Answer the following 2 questions each with a paragraph of 8 or more sentences then I will send 4 posts to get a reply on/feedback

One post (answering the initial forum question) AND a minimum of two replies per question

Initial Form: Why is whistleblowing a controversial activity? Do a quick Google search and see if you can bring an examples to the class discussion.Initial Form: When a company suffers a setback, should you soften the impact by letting out the bad news a little at a time? Why or why not? Try and use different examples.  10: Writing Routine and Positive Messages
10-1
Chapter 10: Writing Routine and Positive Messages
LECTURE NOTES
Section 1: Strategy for Routine Requests
Learning Objective 1: Outline an effective strategy for writing routine business requests.
Much of the vital communication between a company and its customers is about routine business matters.
These messages fall into two groups:
•
•
Routine requests, asking for information or action
A variety of routine and positive messages
Making requests is a routine part of business. In most cases, the audience will be prepared to comply, as
long as the request is reasonable. By applying a clear strategy and a tailored approach to each situation,
routine requests will be efficient and effective.
Like all other business messages, a routine request has three parts: an opening, a body, and a close. When
using the direct approach:
•
•
•
Open with the main idea, which is a clear statement of the request.
Use the body to give details and justify the request.
Close by requesting specific action.
Stating Your Request Up Front
Begin routine requests by placing your initial request first; up front is where it stands out and gets the
most attention. Of course, getting right to the point should not be interpreted as license to be abrupt or
tactless. Careful presentation includes the following:
•
•
•
Pay attention to tone. Even though you expect a favorable response, the tone of your initial
request is important. Soften your request with words such as please and I would appreciate.
Assume that your audience will comply. You can generally assume that your readers will
comply with your request when the reason for it is clear and they see a benefit for themselves.
Be specific and state the need precisely.
Explaining and Justifying Your Request
The body of the message explains the request, if the circumstances require an explanation:
•
•
•
•
Make it a smooth and logical explanation, flowing from the opening remarks.
If appropriate, explain how the reader could benefit from taking the requested action.
If you have multiple questions or requests, ask the most important one first.
Ask only relevant questions that are central to the main request.
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10: Writing Routine and Positive Messages
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Requesting Specific Action in a Courteous Close
The close of a routine request should include three important elements:
•
•
•
A specific request
Contact information for possible future communication
If action is requested, a specific date or time for compliance
Conclude messages by sincerely expressing goodwill and appreciation.
Class discussion question: What steps can you make to keep direct requests from coming across as
demanding or inconsiderate? (Think about word choices, media options, timing, and writing quality.)
Section 2: Common Examples of Routine Requests
Learning Objective 2: Describe three common types of routine requests.
Most routine messages fall into a few main categories:
•
•
•
Asking for information and action
Asking for recommendations
Making claims and requesting adjustments
All of these types of requests are similar in structure, approach, and desired result.
Whether asking for knowledge or action, each requires time and effort of the reader and should therefore
be handled professionally and with care.
Asking for Information and Action
When there’s a need for information or for someone to take action, the best course for the sender is to
simply ask. In essence, simple requests say:
•
•
•
What you want to know or what you want the reader to do
Why you’re making the request
Why it may be in the reader’s interest to help you (if applicable)
For simple and routine requests, the direct approach is usually preferred.
Asking for Recommendations
In business, the need to inquire about people arises often.
From circumstances involving credit, contracts, jobs, promotions, or scholarships, companies often
ask applicants to supply recommendations from references.
Recommendations vouch for one’s ability, skills, integrity, character, and fitness for the job.
Before designating someone as a reference, always ask permission to do so beforehand.
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Because requests for recommendations and references are routine, the direct approach is appropriate:
•
•
•
•
Open the message by clearly stating why the recommendation is needed and that a letter is
requested.
If contact has been limited for some time, use the opening to trigger the reader’s memory of
the scope of the relationship.
Use the body of the message to provide details and reasons for the request.
Close the message with an expression of appreciation. When asking for an immediate
recommendation, also mention the deadline.
Making Claims and Requesting Adjustments
Anyone dissatisfied with a product or service has two options for seeking satisfaction:
•
•
Make a claim (a formal complaint documenting the writer’s dissatisfaction).
Request an adjustment (a settlement of a claim).
In either case, it’s important to maintain a professional tone in all communications. A rational, clear,
and courteous approach is best for any routine request. Assume that a fair adjustment will be made
and use the direct approach:
•
•
•
In the opening, provide a straightforward statement of the problem.
In the body, give a complete, specific explanation of the details; provide any information an
adjuster would need to verify the complaint.
In the close, politely request specific action or convey a sincere desire to find a solution.
Section 3: Strategy for Routine and Positive Messages
Learning Objective 3: Outline an effective strategy for writing routine replies and positive messages.
When responding to routine requests and sending routine and positive messages, you have several goals:
•
•
•
Communicate the information or the good news.
Answer all questions, to provide required details.
Leave readers with a good impression of you and your firm.
Because readers will generally be interested in a positive message, use the direct approach with a routine
reply or positive message:
•
•
•
Place the main idea (the positive reply or the good news) in the opening.
Use the body to explain all the relevant details.
Close cordially and highlight a benefit to the reader.
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10: Writing Routine and Positive Messages
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Starting with the Main Idea
Open with the main idea or good news so the audience is prepared for the details that follow.
Make the opening clear and concise.
Make sure you have a clear idea of what needs to be said.
Providing Necessary Details and Explanation
Use the body of the message to explain points completely and concisely so the audience won’t be
confused or doubtful about the meaning.
When providing details, maintain the supportive tone established in the opening.
If the routine message may elicit mixed reactions:
•
•
Convey mildly disappointing information in as favorable a context as possible.
Use the indirect approach if the negative component of the message is likely to elicit a strong
reaction.
When communicating with customers, you can use the body to subtly remind the reader of the smart
choice it was to buy your products.
Ending with a Courteous Close
A routine or positive message is more likely to succeed if readers are left feeling that their best
interests are being kept in mind:
•
•
•
Highlight a benefit to the reader.
Clarify what action is to be taken, and by whom.
Express appreciation or goodwill.
Section 4: Common Examples of Routine and Positive Messages
Learning Objective 4: Describe six common types of routine replies and positive messages.
Most routine and positive messages fall into six main categories:
•
•
•
•
•
•
Answers to requests for information and action
Grants of claims and requests for adjustment
Recommendations
Routine information
Good-news announcements
Goodwill messages
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10: Writing Routine and Positive Messages
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Answering Requests for Information and Action
Treat all requests with respect; a prompt and gracious response reflects well on you and your
organization.
Occasionally, requests include the opportunity for improving business relations. When answering
requests and a potential sale is involved, there are three main goals:
•
•
•
Respond to the inquiry and answer all questions.
Leave the reader with a good impression.
Encourage a future sale.
Granting Claims and Requests for Adjustment
Mistakes are unfortunate but are a turning point in the relationship between the company and the
customer:
•
•
If the situation is handled well, the customer is likely to be even more loyal than before; they
now have reason to believe the company is serious about customer satisfaction.
If the situation is handled poorly, the customer may well leave and complain to friends and
colleagues privately or to the entire world via social media.
Any response to a customer complaint depends on the company’s policies for resolving such issues
and an assessment of whether the company, the customer, or some third party is at fault.
In general, take the following steps:
•
•
•
•
•
•
Acknowledge receipt of the customer’s claim or complaint.
Sympathize with the customer’s inconvenience or frustration.
Take (or assign) personal responsibility for setting matters straight.
Explain precisely how you have resolved, or plan to resolve, the situation.
Take steps to repair the relationship.
Follow up to verify that your response was correct.
Providing Recommendations and References
Recommendation letters typically include:
•
•
•
•
•
The candidate’s full name
The opportunity he or she is pursuing
The nature of your relationship
Relevant facts regarding the person’s performance
An overall evaluation
Recommendation letters have become a complex legal matter in recent years so be sure to check
company policies before writing a recommendation.
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10: Writing Routine and Positive Messages
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Some companies (as well as some individual professionals) refuse to provide anything more than
confirmation of dates of employment.
Also, keep in mind that when writing a recommendation, you are putting your own reputation on the
line.
Sharing Routine Information
Many messages involve sharing routine information, such as project updates and order status
notifications.
Most routine communications are neutral, but if the information may generate a negative reaction, use
the body of the message to highlight potential benefits of the news and how it could positively impact
the reader.
Announcing Good News
To develop and maintain good relationships, smart companies recognize that it’s good business to
spread the word about positive developments.
Because good news is generally welcome, use the direct approach.
Good-news announcements about company successes are often communicated in a news release (also
known as a press release):
•
•
•
A specialized document used to share relevant information with the news media
Usually prepared by specially trained writers
Content follows the customary pattern for a positive message: good news followed by details
and a positive close
Traditional news releases aren’t written for the ultimate audience (such as the readers of a
newspaper); they’re trying to interest an editor or a reporter who will then write the material that is
eventually read by the larger audience.
Many companies now view the news release as a general-purpose tool for communicating directly
with customers and other audiences, creating direct-to-consumer news releases.
Many news releases are crafted as social media news releases as well, with built-in media sharing
aspects such as “tweetable” bullet points.
Fostering Goodwill
All business messages should be written with an eye toward fostering goodwill among business
contacts, but some messages are written specifically for that purpose.
These messages can be used to enhance relationships between business contacts.
Effective goodwill messages must be sincere and honest and avoid exaggerated statements. Any
compliments should be backed up with specific points of clarification.
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10: Writing Routine and Positive Messages
10-7
Sending Congratulations
One prime opportunity for sending goodwill messages is to congratulate individuals or companies for
significant business achievements.
Congratulatory messages are typically easy to write and always appreciated.
The nature of the relationship with a recipient determines the range of appropriate subjects.
Sending Messages of Appreciation
Sending messages of appreciation is often an important managerial responsibility and requires the
ability to recognize the contributions of employees, colleagues, suppliers, and other associates:
•
•
The small effort required to write a personal note can increase morale.
In today’s digital media environment, a handwritten thank-you note can be a particularly
welcome acknowledgment.
Class discussion question: Is there a danger of goodwill messages becoming self-serving? If so, what
cautions should writers take to avoid crossing over an ethical line?
Offering Condolences
Messages of condolence are brief personal messages written to comfort someone after the death of a
loved one.
These messages can feel intimidating to write, but they don’t need to be. Follow these three
principles: short, simple, and sincere.
Timing and media choice are important considerations with condolence letters:
•
•
The sooner your message is received, the more comforting it will be, so don’t delay.
Unless circumstances absolutely leave you no choice, do not use electronic media. A brief,
handwritten note on quality stationery is the way to go.
Open a condolence message with a simple expression of sympathy, such as “I am deeply sorry to hear
of your loss” or “I am sorry for your loss.”
How you continue from there depends on the circumstances and your relationships with the deceased
and the person to whom you are writing. Two examples:
•
•
When writing to the family member of an employee who died, you can let the recipient know
that his or her loved one was appreciated in the workplace.
When writing to an employee or colleague who lost a loved one, you can share a personal
memory, if appropriate, to add depth and meaning to your expression of sympathy.
Conclude with a simple statement, such as “My thoughts are with you during this difficult time.”
Offer assistance if appropriate for the situation, but make sure you can really deliver it if asked.
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10: Writing Routine and Positive Messages
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Other points to keep in mind:
•
•
Personalize the message as appropriate, but don’t make the message about you and your
emotions.
Don’t offer life advice or repeat trite sayings. Knowing that you care enough to write is the
most important idea the recipient wants to get from your message.
Copyright © 2018 Bovée and Thill LLC
Business Communication Today
Fourteenth Edition
Chapter 10
Writing Routine and Positive
Messages
Copyright © 2018, 2015, 2012 Pearson Education, Inc. All Rights Reserved.
Learning Objectives
10.1 Outline an effective strategy for writing routine business
requests.
10.2 Describe three common types of routine requests.
10.3 Outline an effective strategy for writing routine replies and
positive messages.
10.4 Describe six common types of routine replies and
positive messages.
Copyright © 2018, 2015, 2012 Pearson Education, Inc. All Rights Reserved.
Strategy for Routine Requests
• LO 10.1 Outline an effective strategy for writing routine
business requests.
Copyright © 2018, 2015, 2012 Pearson Education, Inc. All Rights Reserved.
Three Parts of a Routine Request
• The Opening
• The Body
• The Close
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Stating Your Request Up Front
• Pay Attention to Tone
• Assume Audience Compliance
• Be Specific
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Explaining and Justifying Your Request
• Smooth and Logical Explanation
• Show Benefit to the Reader
• Ask the Most Important Question First
• Breakdown Complex Requests
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Requesting Specific Action in a Courteous
Close
• Specific Request and Deadline
• Contact Information
• Expression of Appreciation
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Common Examples of Routine Requests
• LO 10.2 Describe three common types of routine requests.
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Asking for Information and Action
• State Request Clearly
• Support Why You’re Making the Request
• Appeal to Readers’ Interests If Applicable
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Asking for Recommendations
• Ask Permission
• Organize Your Request Using the Direct Approach
• State the Purpose of the Recommendation
• Remind the Reader How You Know Each Other
• Close with an Expression of Appreciation
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Making Claims and Requesting
Adjustments
• Explain the Problem and Give Details
• Provide Backup Information
• Request Specific Action
Copyright © 2018, 2015, 2012 Pearson Education, Inc. All Rights Reserved.
Strategy for Routine and Positive Messages
• LO 10.3 Outline an effective strategy for writing routine
replies and positive messages.
Copyright © 2018, 2015, 2012 Pearson Education, Inc. All Rights Reserved.
Starting with the Main Idea
• What is the Single Most Important Message I have for
the Audience?
– Clear and Concise Opening
– Share Good News First
– Prepare Audience for Details that Follow
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Providing Details and Explanation
• Use the Body to Explain Your Point Completely
• Use the Indirect Approach
• Only Use Negative Information if it
• Will Elicit a Positive Response
• Provide Assurance to Customer
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Ending With a Courteous Close
• End on a Neutral or Positive Note
• A Simple “Thank You” May Suffice
• Clearly Communicate any Necessary Follow-Up Action
Copyright © 2018, 2015, 2012 Pearson Education, Inc. All Rights Reserved.
Common Examples of Routine and Positive
Messages
• LO 10.4 Describe six common types of routine replies and
positive messages.
Copyright © 2018, 2015, 2012 Pearson Education, Inc. All Rights Reserved.
Answering Requests for Information or
Action
• Three Main Goals
– Respond to the Inquiry and Answer All Questions
– Leave the Reader with a Good Impression
– Encourage the Future Sale
Copyright © 2018, 2015, 2012 Pearson Education, Inc. All Rights Reserved.
Granting Claims and Requests for
Adjustment
• Acknowledge Receipt of the Customer’s Claim or
Complaint
• Sympathize with the Customer
• Take Personal Responsibility
• Explain How You Resolved the Situation
• Take Steps to Repair the Relationship
• Follow Up
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Providing Recommendations and
References
• Candidate’s Full Name
• Objective Candidate is Seeking
• Nature of Relationship with Candidate
• Facts Relevant to Candidate and the Opportunity
• Comparison of Candidate to Peers
• Overall Evaluation of Candidate
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Sharing Routine Information
• State the Purpose
• Provide Necessary Details
• End with a Courteous Close
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Announcing Good News
• External Messages
– News Releases
– Direct-to-Consumer Releases
– Social Media Releases
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Fostering Goodwill
• Sending Congratulations
• Sending Messages of Appreciation
• Offering Condolences
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Copyright
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11: Writing Negative Messages
11-1
Chapter 11: Writing Negative Messages
LECTURE NOTES
Section 1: Using the Three-Step Writing Process for Negatives Messages
Learning Objective 1: Apply the three-step writing process to negative messages.
Sharing unexpected and unwelcome news with audiences that have a lot riding on the information
requires careful planning and execution. Communicating negative information is unavoidable for business
professionals, whether it’s saying no to a request, sharing unpleasant or unwelcome information, or
issuing a public apology.
Depending on the situation, there are as many as five distinct goals in conveying negative information:
•
•
•
•
•
Convey the bad news.
Gain acceptance for the bad news.
Maintain as much goodwill as possible with your audience.
Maintain a good image for your organization.
Reduce or eliminate the need for future correspondence on the matter.
Step 1: Planning a Negative Message
In order to minimize any possible damage to business relationships and to encourage the acceptance
of your message, carefully consider the context in which the reader will receive the message.
Develop a clear purpose and identify the audience’s needs.
Negative messages can be intensely personal to the recipient, and in many cases, recipients have a
right to expect a thorough explanation of news given.
Selecting the right combination of medium and channel is critical:
•
•
Bad news for employees should be delivered in person whenever possible, to guard privacy,
demonstrate respect, and give them an opportunity to ask questions.
There are times, however, when this is not feasible so important negative information through
written or digital media becomes necessary.
One of the most critical planning decisions is choosing whether to use the direct or indirect approach.
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A negative message using the direct approach:
•
•
•
Opens with the bad news
Proceeds to the reasons for the situation or the decision
Ends on a respectful note with care taken to maintain a good relationship with the audience
In contrast, the indirect approach opens with the reasons behind the bad news before presenting the
bad news itself.
To help determine the best approach for a negative message, consider these questions:
•
•
•
•
•
•
Will the bad news come as a shock? Use the direct approach if the audience anticipates the
possibility of receiving bad news. However, if the bad news might come as a shock to
readers, use the indirect approach to help them prepare for it.
Does the reader prefer short messages that get right to the point? If so, use the direct
approach.
How important is this news to the reader? For minor or routine scenarios, the direct approach
is nearly always best. However, if the reader has an emotional investment in the situation, the
indirect approach is often better.
Do you need to maintain a close working relationship with the reader? The indirect approach
will soften the blow of bad news and preserve a positive business relationship.
Do you need to get the reader’s attention? If someone has ignored repeated messages, the
direct approach will get their attention.
What is your organization’s preferred style? Consider the tone preferred by the company and
use that as a framework.
Class discussion question: How do you feel when someone delivers bad news to you in a way that is
disrespectful, confusing, vague, timid, or deceitful? How does this compare to getting bad news from
someone who treats you with respect and communicates in clear, straightforward way?
Step 2: Writing a Negative Message
When preparing a negative message, pay close attention to effectiveness, sensitivity, and diplomacy.
Cultural and organizational differences that may play a role in how the reader interprets the message.
Negative messages to outside audiences require attention to the diverse nature of the audience and the
concern for confidentiality of internal information.
If the writer lacks credibility, the audience is more likely to challenge or reject the message.
When using language that conveys respect and avoids an accusing tone, the audience will likely have
a more positive attitude and be more receptive.
Using positive words rather than negative words can ease the sense of disappointment the audience
may otherwise feel.
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11: Writing Negative Messages
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Step 3: Completing a Negative Message
Pay careful attention to details in completing a negative message.
Make sure the content is clear, complete, and concise—even small flaws are magnified as readers
react to negative news.
Produce clean, professional documents and proofread carefully to eliminate mistakes.
Deliver negative messages promptly and successfully. Delaying the delivery of negative news can be
a serious breach of etiquette.
Section 2: Using the Direct Approach for Negative Messages
Learning Objective 2: Explain how to use the direct approach effectively when conveying negative news.
The direct approach with negative messages has two advantages:
•
•
It makes a shorter message possible.
It allows the audience to reach the main idea of the message in less time.
Opening with a Clear Statement of the Bad News
No matter what the news is, come right out and say it.
Maintain a calm, professional tone that keeps the focus on the news and not on personal factors.
Providing Reasons and Additional Information
Follow the direct opening with an explanation of why the news is negative. The extent of the
explanation depends on the nature of the news and the relationship with the reader.
If, for some reason, an explanation isn’t possible (perhaps due to confidentiality reasons), explain to
the audience why you can’t provide the information, if appropriate.
Should you apologize or not? In the event of bad news, the best general advice is to immediately and
sincerely express sympathy and offer help, if appropriate, without admitting guilt, although this
should be evaluated case by case.
Creating an effective apology involves four key decisions:
•
•
The apology should be delivered by someone whose position in the organization corresponds
with the gravity of the situation.
The apology needs to be a real apology. Don’t say “I’m sorry if anyone was offended.” The
conditional if implies that you’re not sorry at all and it’s the other party’s fault for being
offended.
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11: Writing Negative Messages
•
•
11-4
Apologies need to be delivered quickly, particularly in the social media age. A fast response
makes the message more meaningful to the affected parties, and it helps the company
maintain some control over the story, rather than reacting to social media outrage.
Media and channel choices are crucial; the right choice can range from a private conversation
to a written message posted or distributed online to a public press conference.
Note that you can express sympathy with someone’s plight and demonstrate sensitivity, without
accepting blame.
Class discussion question: Have you ever had difficulty accepting an apology from an individual or
organization? If so, why? Did you question whether the other party was truly sorry or perhaps was
apologizing only to deflect attention from a mistake? What can you learn from this that you can apply to
your communication efforts when you need to make an apology on the job?
Closing on a Respectful Note
After delivering negative news, close the message in a manner that respects the impact the negative
news is likely to have on the recipient:
•
•
Look for opportunities to include positive statements, but avoid creating false hopes; don’t
suggest that something negative didn’t just happen.
Ending on a false positive can leave readers feeling disrespected, disregarded, or deceived.
An important aspect of a respectful close is describing the actions being taken to avoid similar
mistakes in the future.
Section 3: Using the Indirect Approach for Negative Messages
Learning Objective 3: Explain how to use the indirect approach effectively when conveying negative
news.
The indirect approach helps readers prepare for the bad news by presenting the reasons for it first:
•
•
However, the indirect approach is not meant to obscure bad news, delay it, or limit responsibility.
The purpose of this approach is to ease the blow and help readers accept the situation.
Opening with a Buffer
Messages using the indirect approach open with a buffer, a neutral, noncontroversial statement that:
•
•
Establishes common ground with the reader
Validates the concerns that prompted the original request (if relevant)
The buffer must be honest and sincere:
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11: Writing Negative Messages
•
•
11-5
Do not use a buffer as a means to avoid the negative news to come or to suggest a positive
outcome for the reader.
Make sure it provides a smooth transition to the reasons that follow.
Providing Reasons and Additional Information
An ideal explanation section leads readers to the conclusion before they actually get there, so that the
negative news doesn’t come as a shock.
Give reasons effectively by maintaining the focus on the issues at hand and defusing the emotions
that generally accompany significantly bad news.
When providing reasons, start with the most positive points and move forward to increasingly
negative points. Be concise, but provide enough detail for the audience to understand the reasons.
Even valid, well-thought-out reasons won’t convince every reader in every situation. However, if a
good amount of planning and preparation have been done, you’ve done everything possible to prepare
the reader for the main idea, which is the negative news itself.
Messages that contain successful reasoning are:
•
•
•
•
•
As detailed as the situation demands
Tactful
Individualized, if possible
Unapologetic, if no one is at fault
Always respectful and positive when appropriate
Continuing with a Clear Statement of the Bad News
After the reasoning has been thoughtfully and logically established, readers are prepared to receive
the bad news.
State the negative news clearly and then make a smooth transition to any positive news that might
balance the story.
Use three techniques to convey the negative information as clearly and as kindly as possible.
First, deemphasize the bad news:
•
•
•
Minimize the space or time devoted to the bad news—without trivializing it or withholding
any important information.
Present bad news in the middle of the sentence, the point of least emphasis.
Embed bad news in the middle of a paragraph, if possible.
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11: Writing Negative Messages
11-6
Second, if appropriate, use a conditional (if or when) statement to imply that the audience could have
received, or might someday receive, a favorable answer. However, you must avoid any suggestion
that you might reverse the decision if this isn’t true.
Third, emphasize what you can do or have done rather than what you cannot do. By focusing on the
facts, you make the impact less personal. Withholding negative information or overemphasizing
positive information is unethical and unfair to your readers.
Be sure to avoid overly blunt statements that are likely to cause pain and anger.
Closing on a Respectful Note
The close in the indirect approach offers an opportunity to emphasize your respect for your audience,
even though you’ve just delivered unpleasant news. Express best wishes without being falsely upbeat.
The conclusion should follow these guidelines:
•
•
•
•
Avoid a negative or uncertain conclusion. Don’t belabor the bad news.
Manage future correspondence. Encourage additional communication only if you’re willing
to discuss the situation further.
Be optimistic about the future, as appropriate. Don’t anticipate problems that haven’t
occurred yet.
Be sincere. Steer clear of clichés that are insincere in view of the bad news.
Keep in mind that the close is the last thing audience members have to remember you by. Even
though they’re disappointed, leave them with the impression that they were treated with respect.
Section 4: Maintaining High Standards of Ethics and Etiquette
Learning Objective 4: Explain the importance of maintaining high standards of ethics and etiquette when
delivering negative messages.
All business messages demand attention to ethics and etiquette, of course, but these considerations take
on special importance when you are delivering bad news—for several reasons:
•
•
•
First, a variety of laws and regulations dictate the content and delivery of many business
messages with potentially negative content, such as the release of financial information by a
public company.
Second, negative messages can have a significant negative impact on the lives of those receiving
them. Even if the news is conveyed legally and conscientiously, good ethical practice demands
that these situations be approached with care and sensitivity.
Third, emotions often run high when negative messages are involved, for both the sender and the
receiver. Senders need to manage their own emotions and consider the emotional state of their
audiences.
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11: Writing Negative Messages
11-7
The challenge of sending—and receiving—negative messages can tempt writers to delay, downplay, or
distort the bad news. However, you have an ethical obligation—and often a legal obligation—to share bad
news as soon as possible.
Effectively sharing bad news within an organization requires commitment from everyone involved:
•
•
•
•
•
•
Employees must commit to sending negative messages when necessary and to doing so in a
timely fashion.
Employees who observe unethical or illegal behavior within their companies and are unable to
resolve the problems through normal channels may have no choice but to resort to
whistleblowing.
Some companies have internal ethics hotlines specifically for this need.
If they have no other options, employees may be forced to express their concerns externally
through social media or the news media.
Whistleblowing can be a vital communication channel because it exposes unethical or illegal
behavior and gives managers information they need to correct mistakes.
However, it can be a risky move for employees to take.
Section 5: Sending Negative Messages on Routine Business Matters
Learning Objective 5: Describe successful strategies for sending negative messages on routine business
matters.
Professionals and companies receive a wide variety of requests and proposals and cannot respond
positively to every single one.
Occasionally, companies must send negative messages to suppliers and other parties. Managers must
sometimes reject ideas from their employees.
Whatever the purpose, crafting routine negative responses and messages quickly and graciously is an
important skill for every businessperson.
Making Negative Announcements on Routine Business Matters
Many negative messages are written in response to requests from an internal or external party, but on
occasion managers need to make unexpected announcements of a negative nature.
Although such announcements happen in the normal course of business, they are generally
unexpected and the indirect approach is usually the better choice. Follow the steps outlined for
indirect messages:
•
•
•
Open with a buffer that establishes some mutual ground with the reader.
Advance your reasoning and announce the change.
Close with as much positive information and sentiment as appropriate under the
circumstances.
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11: Writing Negative Messages
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Rejecting Suggestions and Proposals
Companies frequently receive a variety of suggestions and proposals, both solicited and unsolicited.
For an unsolicited proposal from an external source, a response may not be required if there isn’t
already a working relationship with the sender. However, if rejecting a solicited proposal, the sender
deserves an explanation, and because the news will be unexpected, the direct approach is better.
Refusing Routine Requests
When unable to meet a request, the primary communication challenge is to give a clear negative
response without generating negative feelings or damaging the relationship.
The direct approach works best for most routine negative responses. The audience receives the
response quickly and the sender can quickly move on to other business.
The indirect approach works best when the stakes are high, when there’s an established relationship
with the customer making the request, or when declining a request that the customer had expected a
positive response to.
Consider the following points when developing routine negative messages:
•
•
•
•
Manage your time carefully; focus on the most important relationships and requests.
If the matter is closed, don’t imply that it’s still open for discussion.
Offer alternative ideas if possible, particularly if the relationship is important.
Don’t imply that other assistance or information might be available if it isn’t.
Handling Bad News about Transactions
Bad news about transactions is always unwelcome and usually unexpected. When sending such
messages, there are three goals:
•
•
•
Modify the customer’s expectations.
Explain how you plan to resolve the situation.
Repair whatever damage might have been done to the business relationship.
Some negative messages regarding transactions carry significant financial and legal ramifications:
•
•
If no promises have been made to the customer, the message simply needs to inform the
customer of the situation, with little or no emphasis on apologies.
If promises have been made, attempt to reset those expectations and explain how the problem
will be resolved; an apology would be a part of this message. The scope of the apology
depends on the magnitude of the mistake.
To help repair damage to a relationship and encourage repeat business, many companies offer some
sort of unexpected benefit to the customer as a way to rebuild the customer’s confidence.
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11: Writing Negative Messages
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Refusing Claims and Requests for Adjustment
Customers who make a claim or request an adjustment tend to be emotionally involved. Therefore,
use the indirect approach.
To avoid accepting responsibility for the unfortunate situation (and avoid blaming the customer), pay
special attention to the tone of the letter.
A tactful and courteous message can build goodwill even while denying the claim.
When refusing a claim, avoid language that might have a negative impact on the reader and explain
why the request is being refused.
Control emotions and approach the situation as calmly as possible to avoid saying or writing anything
that the recipient might interpret as defamation.
To avoid being accused of defamation, follow these guidelines:
•
•
•
•
•
•
Refrain from using any kind of abusive language or terms that could be considered
defamatory.
Provide accurate information and stick to the facts.
Never let anger or malice motivate messages.
Consult your company’s legal advisers whenever you think a message might have legal
consequences.
Communicate honestly.
Emphasize a desire for a good relationship in the future.
Keep in mind that nothing positive can come out of antagonizing a customer, even one who is
verbally abusive. Reject the claim or request for adjustment in a professional manner and move on to
the next challenge.
End the message on a respectful note.
Section 6: Sending Negative Organizational News
Learning Objective 6: List the important points to consider when conveying negative organizational
news.
From time to time, managers must share, and respond to, negative information with the public at large.
Most of these situations have unique challenges that must be addressed on a case-by-case basis, but the
general advice offered below applies to all of them.
One key difference among all these messages is whether there is a plan for the announcement.
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11: Writing Negative Messages
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Communicating Under Normal Circumstances
Businesses must frequently convey a range of negative messages regarding their ongoing operations.
In preparing those messages, take extra care to consider the audience and their unique needs.
When making negative announcements, follow these guidelines:
•
•
•
•
•
•
Match your approach to the situation. Use the direct approach if the negative announcement
is relatively inconsequential to the audience. However, if the stakes are high for the audience,
build up to the news with the indirect approach.
Consider the unique needs of each group. Various people have different information needs.
Give each audience enough time to react as needed. Let customers know in advance of any
major changes that may affect their way of doing business.
Allow enough time to plan and manage a response. Complaints, questions, or product returns
are likely after a negative announcement; be ready with answers and additional follow-up
information.
Look for positive angles but don’t exude false optimism. If there’s a positive angle, promote
it. On the other hand, if it’s a traumatic event that can affect employees, their families, and
their communities for years, don’t sidestep the issues.
Many significant negative announcements have important technical, financial, or legal
elements that require the expertise of lawyers, accountants, or other specialists. Seek expert
advice if you need it.
Negative situations will test the skills of any communicator or leader. Inspirational leaders try to seize
such opportunities as a chance to reshape or reinvigorate the organization.
Responding to Negative Information in a Social Media Environment
For all the benefits they bring to business, social media and other communication technologies have
created a major new challenge: responding to online rumors, false information, and attacks on a
company’s reputation.
Customers now have tremendous leverage via social media. False rumors and unfair attacks can
quickly overwhelm a company.
These four steps will help a company manage its reputation in this new environment:
•
•
•
•
Engage early and engage often; you should be in regular contact with your stakeholders
before a crisis hits.
Monitor the online conversations that take place about your company and its products.
Evaluate negative messages.
Respond appropriately to each message; be careful that your response doesn’t make a volatile
situation worse.
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11: Writing Negative Messages
11-11
Class discussion question: Should a company ever counterattack when its reputation is being challenged
online? For example, should a company try to undermine the credibility of people who are complaining
about it in social media? Why or why not?
Communicating in a Crisis
Some of the most critical instances of business communication occur during crises:
•
•
Customers, employees, local communities, and others will demand information.
Rumors can spread unpredictably and uncontrollably.
Although these events cannot be predicted, companies can prepare in advance.
Companies that respond quickly with information tend to fare much better in the long run than those
that go into hiding or release inconsistent or incorrect information.
The key to successful communication efforts during a crisis is having a crisis management plan. In
addition to defining operational procedures to deal with the crisis, this plan:
•
•
•
•
Outlines communication tasks and responsibilities, including media contacts to news releases
Clearly specifies which people are authorized to speak for the company
Provides contact information for all key executives
Includes a list of the news outlets and social media tools that will be used to disseminate
information
Section 7: Sending Negative Employment Messages
Learning Objective 7: Describe successful strategies for sending negative employment related messages.
Most managers must convey bad news about, or to, individual employees from time to time.
Recipients have an emotional stake in these messages, so taking the indirect approach is usually advised.
In addition, choosing the appropriate media for these messages is of key importance.
Refusing Requests for Employee References and Recommendation Letters
When sending refusals to prospective employers who have requested information about past
employees, the message can be brief and direct. This message simply gives the reader all the
information that is allowable by company policy.
Refusing an applicant’s direct request for a recommendation letter is quite another matter.
Any refusal to cooperate may seem to be a personal slight and a threat to the applicant’s future.
Diplomacy and preparation help readers accept a refusal.
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11: Writing Negative Messages
11-12
A sound course of action is to make positive comments about the reader’s recent activities, imply a
refusal to provide a recommendation, suggest an alternative, and use a polite close.
Refusing Social Networking Recommendation Requests
Recommendations are trickier to address in a social networking environment than in a traditional
networking environment because the recommendations you make become part of your online profile.
Networks also make it easier to find people and request recommendations, so you may get hit with a
lot of requests for recommendations for requests as your network expands.
Fortunately, social networks allow more flexibility when it comes to responding to these requests:
•
•
•
They can simply be ignored or deleted; some people make it personal policy to ignore
requests from networkers they don’t know. Whether to meet the request is a personal decision
and depends upon the relationship with the sender.
Another option is to refrain from making recommendations and let people know this policy
when they ask.
If choosing to make recommendations, write as much or as little information about the person
as is comfortable. This flexibility allows positive responses if there are mixed feelings about a
person’s overall abilities.
Rejecting Job Applications
Application rejection messages are routine communications, but they can be challenging, for three
reasons:
•
•
•
Saying no is never easy.
Recipients are emotionally invested in the decision.
Companies must take care to avoid prompting employment discrimination lawsuits.
The safest strategy is to avoid sharing any explanations for the company’s decision and to avoid
making or implying any promises of future consideration. The following strategies will help in
keeping this type of message on track and effective:
•
•
•
•
•
•
Personalize the message by using the recipient’s name.
Open with a courteous expression of appreciation for having applied.
Convey the negative news politely and concisely.
Avoid explaining why an applicant was rejected or why other applicants were chosen instead.
Don’t state or imply that the application will be reviewed at a later date.
Close with positive wishes for the applicant’s career success.
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11: Writing Negative Messages
11-13
Giving Negative Performance Reviews
The main purpose of a performance review is to improve employee performance by:
•
•
•
Emphasizing and clarifying job requirements
Giving employees feedback on their efforts toward fulfilling those requirements
Guiding continued efforts by developing a plan of action, which includes rewards and
opportunities
Performance reviews help companies set standards and communicate organizational values.
Documentation of performance problems can also protect a company from being sued for unlawful
termination.
Annual reviews often are a stressful occurrence for managers and workers alike. Information
provided should not come as a surprise to the employee. Giving employees clear goals and regular
feedback can help avoid unpleasant surprises.
Some companies have dropped annual reviews in favor of more frequent status reports.
Even when goals have been agreed upon and employees have received feedback and coaching,
managers will encounter situations in which an employee’s performance has not met expectations.
When a written negative review is required, keep the following points in mind:
•
•
•
•
•
Document performance problems.
Evaluate all employees consistently.
Write with a calm, objective voice.
Focus on opportunities for improvement.
Keep job descriptions up-to-date to avoid surprises over expectations.
Terminating Employment
Any termination is difficult and negatively impacts both the employer and employee.
Careful attention to content and tone can help the employee move on gracefully and minimize
misunderstandings and anger that can lead to expensive lawsuits.
In the termination process, state all reasons for the termination accurately and make sure they are
objectively verifiable:
•
•
•
•
Avoid questionable statements that might expose your company to a wrongful termination
lawsuit.
Consult company lawyers to clarify all terms of the separation.
Deliver the letter in person, if possible.
End the relationship on terms as positive as possible.
Copyright © 2018 Bovée and Thill LLC
Business Communication Today
Fourteenth Edition
Chapter 11
Writing Negative Messages
Copyright © 2018, 2015, 2012 Pearson Education, Inc. All Rights Reserved.
Learning Objectives (1 of 2)
11.1 Apply the three-step writing process to negative
messages.
11.2 Explain how to effectively use the direct approach when
conveying negative news.
11.3 Explain how to effectively use the indirect approach when
conveying negative news.
11.4 Explain the importance of maintaining high standards of
ethics and etiquette when delivering negative messages.
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Learning Objectives (2 of 2)
11.5 Describe successful strategies for sending negative
messages on routine business matters.
11.6 List the important points to consider when conveying
negative organizational news.
11.7 Describe successful strategies for sending negative
employment-related messages.
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Using the Three-Step Writing Process for
Negative Messages
• LO 11.1 Apply the three-step writing process to negative
messages.
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Five Goals of Negative Communication
• Convey the Bad News
• Gain Acceptance of the Bad News
• Maintain Audience’s Goodwill
• Maintain Good Image for Organization
• Reduce the Need for Future Correspondence
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Step 1: Planning a Negative Message
• Consider Your Audience and Purpose
• Select the Right
• Medium and Channel
• Define Your Main Idea
• Choose the Best Approach
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Choosing the Direct or Indirect Approach
Direct
Do You Need to Get the
Reader’s Attention?
What is the Audience’s
Preference?
Indirect
How Important
is the News to the Reader?
Will the Bad News Come as
a Shock?
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Step 2: Writing a Negative Message
• Write Clearly and Sensitively
• Clarify Your Qualifications
• Convey Respect
• Observe Communication Etiquette
• Choose Positive Words
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Step 3: Completing a Negative Message
• Revise Your Content
• Produce Professional Documents
• Proofread Carefully
• Deliver Messages Promptly
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Using the Direct Approach for Negative
Messages
• LO 11.2 Explain how to effectively use the direct approach
when conveying negative news.
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Opening With a Clear Statement of the Bad
News
• State the Bad News at the Beginning
• Maintain a Calm, Professional Tone
• Focus on the News Not on Individuals
• Explain or Remind the Reader Why You’re Writing
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Providing Reasons and Additional
Information
• Explain Why the News Is Negative
• Consider the Nature of the News
• Assess Your Relationship with the Reader
• Determine Whether to Apologize
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Factors for Determining Whether to
Apologize
• Deliver the Apology from the Right Person in the
Organization
• Only Apologize if it is Sincere
• Deliver the Apology Quickly
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Close on a Respectful Note (1 of 2)
• Consider Alternatives
• Include Positive Statements
• Communicate How Future Mistakes Will Be Avoided
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Using the Indirect Approach for Negative
Messages
• LO 11.3 Explain how to effectively use the indirect
approach when conveying negative news.
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Opening With a Buffer
• Open With a Neutral Statement
• Establish Common Ground
• Express Appreciation
• Assure the Readers You Understand Their Needs
• Be Relevant and Sincere
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Continuing With a Clear Statement of the
Bad News (1 of 2)
• To Handle Bad News Carefully:
– De-emphasize the Bad News
– Use a Conditional Statement
– Tell What You DID, Not What You Didn’t
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Continuing With a Clear Statement of the
Bad News (2 of 2)
• To Handle Bad News Carefully:
– De-emphasize the Bad News
– Use a Conditional Statement
– Emphasize What You DID, Not What You Didn’t Do
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Close on a Respectful Note (2 of 2)
• Find a Positive Angle
• Avoid an Uncertain Conclusion
• Manage Future Correspondence
• Express Optimism
• Be Sincere
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Maintaining High Standards of Ethics and
Etiquette
• LO 11.4 Explain the importance of maintaining high
standards of ethics and etiquette when delivering negative
messages.
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Challenges of Sending and Receiving
Negative Messages
• Legal Compliance
• Impact of Negative Message on Recipient
• Managing Emotions of Both Sender and Recipient
• Appropriately Timing the Message
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Effectively Sharing Bad News
Employees
Sending Negative
News
Managers
Open
Communication
Whistleblowers
Internal and
External Reporting
Mechanisms
Timely
Communication
Active
Listening
Internal and
External
Protection
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Sending Negative Messages on Routine
Business Matters
• LO 11.5 Describe successful strategies for sending
negative messages on routine business matters.
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Making Negative Announcements on
Routine Business Matters
• Open with a Buffer
• Advance Your Reasoning
• Announce the Change
• Close on a Positive Note
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Rejecting Suggestions and Proposals
• Choose Your Approach Based on the Following Factors:
– Is the Proposal Solicited or Unsolicited?
– Is the Proposal from an Internal or External Source?
– What is the Nature of Your Relationship With the
Sender?
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Refusing Routine Requests
• Choose Your Approach
• Focus on the Most Important Relationships and Requests
• Don’t Leave a Closed Matter Open-Ended
• Offer Alternatives
• Only Offer Other Assistance If Available
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Handling Bad News About Transactions
• Three Goals
– Modify Customer’s Expectations
– Explain How You Plan To Resolve
– Repair Damage to Business Relationship
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Refusing Claims and Requests for
Adjustment
DO
DON’T
Provide Accurate Information Use Abusive Language
Consult Legal Advisers
Allow Anger or Malice to
Motivate You
Communicate Honestly
Use Negative Tone
Emphasize Good
Future Relationship
Use Accusations
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Sending Negative Organizational News
• LO 11.6 List the important points to consider when
conveying negative organizational news.
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Communicating Under Normal
Circumstances
• Match the Approach to the Situation
• Consider the Unique Needs of Each Group
• Give Each Audience Time to React
• Plan and Manage a Response
• Look For Positive Angles
• Seek Expert Advice
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Responding to Negative Information In a
Social Media Environment
• Responding to Online Rumors
• Countering False Information
• Defending Attacks on a Company’s Reputation
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Responding to Rumors and Countering
Negative Information
• Engage Early, Engage Often
• Monitor the Conversation
• Evaluate Negative Messages
• Respond Appropriately
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Communicating in a Crisis
• Develop a Crisis Management Plan
– Define Operational Procedures
– Outline Communication Tasks and Responsibilities
– List News and Social Media Outlets for Disseminating
Information
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Sending Negative Employment Messages
• LO 11.7 Describe successful strategies for sending
negative employment-related messages.
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Refusing Requests for Employee References
and Recommendation Letters
Employees
Be Concise
Be Direct
Applicants
Prepare Carefully
Use Tact and Diplomacy
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Refusing Social Networking
Recommendation Requests
• Three Options
– Ignore or Delete the Request
– Refrain From Making Any Recommendations
– Responding to the Request
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Rejecting Job Applications
• Personalize with the Recipient’s Name
• Open with Appreciation
• Convey the News Politely and Concisely
• Avoid Explanations
• Don’t Imply the Application Will Be Reviewed Later
• Close With Positive Wishes
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Giving Negative Performance Reviews
• Document Performance Problems
• Evaluate All Employees Consistently
• Write in a Calm, Objective Voice
• Focus on Opportunities for Improvement
• Keep Job Descriptions Up to Date
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Terminating Employment
• Clearly Present the Reasons
• Present Reasons in a Neutral Manner
• Follow Company Policy and Applicable Laws
• Avoid Personal Attacks or Insults
• Have a Colleague Review the Letter
• Deliver the Letter in Person
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Copyright
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