1. Chapter 9 Negative Messages
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Chapter 9 Negative Messages
Business Communication:
Process and Product, 8e
Mary Ellen Guffey & Dana Loewy

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

3. 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.

4. 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.

5. 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.

6. 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.

7. 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?

8. 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

9. Analyzing Negative News Strategies
Direct Strategy
Indirect Strategy

10. 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

11. 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

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

13. 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

14. 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.

15. 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.

16. 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.

17. 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

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

19. 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

20. 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.

21. 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

22. 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 .

23. 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.

24. 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

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

26. 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.

27. 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.

28. 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.