bcpp6e ippt ch10

Business Communication: Process and Product, 6eMary Ellen Guffey

Copyright © 2008

Chapter 10Chapter 10Negative Negative MessagesMessages

Mary Ellen Guffey, Business Communication: Process and Product, 6e

Ch. 10, Slide 2

Negative MessagesNegative MessagesThe IndirectPattern

Delivering Bad News Sensitively

Avoiding LegalProblems

Damage Controlwith Customers

CommunicatingBad News: Goals

The 3-x-3 Writing Process


Ch. 10, Slide 3

© Tom Grill / Corbis

Primary Goals Make the receiver

understand and accept the bad news

Maintain a positive image of you and your organization

Goals in Goals in Communicating Bad Communicating Bad NewsNews


Ch. 10, Slide 4

© Tom Grill / Corbis

Secondary Goals Reduce bad feelings Convey fairness Eliminate future

correspondence Avoid creating legal

liability or responsibility for you or your organization.

Goals in Goals in Communicating Bad Communicating Bad NewsNews


Ch. 10, Slide 5

The Indirect PatternThe Indirect PatternA neutral or positive opening that does not reveal the bad news

BufferBuffer

An explanation of the causes for the bad newsReasonsReasonsA clear but understated announcement of the bad news; may include alternative or compromise

Bad NewsBad News

A neutral or positive opening that does not reveal the bad news

ClosingClosing


Ch. 10, Slide 6

Analyze the bad news. Anticipate the effect of

the bad news on the receiver.

If the bad news is serious, use techniques to reduce the pain.

If the bad news is minor, announce it directly.

Applying the Applying the Writing ProcessWriting Process

Prewriting

AnalyzeAnticipateAdapt


Ch. 10, Slide 7


Gather information and brainstorm for ideas.

Jot down all reasons you have to explain the bad news.

List your strongest reasons first.

Outline the indirect pattern.

WritingResearchOrganizeCompose


Ch. 10, Slide 8

Put yourself in the receiver’s shoes.

Is the message too blunt? Too subtle? Is it clear?

Proofread for format, punctuation, and correctness.

RevisingEditProofreadEvaluate



Ch. 10, Slide 9

Avoiding Three Avoiding Three Causes of Legal Causes of Legal ProblemsProblemsAbusive language

Language that harms a person’s reputation

Defamation

Libel

SlanderWritten defamationSpoken defamation


Ch. 10, Slide 10

Avoiding Three Avoiding Three Causes of Legal Causes of Legal ProblemsProblemsCareless language

Statements that are potentially damaging or that could be misinterpreted

Example: The factory is too hazardous for tour groups.


Ch. 10, Slide 11

Avoiding Three Avoiding Three Causes of Legal Causes of Legal ProblemsProblems

Dangerous statements that ease your conscience or make you look good (I thought you were an excellent candidate, but we had to hire…).As an agent of the organization, express only views of the organization.

The good-guy syndrome


Ch. 10, Slide 12

Avoiding Three Avoiding Three Causes of Legal Causes of Legal ProblemsProblems Use plain paper for your personal

views or business. Avoid supplying information that

could be misused. Don’t admit or imply responsibility without checking with legal counsel.


Ch. 10, Slide 13

Cautious explanationReader or other benefitsCompany policy explanationPositive wordsEvidence that matter

was considered fairly and seriously

Four-Part Strategy for Four-Part Strategy for Delivering Bad NewsDelivering Bad News

Buffer ReasonsBest newsComplimentAppreciationAgreementFactsUnderstandingApology


Ch. 10, Slide 14

Forward lookInformation about alternativeGood wishesFreebiesResaleSales Promotion

Four-Part Strategy for Four-Part Strategy for Delivering Bad NewsDelivering Bad News

Bad News ClosingEmbedded placementPassive voiceImplied refusalCompromiseAlternative


Ch. 10, Slide 15

Techniques for Delivering Techniques for Delivering Bad News SensitivelyBad News Sensitively

Buffering the Opening Start with the part of the message

that represents the best news. Pay a compliment, show

appreciation for a past action, or refer to something mutually understood.


Ch. 10, Slide 16


Avoid raising false hopes or thanking the receiver for something you are about to refuse.

Consider apologizing if you or your company erred. If you apologize, do so sincerely and take responsibility.

Buffering the Opening


Ch. 10, Slide 17

Techniques for Delivering Techniques for Delivering Bad News SensitivelyBad News SensitivelyPresenting the Reasons Explain clearly why the request

must be denied, without revealing the refusal.

Show how your decision benefits the receiver or others, if possible.


Ch. 10, Slide 18

Techniques for Delivering Techniques for Delivering Bad News SensitivelyBad News Sensitively Explain company policy without

using it as an excuse. Choose positive words. Avoid

negative words such as cannot, claim, denied, error, failure, unwitting.

Show that the matter was treated seriously and fairly.

Presenting the Reasons


Ch. 10, Slide 19


Cushioning the Bad News Consider positioning the bad news

strategically by sandwiching it between other sentences.

Consider subordinating the bad news (although we can’t loan our equipment, we wish you well in…)

Consider using the passive voice (although our equipment can’t be loaned…).


Ch. 10, Slide 20


Accentuate the positive by describing what you can do, not what you can’t do.

Consider implying the refusal, but be sure it is clear.

Suggest a compromise or an alternative, if available.

Cushioning the Bad News


Ch. 10, Slide 21

Techniques for Delivering Techniques for Delivering Bad News SensitivelyBad News SensitivelyClosing Pleasantly

Look forward to future relations. Supply more information about an

alternative, if you have presented one.

Offer good wishes, compliments, or freebies (coupons, samples, gifts).

Avoid referring to the refusal. Use resale or sales promotion if

appropriate.


Ch. 10, Slide 22

1. Call the individual involved.2. Describe the problem and apologize.3. Explain

a. Why the problem occurredb. What you are doing to resolve itc. How you will prevent it from happening

again.4. Follow up with a letter that documents

the phone call and promotes goodwill.

Damage Control: Dealing Damage Control: Dealing With Disappointed With Disappointed CustomersCustomers


Ch. 10, Slide 23

““Before”—Ineffective Before”—Ineffective Customer Request Customer Request RefusalRefusal

Dear Ms. Trumbo:We regret to inform you that we cannot allow you to convert the lease payments you have been making on your Canon X1000 color copier toward its purchase, much as we would love to. We understand that you have been making regular payments for the past 16 months.Our established company policy prohibits such conversion of leasing monies. Perhaps you have noticed that we offer extremely low leasing and purchase prices. Obviously, these low prices would never be possible if we agreed to many proposals such as yours. Because we are striving to stay in business, we cannot agree to your request asking us to apply all 16 months of rental payments toward the purchase of our popular new equipment.It is our understanding, Ms. Trumbo, that you have had the Canon X1000 color copier for 16 months, and you claim that it has been reliable and versatile. We would like to tell you about another Canon model—one that is perhaps closer to your limited budget.Sincerely,


Ch. 10, Slide 24

Critical Thinking QuestionsCritical Thinking Questions1.What is the purpose of the

letter? What goals should the sender have?

2.What prevents this letter from achieving those goals?

3.What pattern of development would work best for this letter? Has it been followed?


Ch. 10, Slide 25

Critical Thinking QuestionsCritical Thinking Questions4.What idea could be used as

a buffer to open an improved version of this letter? Write a buffer.

5.How could the bad news be subordinated? Write a statement that subordinates the bad news.

6.What friendly news could be used in the closing? Write a closing statement.


Ch. 10, Slide 26

““After”—Improved After”—Improved Refusal of RequestRefusal of Request

Dear Ms. Trumbo:We’re happy to learn that you are enjoying the use of the Canon X1000 color copier you’ve been leasing for the past 16 months.Like our many other customers, Ms. Trumbo, you have discovered that Canon copiers supply remarkable versatility and reliability. One of the reasons we’re able to offer these outstanding copiers at such low leasing rates and equally low purchase prices is that we maintain a slim profit margin. If our program included a provision for applying lease payments toward purchase prices, our overall prices would have to be higher. Although lease payments cannot be credited toward purchase price, we can offer you other Canon models that are within your price range. The Canon 600 delivers the same reliability with nearly as many features as the top-of-the-line Canon X1000.Please let us demonstrate the Canon 600 to your staff in your office, Ms. Trumbo. Our representative, Seth Simmons, will call you during the week of May 5 to arrange an appointment.Sincerely,


Ch. 10, Slide 27

BufferBuffer Provide some good news (if

possible), praise, appreciation, agreement, or understanding.

Discuss facts leading to the reasons section.

Managing Negative Managing Negative Organization NewsOrganization News


Ch. 10, Slide 28

Explain what caused the decision necessitating the bad news.

Use objective, nonjudgmental, and nondiscriminatory language.

Show empathy and fairness.

ReasonsReasons



Ch. 10, Slide 29

Explain the bad news clearly, but don’t accentuate it.

Avoid negative language.

Bad NewsBad News



Ch. 10, Slide 30

End on a positive, friendly note. For job refusals, extend good wishes.

ClosingClosing


EndEnd Mary Ellen Guffey, Business Communication: Process and Product, 6e

Ch. 10, Slide 31

bcpp6e ippt ch10

Education