1. Chapter 7
Negative Messages

2. Possible Negative Messages
To Employees/Potential Employees
Announcing layoffs, firing people
Turning down job applicants
Reducing benefits, salaries
Changing procedures—with negative effect 2
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 2

3. Possible Negative Messages
To Customers
Denying customer claims
Increasing prices
Revealing delivery or service problems
Announcing product recalls 2
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 3

4. More Negative Messages
To Investors
Revealing poor financial performance
Disclosing criminal investigations
To the Community
Refusing donations
Explaining environmental issues (chemical spills, etc.)
What else would you add to this list? 2
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 4

5. Communicating Bad News: Goals
Explaining clearly and concisely—to help receiver understand and accept the bad news
Projecting a professional image—to promote a positive image of yourself and your organization
Conveying empathy and sensitivity—to show respect for the receiver
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 5

6. Goals in Communicating Negative News
Being fair—to show that the decision was impartial and rational
Maintaining friendly relations—to show your desire to continue relations with the receiver
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 6

7. The Direct Strategy
Bad
News
Reasons
Closing
The direct strategy is appropriate for delivering negative news in some situations.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 7

8. When to Use the Direct Strategy
Bad news is insignificant and not damaging
Receiver may overlook the bad news
Organization or receiver prefers directness
Firmness is necessary
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 8

9. Common Reactions to Bad News
Delivery delay
Product recall
Credit refusal
Billing error
Price increase
Layoffs
Disappointment
Irritation
Anger
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 9

10. How to Diminish Negative Feelings
Let the reader know the reasons for the rejection.
Reveal the bad news with sensitivity.
Disappointment
Irritation
Anger
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 10

11. The Indirect Strategy
Buffer
Reasons
Bad
News
Closing
Use the indirect strategy when you care about how a message will affect the receiver.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 11

12. When to Use the Indirect Strategy
Bad news is personally upsetting
Receiver will have a hostile reaction
Customer relations will be threatened
Bad news is unexpected
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 12

13. The Indirect Strategy
Buffer
Reasons
Bad
News
Closing
The indirect strategy prepares the reader before receiving the bad news, thus softening the impact of the bad news.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 13

14. Possible Buffers Best news Facts Compliment Understanding Appreciation
Reasons
Bad
News
Closing
Best news
Compliment
Appreciation
Agreement
Facts
Understanding
Review
Apology
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 14

15. How to Apologize Effectively
Apologize sincerely.
Accept responsibility.
Use good judgment.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 15

16. Evaluating Buffer Statements
How effective are the following openings for a letter that refuses a job applicant?
Quick Check
Unfortunately, your application for employment cannot be considered.
Poor: Reveals the bad news bluntly.
We sincerely regret that we will not be able to invite you for an interview.
Poor: Sounds phony and canned.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 16

17. Evaluating Buffer Statements
How effective are the following openings for a letter that refuses to grant credit?
We are delighted to receive your application for credit.
Poor: Gives false hope.
The recent resurgence of interest in the stock market caught many of us by surprise.
Poor: Is not relevant.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 17

18. Evaluating Buffer Statements
How effective are the following openings when refusing a request for a donation?
Your request for a monetary contribution has been referred to me for reply.
Poor: Fails to engage the reader.
We appreciate the fine work your organization is doing to provide early childhood programs that meet the needs of parents and very young children.
Effective: Compliments reader without suggesting approval.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 18

19. Presenting the Reasons
Buffer
Reasons
Bad
News
Closing
Explain clearly.
Cite reader or other benefits, if possible.
Explain company policy, if relevant.
Choose positive words.
Show that the matter was treated seriously and fairly.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 19

20. Revealing the Bad News
Buffer
Reasons
Bad
News
Closing
To reveal the bad news with sensitivity, apply the following techniques for cushioning the bad news:
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 20

21. Cushioning the Bad News
Avoid the spotlight. Put the bad news in the middle of a paragraph halfway through the message.
Use a long sentence. Don’t put the bad news in a short, simple sentence.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 21

22. Cushioning the Bad News
Place the bad news in a subordinate clause.
Although we have no opening for an individual with your qualifications at this time, we are pleased that you thought of us when you started your job search.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 22

23. Cushioning the Bad News
Be clear but not overly graphic.
Instead of this:
Our investigation reveals that you owe three creditors large sums and that you were fired from your last job.
Try this:
Our investigation reveals that your employment status and financial position do not meet our minimum requirements.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 23

24. Cushioning the Bad News
Use passive-voice verbs.
Passive-voice verbs focus attention on actions rather than on personalities. They are useful in being tactful.
Instead of this:
We cannot make a contribution at this time.
Try this:
A contribution cannot be made at this time.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 24

25. Converting Active to Passive Voice
Active Voice:
Passive Voice:
I cannot issue a cash refund for your return.
A cash refund cannot be issued for your return.
We cannot process your application this month.
Your application cannot be processed this month.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 3, Slide 25

26. Converting Active to Passive Voice
Active Voice:
Passive Voice:
We sell our products only through franchised retailers.
Our products are sold only through franchised retailers.
Mark made a programming error that delayed our project.
A programming error was made that delayed our project.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 3, Slide 26

27. Cushioning the Bad News
Accentuate the positive.
Describe what you can do instead of what you cannot do.
Instead of this:
We cannot ship your order until next week.
Try this:
Your order will ship next week.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 27

28. Cushioning the Bad News
Imply the refusal.
Instead of this:
We cannot contribute to your charity this year.
Try this:
Although all our profits must be reinvested in our company this year, we hope to be able to support your future fund-raising activities.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 28

29. Cushioning the Bad News
Suggest a compromise or an alternative.
Although the cashmere sweater cannot be sold at the incorrectly listed price of $18, we can allow you to purchase this $218 item for only $118.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 29

30. Closing Pleasantly Avoid poor endings:
Buffer
Reasons
Bad
News
Closing
Avoid poor endings:
Cliché (We apologize for any inconvenience this may cause.)
Insincere (We regret this with all our hearts.)
Inappropriate (We really screwed up.)
Self-serving (You made us feel so bad.)
Avoid mentioning the refusal again.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 30

31. Closing Pleasantly Options for personalizing the closing:
Buffer
Reasons
Bad
News
Closing
Options for personalizing the closing:
A forward look
An alternative
Good wishes
Freebies
Resale or sales promotion
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 31

32. Rejecting Requests
Requests may be for favors, money, information, or action.
Favors may come from charities, friends, or business partners.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 32

33. Rejecting Requests Use the indirect strategy.
Begin with a buffer acknowledging the request.
Explain why you cannot grant the request.
Imply the refusal if possible.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 33

34. Writing Plan: Rejecting Requests
Buffer
Reasons
Bad
News
Closing
Start with a neutral statement on which both reader and writer can agree:
Include a key idea or word that acts as a transition to the reasons.
Compliment
Appreciation
Review of facts
Apology
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 34

35. Writing Plan: Rejecting Requests
Buffer
Reasons
Bad
News
Closing
Present valid reasons for the refusal.
Avoid words that create a negative tone.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 35

36. Writing Plan: Rejecting Requests
Buffer
Reasons
Bad
News
Closing
Position the bad news strategically, using the passive voice, accentuating the positive, or implying a refusal.
Suggest a compromise, alternative, or substitute, if possible.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 36

37. Writing Plan: Rejecting Requests
Buffer
Reasons
Bad
News
Closing
Renew good feelings with a positive statement.
Avoid referring to the bad news.
Include resale or sales promotion material, if appropriate.
Look forward to continued business.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 37

38. Denying Claims
Be careful when refusing emotionally involved receivers.
Don’t blame customers, even if they are at fault.
Avoid you statements that sound preachy.
Use neutral, objective language.
Offer resale information, if appropriate.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 38

39. Refusing Credit Four goals in conveying credit refusals:
Avoiding language that causes hard feelings
Retaining customers on a cash basis
Preparing for possible future credit without raising false expectations
Avoiding disclosures that could cause a lawsuit
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 39

40. Damage Control With Customers
Call the individual involved.
Describe the problem and apologize.
Explain the following:
Why the problem occurred
What you are doing to resolve the problem
How you will prevent the problem from happening again
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 40

41. Damage Control With Customers
Follow with a letter that does the following:
Documents details discussed in the phone call
Promotes goodwill
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 41

42. Bad News in Organizations
Delivering bad news personally
Gather all the information.
Prepare and rehearse.
Explain past, present, and future.
Consider taking a partner.
Think about timing.
Be patient with the reaction.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 42

43. Writing Plan: Employee Bad News
Buffer
Reasons
Bad
News
Closing
Open with a neutral or positive statement that transitions to the reasons for the bad news.
Consider mentioning the best news, a compliment, appreciation, agreement, or solid facts.
Show understanding.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 43

44. Writing Plan: Employee Bad News
Buffer
Reasons
Bad
News
Closing
Explain the logic behind the bad news.
Provide a rational explanation using positive words and displaying empathy.
Try to show reader benefits, if possible.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 44

45. Writing Plan: Employee Bad News
Buffer
Reasons
Bad
News
Closing
Position the bad news so that it does not stand out.
Be positive but don’t sugarcoat the bad news.
Use objective language.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 45

46. Writing Plan: Employee Bad News
Buffer
Reasons
Bad
News
Closing
Provide an alternative, if one exists.
If appropriate, describe what will happen next.
Look forward positively.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 46

47. “The price of greatness is responsibility.”
--Sir Winston Churchill
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 7, Slide 47

48. END