1. Composing Negative Messages
Presenters:
Pamelajean Phair
Harmeet Singh
Mehtab Singh
Chelsea Maidment

2. Composing Negative Messages Organizing Negative Messages Writing Negative Messages to Superiors Writing Negative Messages to Peers & Subordinates Reasons for Refusals Incorporating PAIBOC in Negative Messages

3. Organization of Negative Messages
Begin with a buffer or a neutral statement
Explain your refusal
State the negative message once, make it clear
End with a positive and optimistic statement

4. Whenever writing a negative message always begin with a buffer or a neutral statement
Preparation statement
Something agreed upon, or a thank you
Serving harmony
Buffer serving a purpose

5. Introduce the refusal by explanation
Prepares the reader to accept refusal
Clear and convincing reasons
Avoid saying there is nothing you can do
Omit any weak reasoning, keep reasons to a few strong ones

6. State the refusal Clearly and directly
Exclude reasoning from the refusal statement, keep the two separate
Never put refusal in a paragraph of its own
Must ensure refusal is absolutely clear
Sometime you may be able to imply the refusal

7. Present an alternative or compromise
Doing so shows empathy and proves you care to help solve the readers problems
This allows the reader to still get what they want
Presents yourself and organization positively, helps build goodwill
Allow the reader to have the freedom back that was taken away from the refusal originally

8. End positively Save a very good alternative to the end of the refusal
The ending should “look to the future”
Avoid any statements that are cliched or not in the favour of the reader

9. Details about the buffer
The buffer allows that writer to delay the negative message
Buffers are a good idea if you know the reader is wanting a common agreement
The buffer should not be positive nor negative; the reader should not be mislead about the refusal
Examples, good news, references to enclosures, etc .

10. Using a buffer appropriately
Omit the buffer when:
If the reader prefers bottom line messages such as a CEO or corporate director
If the reader is suspiciously or extremely angry
If the reader will not take no for an answer
If the reader might ignore a letter with a neutral or bland first paragraph

11. Giving Bad News to Superiors
Describe the Problem
Tell how it happened
Describing the options for fixing it
Recommend a solution and ask for action

12. Giving Bad News to Peers and Subordinates
Describe the Problem
Present an alternative, if one is available
If possible, ask for input or action

13. Whatever the medium, the context of communication is crucial
Whatever the medium, the context of communication is crucial. The reader’s reaction is influenced by the answers to these questions:
Do you and the reader have a good relationship?
Does the organization treat people well?
Have readers been warned of possible negatives?
Have readers “bought into” the criteria for the decision?
Do communications following the negative build goodwill?

14. Reasons for Refusing
Make the reason for refusal clear and convincing in terms of audience’s needs and wants.
Always give better reason rather than giving a weak one.
Avoid saying that you cannot do something.
If you have several reasons for saying no, use only those that are strong and watertight.

15. Organizing Negative Letters to Customers
Provide a buffer, if possible.
Give the reason for the refusal before the refusal itself when you have a reason that readers will understand and accept.
Give the negative just once, clearly.
Present an alternative or compromise, if one is available.
End with a positive, forwarding- looking statement .

16. Refusals There are two types of refusals.
Direct Refusals: you cannot get insurance for just one month.
Implied Refusal: The shortest term for an insurance policy is six months.

17. Alternatives
It offers the reader another way to get what he or she wants.
It also suggest that you really care about the reader and about meeting his or her needs.
It enables the reader to re-establish the psychological freedom you limited when you said no.
It allows you to end on a positive note and this to present yourself and your organization as positive , friendly, and helpful.

18. How to do Endings ?
If you are a goal alternative organisation then in the end give offer and discount to the customer.
The best ending look to the future.
If you want to maintain goodwill and retain positive business relationships then, End Sincerely.
Avoid endings that seen insincere or clichéd.

19. Incorporating PAIBOC in Negative Messages
Purpose
Audience
Information
Benefits
Objections
Context

20. Purpose
What is the purpose of the message being communicated?

21. Audience Who is the message being communicated to?
What are the characteristics of the audience?

22. Information
What information must your message include?

23. Benefits
What reasons or benefits can be included to positively support the message?

24. Objective
What objections can you expect the recipient of the message to have?
Should you de-emphasize any elements of your message?

25. Context How will the context effect the recipients response?
What is your relationship with the recipient?

26. Maslow's Hierarchy

27. Checklist for Negative Messages