Business. Communication. Essentials. (Chapter 8.1)

1. Writing Bad-News Messages

©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 1

2. From The Real World

Often audiences seem to have a premonition
that bad news is coming and just as often
move to a worst-case scenario. Similarly, bad
news is difficult to contain; rumour often
precedes fact. Credibility, for you and your
organization, can hinge on the speed with
which you get the difficult information out to
communities, audiences, or individuals.
Kevin Gass, Vice-President, Marketing and Communication
B.C. Lotteries Corporation
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 2

3. Three-Step Writing Process

1
Planning
2
Writing
3
Completing
Analyze the
Situation
Organize the
Message
Revise the
Message
Investigate the
Topic
Compose the
Message
Produce the
Message
Adapt to the
Audience
©2005 Pearson
Education Canada
Proofread the
Message
Business Communication Essentials
Chapter 8 - 3

4. Strategies for Bad-News Messages

• Convey the message
• Gain acceptance
• Maintain goodwill
• Promote a good corporate image
• Minimize future correspondence
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 4

5. Audience-Centered Tone

The “You” Attitude
Positive Wording
Respectful Language
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Education Canada
Business Communication Essentials
Chapter 8 - 5

6. The Direct Approach

Flow of the Message
Bad News
Reasons
Positive
Close
Step 1
Step 2
Step 3
Substance of the Message
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 6

7. The Indirect Approach

Flow of the Message
Buffer
Reasons
Bad
News
Positive
Close
Step 1
Step 2
Step 3
Step 4
Substance of the Message
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 7

8. Begin With a Buffer

Sincere
Relevant
Not Misleading
Neutral
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 8

9. Begin With a Buffer

Respectful
Succinct
Assertive
Brief
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 9

10. Provide Reasons That Support the Refusal

• Cover positive points
• Provide relevant details
• Highlight benefits
• Minimize company policy
• Avoid apologizing
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 10

11. State the Message

De-emphasize the Bad News
Use a Conditional Statement
Focus on the Positive
Avoid Blunt Language
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 11

12. Close With Confidence

Maintain a Positive Tone
Limit Future Correspondence
Be Optimistic About the Future
Remain Confident and Sincere
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 12

13. Writing Bad-News Messages

• Routine requests
• Organizational news
• Employment
information
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 13

14.

Routine
Workplace Requests
Business
Information
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Education Canada
Invitations
and Favors
Business Communication Essentials
Chapter 8 - 14

15. The Status of Orders

Ship Part
of the Order
©2005 Pearson
Education Canada
Ship None
of the Order
Business Communication Essentials
Chapter 8 - 15

16. Claims and Adjustments

Things to Employ
Things to Avoid
Courtesy and Tact
Accepting Blame
Indirect Approach
Accusations
Understanding
Negative Language
Possible Alternatives
Defamation
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 16

17. Organizational News

Products
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Education Canada
Operations
Business Communication Essentials
Chapter 8 - 17

18. Letters of Recommendation

Requested
by Businesses
Be Direct
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Education Canada
State Facts
Requested
by Individuals
Practice
Diplomacy
Business Communication Essentials
Recognize
Feelings
Chapter 8 - 18

19. Performance Reviews

Review Job
Requirements
Provide
Feedback
Develop a
Plan of Action
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 19

20. Negative Performance Reviews

• Confront the problem
• Plan the message
• Maintain privacy
• Focus on the problem
• Obtain commitment
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 20

21. Employment Applications

Use a
Direct Approach
State Reasons
Clearly
Suggest
Alternatives
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 21

22. Real World Applications

If company policy changes, should you
explain those changes to employees and
customers at about the same time, or
should you explain to the employees
first? Why or why not?
Let’s discuss!
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 22

23. Real World Applications

Is intentionally de-emphasizing bad
news the same as distorting graphs and
charts to de-emphasize unfavourable
data? Why or why not?
Let’s discuss!
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 23