1. Learning Objective Chapter 10 Negative Messages Copyright © 2000 South-Western College Publishing Co. Objectives O U T L I N E Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages 10 C H A P T E R

2. Learning Objective Chapter 10 Negative Messages 1.Explain how to use the Framework for Business Communication to write negative messages. 2.Put your analysis of the communication situation to work in corresponding with other people, particularly in situations involving bad news. 3.Gather and organize information so that it becomes useful, both to you and to your readers. 4.Recognize the difference between the direct approach to conveying bad news and the indirect approach, and know when to use each. 5. Draft negative messages with confidence, sensitivity, and care. 6. Recognize when to consult your legal counsel. Learning Objectives

3. Learning Objective Chapter 10 Negative Messages DEVELOPING A FRAMEWORK FOR NEGATIVE MESSAGES Gather and organize information so that it becomes useful, both to you and to your readers. Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel The dynamic forces will focus on currency, accuracy, and relevance of the information. How confident are you regarding the accuracy of information to be used for decision making? Anticipating, defining, and staying ahead of change will be particularly important. Developing a Framework for Negative Messages Dynamic Forces Challenges How to decline gracefully without giving offense.

4. Learning Objective Chapter 10 Negative Messages Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Saying “no” firmly and directly, but without giving offense. Declining a request of your time while still being able to help. Applications Employ critical thinking techniques when preparing to send a negative message. Performance Bad news for the person or people to whom you are writing. Use the same composition process as with positive and neutral messages. Developing a Framework for Negative Messages Gather and organize information so that it becomes useful, both to you and to your readers.

5. Learning Objective Chapter 10 Negative Messages Recognize the difference between the direct approach to conveying bad news and the indirect approach, and know when to use each. Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages Getting Organized Use strategies for critical thinking. DEVELOPING NEGATIVE MESSAGES Focusing on the Main Idea Keep the main idea up front. Keeping It Brief Don’t say more than is required. Rarely longer than three paragraphs. Make the document inviting, readable, and useful.

6. Learning Objective Chapter 10 Negative Messages Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages Selecting An Appropriate Tone Come to the point directly, explain what happened, sympathize or empathize, offer your best wishes, close the document. Tone conveys how the writer feels about the reader, subject, and the content of a letter. Adopt a tone appropriate to your audience, purpose, and occasion. Selecting An Approach Indirect Approach: briefly delays and softens the impact of bad news. Recognize the difference between the direct approach to conveying bad news and the indirect approach, and know when to use each.

7. Learning Objective Chapter 10 Negative Messages Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages The indirect approach involves these steps: Cushion the reader first with a buffer Explain your reasons Deliver the bad news Offer an alternative or compromise, if one is available Establish - or maintain - goodwill Conclude courteously Consider a buffer between your greeting and the reason for which you are writing A positive or neutral statement designed to soften the bad news. Recognize the difference between the direct approach to conveying bad news and the indirect approach, and know when to use each.

8. Learning Objective Chapter 10 Negative Messages Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages How do you write a buffer? One paragraph to tell the reader what the letter is about, but does not provide the bad news that will follow. Begin with good news Show appreciation Provide assurance Thank the reader for something Refer to improvements or future benefits Begin with a general principle Refer to an enclosure Solid reasons Weak reasons Recognize the difference between the direct approach to conveying bad news and the indirect approach, and know when to use each.

9. Learning Objective Chapter 10 Negative Messages Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages Direct Approach: Omit the buffer, gettting directly to the point. Saying “No” in Another Culture: could be considered as impolite. Delivering Bad New By E-Mail: bad news may require a more personal approach Recognize the difference between the direct approach to conveying bad news and the indirect approach, and know when to use each.

10. Learning Objective Chapter 10 Negative Messages Draft negative messages with confidence, sensitivity, and care. Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages Refusing a Request for a Favor What is the nature of the relationship between the writer and the reader, and the nature of the request? If a large request, make sure the refusal is clear. If a small request, try a direct approach for the refusal. DRAFTING NEGATIVE MESSAGES Declining An Invitation If you know the reader well: omit the buffer. If you don’t know the reader well: use a buffer.

11. Learning Objective Chapter 10 Negative Messages Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages Refusing a Client or Customer’s Request for Adjustment, Return, Refund, or Credit Use the indirect approach: the person will be upset. Two objectives: maintain customer goodwill enable the customer to understand the situation clearly and without confusion Refusing an Application for Credit When dealing with individuals, buffer the denial and maintain a warm, cordial tone. When dealing with a business, omit the buffer. Draft negative messages with confidence, sensitivity, and care.

12. Learning Objective Chapter 10 Negative Messages Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages Rejecting a Job Applicant A personal rejection requires a brief buffer. Don’t bury the bad news. Keep it sincere. Firing or Laying-Off an Employee When terminating for cause: Put writing only what can be proven beyond a reasonable doubt. Include only factual information and evidence relevant to the decision to fire someone. Buffer the message briefly with a factual or neutral statement. Don’t dely the news. Draft negative messages with confidence, sensitivity, and care.

13. Learning Objective Chapter 10 Negative Messages Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages Clear the letter with corporate legal counsel if the document may become an officialexhibit in a legal action. Hand the letter directly to the employee. Refusing a Job Offer Business-like in tone, professional appearance, and brief. Two objectives: Make it clear that you have decided not to accept their offer of a position Maintain goodwill Draft negative messages with confidence, sensitivity, and care.

14. Learning Objective Chapter 10 Negative Messages Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages Resiging from a Job Approach the task carefully. The document will become part of the firm’s official files and may be shared. Attempt to maintain goodwill Separate personal feelings from professiona judgement. No buffer is required. Explaining a Change in Policy, Prices, Service, or Coverage Use an indirect appoach with a buffer. Draft negative messages with confidence, sensitivity, and care.

15. Learning Objective Chapter 10 Negative Messages Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages Give the bad news and follow with the reasons for the change. Provide a thoughtful, friendly closing. Delivering a Negative Performance Appraisal Begin with the time period covered by the appraisal. Assessment of employee’s acheivements. Transition to negative aspects of employee’s performance. Document failures with facts. Include areas for improvement. Attach supporting documents. Draft negative messages with confidence, sensitivity, and care.

16. Learning Objective Chapter 10 Negative Messages Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages If you are criticizing the performance of an employee of another firm: consider a five- step strategy... 1. A direct approach with half-sentence buffer. 2. Document the incident, or failure in detail. 3. Explain in specific detail what you expected. 4. Tell the reader what you want. 5. Be courteous and professional. Delivering a Disiplinary Notice Begin with a direct approach. If rules, policies, or laws are involved - cite. Draft negative messages with confidence, sensitivity, and care.

17. Learning Objective Chapter 10 Negative Messages Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages Close the letter with a conciliatory, yet professional statement so that the employee maintains personal dignity and self-respect. Acknowledging Orders You Can’t Fill Use an indirect approach. Thank the customer for the order. Three goals: To keep the customer’s business and maintain goodwill. To make your instructions to the customer as clear, professional, and honest as possible To maintain a confident, optimistic tone. Draft negative messages with confidence, sensitivity, and care.

18. Learning Objective Chapter 10 Negative Messages Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages Writing to Apologize Most customers respond well to a sincere apology. Take the complaint seriously. Explain what happened and why. Don’t shift the blame. Don’t just write - do something. Alternative Strategies When none of the above strategies work: Offer a compromise. Refocus the isssue. Draft negative messages with confidence, sensitivity, and care.

19. Learning Objective Chapter 10 Negative Messages Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages Accentuate the positive. Use humor (sparingly). Don’t become a spokesman for someone else. Draft negative messages with confidence, sensitivity, and care.

20. Learning Objective Chapter 10 Negative Messages Recognize when to consult your legal counsel. Developing Negative Messages Drafting Negative Messages When To Consult Your Legal Counsel Developing a Framework for Negative Messages WHEN TO CONSULT YOUR LEGAL COUNSEL Legal agreements Imply a promise Break a promise Induce others to act Express a warranty Advertising claims Change the conditions of employment Offer job/ terminate job Insurance claims Defamatory claims Invasion of privacy Misprepresentation An accident Environmental impacts Equal Credit Opportunity Act Fair Credit Billing Act Fair Credit Reporting Act Fair Credit Debt Collection Act Fair Credit Billing Act Truth-in-Lending, Copyright Law, Bankruptcy Acts

21. Learning Objective Chapter 10 Negative Messages The End Copyright © 2000 South-Western College Publishing Co.