1. In negative messages, the basic information is negative, and you expect that the reader may be disappointed or angry.

2. To learn how to Negative Messages
Give bad news while retaining goodwill.
Continue to write effective subject lines.
Organize negative messages.
Write buffers.

3. To learn how to Negative Messages
Write common kinds of negative messages.
Continue to analyze business communication situations.

4. Start by answering these questions:
Negative Messages
Start by answering these questions:
What’s the best subject line for a negative message?
How should I organize negative messages?
When should I consider using a buffer?

5. Start by answering these questions:
Negative Messages
Start by answering these questions:
What are the most common kinds of negative messages?
How can PAIBOC help me write negative messages?

6. Negative Messages Include
Rejections and refusals.
Policy changes that don’t benefit customers.
Insulting or intrusive requests.
Negative performance appraisals.
Product recalls.
While few people prefer to get bad news, negative messages occur in the workplace. Those listed here are among the more common negative messages.

7. Purposes of Negative Messages
Primary Purposes
To give the reader bad news.
To have the reader read, understand, and accept the message.
To maintain as much goodwill as possible.
A negative message differs from an informative or positive one because the basic information is negative. However, the bad news may still be given to audiences while maintaining goodwill.

8. Purposes of Negative Messages continued
Secondary Purposes
To build a good image of the writer.
To build a good image of the writer’s organization.
To reduce or eliminate future correspondence on the same subject.
Even with a negative message, you want to maintain a good image of yourself and your organization with the reader.

9. For Bad News to Customers
Give the reason for the refusal before the refusal itself when readers will understand and accept the reason.
Give the negative just once, clearly.
The pattern for giving bad news to customers and others outside your organization puts the reasons ahead of the actual bad news. This indirect approach gives you the opportunity to share clear and convincing reasons before the audience might react emotionally to the bad news. You may be able to imply the negative, but you must do so clearly.

10. For Bad News to Customers continued
Present an alternative or compromise, if one is available.
End with a positive, forward-looking statement.
Where possible, present an alternative. Because negative messages limit the reader’s freedom, he or she may assert their freedom in some other way, called Psychological Reactance. An alternative allows the reader freedom without hurting you.

11. Offer the reader another way to get what’s wanted.
Alternatives
Offer the reader another way to get what’s wanted.
Suggest the writer really cares about the reader.
Enable the reader to reestablish psychological freedom.
Allow you to end on a positive note.
Good alternatives offer a compromise between the writer and the reader. Consider the appropriate alternative for the situation rather than a “one size fits all” approach.

12. For Bad News to Superiors
Describe the problem.
Tell how it happened.
Describe the options for fixing it.
Recommend a solution and ask for action.
Superiors expect you to solve small problems on your own. In other situations that require the superior’s involvement, you should provide information on the problem but also recommend a solution for fixing it.

13. For Bad News to Subordinates
Describe the problem.
If possible, ask for input or action.
Present an alternative or compromise, if one is available.
Serious negatives likely will come as no surprise to peers and subordinates. In other situations, audiences will need to be made aware of the situation. Where possible, invite their participation in a solution.

14. Influences on Audience Reaction
Do you and the readers have a good relationship?
Does the organization treat people well?
Have readers been warned of possible negatives?
Peers and subordinates may react to messages based on these factors. Therefore, carefully analyze the context of the message before writing it.

15. Influences on Audience Reaction continued
Have readers “bought into” the criteria for the decision?
Do communications after the negative build goodwill?

16. Types of Buffers
Start with any good news or positive elements the letter contains.
State a fact or provide a chronology of events.
Refer to enclosures in the letter.
Thank the reader for something he or she has done.
State a general principle.
A buffer is a neutral or positive statement that allows you to delay the negative. While recent research suggests buffers do not make readers respond more positively, if the situation calls for a buffer or the reader prefers one, use it. Buffers in negative messages come at the very beginning of the message.

17. Three Difficult Negative Messages
Rejections and Refusals
Disciplinary Notices and Negative Performance Appraisals
Layoffs and Firings
These negative messages are among the more difficult to write. In general, use a buffer when rejecting or refusing a request from someone outside of the organization. Use your knowledge of the organization’s culture and the individual to craft your message when writing a rejection or refusal within the organization. In disciplinary notices and negative performance appraisals, a direct approach without a buffer usually is preferred. Cite quantifiable observations to support the message. While layoffs and firings are usually discussed orally with audiences, a written message usually accompanies them. Start with the reason or the decision itself, and avoid a buffer.