority is your satisfaction.

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Open with a Buffer ConsiderateConsiderate NeutralNeutral

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Present the Reasons MaintainFocusDefuseEmotions Tactful Individualized Unapologetic Positive Detailed

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter State the Bad News ►Deemphasize the News ►Use a Conditional Statement ►Emphasize Positive Aspects

Turn negative into positive Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Write a Positive Close Avoid UncertaintyAvoid Uncertainty Limit CorrespondenceLimit Correspondence Express OptimismExpress Optimism Be SincereBe Sincere

Sending Negative Messages on Routine Business Matters Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter

Announcements Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Find Common Ground State the Reasons Present the Change Close the Message

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Manage your time carefully Consider the matter closed Offer alternatives, if possible Don’t imply other assistance Routine Requests

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Status of Transactions Modify Expectations Explain Your Plan Repair the Relationship

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Claims or Adjustments Things to EmployThings to Avoid Emotional Response Abusive Language Anger or Malice Negative Tone Understanding Accurate Information Courtesy and Respect Positive Tone

Sending Negative Employment Messages Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter

Requested by Businesses Requested by Businesses Conciseness Directness Requested by Individuals Requested by Individuals Diplomacy Preparation Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter RecommendationsRecommendations

Job Applications Personalize the messagePersonalize the message Express your appreciationExpress your appreciation Convey the negative newsConvey the negative news Avoid offering explanationsAvoid offering explanations Don’t imply future considerationDon’t imply future consideration Close with a positive, courteous toneClose with a positive, courteous tone Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Performance Reviews

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Negative Performance Document performance problemsDocument performance problems Evaluate employees consistentlyEvaluate employees consistently Write in a calm, objective voiceWrite in a calm, objective voice Focus on improvement opportunitiesFocus on improvement opportunities Keep job descriptions up to dateKeep job descriptions up to date

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Terminating Employment Present the ReasonsPresent the Reasons Avoid DiscriminationAvoid Discrimination Follow Policies and LawsFollow Policies and Laws Avoid Personal AttacksAvoid Personal Attacks Seek Objective ReviewSeek Objective Review Deliver in PersonDeliver in Person

Sending Negative Organizational News Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Negative Announcements Review the SituationReview the Situation Consider Each GroupConsider Each Group Minimize SurprisesMinimize Surprises Plan and ManagePlan and Manage

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Negative Announcements Seek Positive AnglesSeek Positive Angles Avoid False OptimismAvoid False Optimism Seek Expert AdviceSeek Expert Advice Employ MultimediaEmploy Multimedia

Example Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Direct DeliveryDirect ExampleIndirect DeliveryIndirect Example Positive introduction Thank you for your request for leave. Negative news message as introduction Your request for leave has been denied. Negative news message We regret to inform you that your request has been denied. Conclusion Please contact your supervisor if you need more information. Conclusion Please contact your supervisor if you need more information.

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter

Responding to Negative Information in Social Media Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Online Challenges

Respond Effectively Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Engaging Engaging Monitoring Monitoring Evaluating Evaluating Responding Responding

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter Writing Negative Messages

Practice: press release A public relations announcement issued to the news media and other targeted publications for the purpose of letting the public know of company developments Topic: IKEA MEATBALLS SCANDAL Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter

Copyright © 2012 Pearson Education, Inc. publishing as Prentice HallChapter