Bad-News Message

Purpose

At some point in your career, you will likely give bad news to people, so for the next assignment in our Businesses Communication Module, you will write a “bad-news” message. Delivering bad news is always stressful, but as we will see, you can lessen the impact by tailoring your message to the audience, since in most cases, you or your organization will maintain relationships with the recipients of the bad news.

Prompts

This assignment relies on prompts for four specific message types. You may choose one of the following four:

You will find descriptions and specific instructions in the Bad-News Messages Prompts handout in the Business Communication Module folder on Blackboard. We will go over each prompt in class.

Audience

Your awareness of the message’s audience is key to this assignment, since your goal is to satisfy the long-term interests of your company, its clients, its customers, your colleagues, etc.

Organization

In most cases, bad-news messages rely on the indirect approach, but you should think about how you want to present the information and choose the most appropriate approach for the prompt you choose. If you organize the negative message using the indirect approach, follow the general indirect organization plan outlined in class and in our Rentz text for this assignment.

Resources

As you can see, we will rely heavily on the Rentz chapter six for this assignment, and I will summarize the important points in out text about message types and approaches. However, I strongly suggest you review Rentz’s Learning Objectives 6.1 to 6.6—in other words, the whole chapter.

Format and Design

Three of the prompts ask you to write letters; the first asks you to write an email. You might review the forms of business letters and emails outlined briefly in Rentz Learning Outcomes 2.2 (pp. 28-29) and 2.4 (pp. 30-33) respectively.

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LEARNING OBJECTIVES
LO 6-1 Determine which situations require using the indirect order for the most effective response.
LO 6-2 Write indirect-order messages following the general plan.
LO 6-3 Use tact and courtesy in refusals of requests.
LO 6-4 Compose tactful, yet clear, claim messages using an indirect approach.
LO 6-5 Write adjustment refusals that minimize the negative and overcome bad impressions.
LO 6-6 Write negative announcements that maintain goodwill.
Like all human resources professionals, Joan McCarthy, Senior Director of Human Resources Communication
for Comcast Cable, sometimes has to deliver negative news to employees, whether it’s about health care
coverage, organizational change, or other issues. Her advice? “Balance, not spin, is the key. Frequent, candid
communication that balances the good with the bad will go much further toward restoring and maintaining
employee trust than the most creative ‘spin.’ ”
Sometimes McCarthy will state negative news directly, while other times she takes a more gradual approach.
Whichever pattern you use, “it’s important to communicate openly and honestly,” she advises. But you should
also balance out the negative by “reinforcing the positive, putting the news in perspective, and showing what the
organization is doing to help.” In these ways you can “communicate bad news in a way that preserves your
company’s credibility and keeps employee trust and morale intact.”
This chapter contains additional strategies for minimizing the negative impact of bad news, whether you’re
delivering it to internal or external readers.
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LO 6-1 Determine which situations require using the indirect order for the most effective response.
APPROACHES TO WRITING BAD-NEWS
MESSAGES
The indirect order is especially effective when you must say “no” or convey other disappointing news. Several
research studies indicate that negative news is received more positively when an explanation precedes it.1 An
explanation can convince the reader that the writer’s position is correct or at least that the writer is taking a
logical and reasonable position, even if the news is bad for the reader. In addition, an explanation cushions the
shock of bad news. Not cushioning the shock makes the message unnecessarily harsh, and harshness destroys
goodwill.
However, research also indicates that the direct approach is warranted for communicating negative news in some
contexts.2 In one study of “data breach notification letters” (letters a company uses to alert readers when the
security of their personal information has been compromised), the researcher concluded that when “writers must
convince readers that a potential problem exists and encourage them to act,” a direct approach may be more
appropriate.3
You do need to use care when opening on a positive note. You do not in any way want to raise the reader’s
hopes that you are about to deliver the news that he or she may be hoping for.
In addition, if you think that your negative news will be accepted routinely, you might choose directness. For
example, in many buyer–seller relationships in business, both parties expect back orders and order errors to
occur now and then. Thus, messages reporting this negative information would not really require indirectness.
You also might choose directness if you know your reader well and feel that he or she will appreciate frankness.
Although such instances are less common than those in which indirectness is the preferable strategy, you should
always analyze your audience and business goals to choose the most appropriate organizational approach to
delivering negative news.
As in the preceding chapter, we first describe a general plan. Then we adapt this plan to specific business
situations—four in this case. First is the refusal of a request, a common task in business. Next we cover two
related types of negative messages: indirect claims and adjustment refusals. Finally, we cover negative
announcements, which are bad-news messages with unique characteristics.
LO 6-2 Write indirect-order messages following the general plan.
THE GENERAL INDIRECT PLAN
The following plan will be helpful for most negative-news situations.
Using a Strategic Buffer
Indirect messages presenting bad news often begin with a strategic buffer. By buffer we mean an opening that
identifies the subject of the message but does not indicate that negative news is coming. That is, the buffer is
relevant to the topic of the message but does not state what the rest of the message will say about it.
A buffer can be neutral or positive. A neutral buffer might simply acknowledge your receipt of the reader’s
earlier message and indicate your awareness of what it said. A positive buffer might thank the reader for
bringing a situation to your attention or for being a valued customer or employee. You do need to use care when
opening on a positive note. You do not in any way want to raise the reader’s hopes that you are about to deliver
the news that he or she may be hoping for. That would only make your task of maintaining good relations more
difficult.
Some may argue that not starting with the good news is, for savvy readers, a clear tip-off that bad news is
coming. If this is the case, then why not just start with the bad news? The answer is that most readers appreciate
a more gradual introduction to the message’s main negative point even when they know it is coming. A buffer
gives them a chance to prepare for the news—and even if they suspect that it will be negative, the use of a buffer
indicates consideration for their feelings.
Setting Up the Negative News
For each case, you will have thought through the facts involved and decided that you will have to say “no” or
present some other kind of negative news. You then have to figure out how you will present your reasons in such
a way that your reader will accept the news as positively as possible. Your strategy might be to explain the
fairness of a certain action. It might be to present facts that clearly make the decision necessary. Or you might
cite the expert opinion of authorities whom both you and your reader respect. It might even be possible to show
that your reasons for the negative decision will benefit the reader in the long run.
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Whatever explanatory strategy you choose, these reasons should follow your buffer and precede the negative
news itself. In other words, the paragraph after the buffer should start explaining the situation in such a way that
by the time the negative news comes, the reader is prepared to receive it in the most favorable light possible.
Presenting the Bad News Positively
Next, you present the bad news. If you have developed your reasoning convincingly, this bad news should
appear as a logical outcome. You should present it as positively as the situation will permit. In doing so, you
must make certain that the negative message is clear—that your approach has not given the wrong impression.
One useful technique is to present your reasoning in first and third person, avoiding second person. To illustrate,
in a message refusing a request for a refund for a returned product, you could write these negative words: “Since
you have broken the seal, state law prohibits us from returning the product to stock.” Or you could write these
words emphasizing first and third person: “State law prohibits us from returning to stock all products with
broken seals.”
It is sometimes possible to take the sting out of negative news by linking it to a reader benefit. For example, if
you preface a company policy with “in the interest of fairness” or “for the safety of our guests,” you are
indicating that all of your patrons, including the reader, get an important benefit from your policy.
Setting up your bad news indirectly helps your reader receive the news more easily.
communication matters
You Think Saying “No” in the U.S. Is Tricky…
Maintaining goodwill with negative messages is often difficult with U.S. readers, even if one uses the indirect
approach recommended in this chapter. But it can be even more difficult if you are corresponding with an Asian
reader.
As intercultural business communication experts Linda Beamer and Iris Varner point out, “Asian cultures are
renowned for saying yes. In fact, in Japan, Westerners have heard yes and gone home happy when the Japanese
really meant no.”
Why does this happen? Beamer and Varner explain:
Saying no is more difficult for high-context cultures [cultures where communicators depend heavily on
contextual cues to interpret words’ meanings]. As when they communicate about problems, they would rather
not actually have to put a refusal into words. In Chinese, a no may reside in the words “That may be difficult.”
The Japanese equivalent to that would be a drawn-out hissing breath and drawn-out words‥.
No in high-context cultures is frequently couched in an expression that turns the situation around. For example, a
person who has to refuse an invitation to dine out with a business associate may say by way of refusal, “You
must be very tired and want to have a quiet evening.” This way, the refused person does not lose face, although
the refusal is clearly understood in a high-context culture.
Be careful to learn about such communication preferences on the part of your readers when preparing crosscultural negative-news messages.
Source: Intercultural Communication in the Global Workplace, 5th ed. (McGraw-Hill/Irwin: New York, 2011)
194–195, print.
Your efforts to present this part of the message positively should employ the positive word emphasis described
in Chapter 4. In using positive words, however, you must make certain your words truthfully and accurately
convey your message. Your goal is to present the facts in a positive way, not to confuse or mislead.
Offering an Alternative Solution
For almost any negative-news situation that you can think of, there is something you can do to help the reader
with his or her problem.
If someone seeks to hold an event on your company grounds and you must say “no,” you may be able to suggest
other sites. If someone wants information that you do not have, you might know of another way that he or she
could get similar information. If you cannot volunteer your time and services, perhaps you know someone who
might, or perhaps you could invite the reader to make the request again at a later, better time. If you have to
announce a cutback on an employee benefit, you might be able to suggest ways that employees can supplement
this benefit on their own. Taking the time to help the readers in this way is a sincere show of concern for their
situation. For this reason, it is one of your most powerful strategies for maintaining goodwill.
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Ending on a Positive Note
Since even a skillfully handled bad-news message can be disappointing to the reader, you should end the
message on a forward-looking note. Your goal here is to shift the reader’s thoughts to happier things—perhaps
what you would say if you were in face-to-face conversation with the person. Your comments should fit the topic
of your message, and they should not recall the negative message. They should make clear that you value your
relationship with the reader and still regard it as a positive one.
If you do apologize in a bad-news message, do so early in the message as you explain the reasons and deliver the
bad news.
Apologizing
Many times when a writer must deliver bad news, the first thought is to apologize. After all, if a customer or coworker is unhappy—for any reason—somehow apologizing seems a good strategy for making a situation better.
Sometimes an apology can make a bad situation better, but other times it can make a bad situation worse. For
example, if a customer incurs finance charges because you forgot to credit a payment to the customer’s account,
an apology, along with a credit to the account and removal of the finance charge, may help restore goodwill. On
the other hand, if the bad news is something you had no control over (e.g., a customer didn’t follow instructions
for using a product and the item broke), apologizing can make you appear in the wrong even when you’re not. A
reader may also wonder why, if you’re so sorry, you cannot do what the reader wants you to do. Apologies may
even have legal implications if they can be construed as admissions of guilt.
If you do apologize in a bad-news message, do so early in the message as you explain the reasons and deliver the
bad news. Then move beyond the apology just as you move beyond the bad news and toward your forwardlooking conclusion. If you think your apology may have legal implications, you can have your message
reviewed by a supervisor or your company’s legal department before sending it.
When you deliver an apology, make sure the apology is sincere.
Following are adaptations of this general plan to four of the more common negative business message situations.
From these applications you should be able to see how to adapt this general plan to almost any other situation
requiring you to convey bad news.
LO 6-3 Use tact and courtesy in refusals of requests.
REFUSED REQUESTS
The refusal of a request is definitely bad news. Your reader has asked for something, and you must say no.
Your primary goal, of course, is to present this bad news. You could do this easily with a direct refusal; however,
opening with the bad news that you are refusing the reader’s request could make you and your company appear
insensitive. As a courteous and caring businessperson, you have the secondary goal of maintaining goodwill. To
achieve this second goal, you must convince your reader that the refusal is fair and reasonable before you break
the bad news.
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workplace scenario
Denying a Request for a Donation
As in Chapter 5, assume the role of assistant to the White Label Industries (WLI) vice president. Today your
boss assigned you the task of responding to a request from the local chapter of the National Association of Peace
Officers. This worthy organization has asked WLI to contribute to a scholarship fund for certain children.
The request is persuasive. It points out that the scholarship fund is terribly short. As a result, the association is
not able to take care of all the eligible children. Many of them are the children of officers who were killed in the
line of duty. You have been moved by the persuasion and would like to comply, but you cannot.
You cannot contribute now because WLI policy does not permit it. Even though you do not like the effects of the
policy in this case, you think the policy is good. Each year WLI earmarks a fixed amount—all it can afford—for
contributions. Then it donates this amount to the causes that a committee of its executives considers the most
worthy. Unfortunately, all the money earmarked for this year has already been given away. You will have to say
no to the request, at least for now. You can offer to consider the association’s cause next year.
Your response must report the bad news, though it can hold out hope for the future. Because you like the
association and because you want it to like WLI, you will try to handle the situation delicately. The task will
require your best strategy and your best writing skills.
Developing the Strategy
Finding a fair and reasonable explanation involves carefully thinking through the facts of the situation. First,
consider why you are refusing. Then, assuming that your reasons are just, try to find the best way of explaining
them to your reader. To do so, you might well place yourself in your reader’s shoes. Try to imagine how the
explanation will be received. What comes out of this thinking is the strategy you should use in your message.
One often-used explanation is that company policy forbids compliance. This explanation may work but only if
the company policy is defensible and clearly explained. Often you must refuse simply because the facts of the
case justify a refusal—that is, you are right and the reader is wrong. In such cases, your best course is to review
the facts and to appeal to the reader’s sense of fair play.
In any situation, you may have multiple ways to offer a fair and reasonable explanation. Your job is to analyze
your audience and communication goals and select the one that best fits your case.
In any situation, you may have multiple ways to offer a fair and reasonable explanation.
Setting Up the Explanation in the Opening
Having determined the explanation, you begin the message with a buffer that sets up the discussion. For
example, in the case of WLI’s refusal to donate to the National Association of Peace Officers’ worthy cause (see
the Workplace Scenario above), the following opening meets this case’s requirements well:
Your organization is doing a commendable job of educating needy children. Like many other worthy efforts, it
well deserves the support of our community.
This beginning, on-subject comment clearly marks the message as a response to the inquiry. It implies neither a
yes nor a no answer. The second statement sets up the explanation, which will point out that the company has
already given its allotted donation money to other worthy organizations. This buffer puts the reader in an
agreeable or open frame of mind—ready to accept the explanation that follows.
Presenting the Explanation Convincingly
As with the general plan, you next present your reasoning. To do this, you use your best persuasion techniques:
positive wording, proper emphasis, sound logic, and convincing details.
Handling the Refusal Positively
Your handling of the refusal follows logically from your reasoning. If you have built the groundwork of
explanation and fact convincingly, the refusal comes as a logical conclusion and as no surprise. If you have done
your job well, your reader may even support the refusal. Even so, because the refusal is the most negative part of
your message, you should not give it much emphasis. You should state it quickly, clearly, and positively; and
you should keep it away from positions of emphasis, such as paragraph endings.
You might even be able to make the message clear without stating the negative news explicitly. For example, if
you are refusing a community member’s request to use your company’s retreat facility for a fundraiser, you will
convey “no” clearly if you say that you must restrict the use of the facility to employees only and then go on to
offer alternative locations. You must be sure, though, that your message leaves no doubt about your answer.
Being unclear the first time will leave you in the position of writing an even more difficult, more negative
message later.
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To state the refusal positively, you should carefully consider the effects of your words. Such harsh words as
refuse, will not, and cannot stand out. So do such apologies as “I deeply regret to inform you…” and “I am sorry
to say…” You can usually phrase your refusal in terms of a positive statement of policy. For example, instead of
writing “your insurance does not cover damage to buildings not connected to the house,” write “your insurance
covers damage to the house only.” Or instead of writing “We must refuse,” a wholesaler could deny a discount
by writing “We can grant discounts only when.…” In some cases, your job may be to educate the reader. Not
only will this be your explanation for the refusal, but it will also build goodwill.
Telling people news they don’t want to hear requires your most careful communication effort.
To state the refusal positively, you should carefully consider the effects of your words.
This refusal of a request email is harsh because of its directness and negative language.
Subject: Your request for a donation
Ms. Cangelosi:
We regret to inform you that we cannot grant your request for a donation to the association’s scholarship fund.
So many requests for contributions are made of us that we have found it necessary to budget a definite amount
each year for this purpose. Unfortunately, our budgeted funds for this year have been exhausted, so we simply
cannot consider additional requests. We won’t be able to consider your request until next year.
We deeply regret our inability to help you now and trust that you understand our position.
Mark Stephens
Offering an Alternative When Possible
If the situation justifies an alternative, you can use it in making the refusal positive. More specifically, by saying
what you can do (the alternative), you can clearly imply what you cannot do. For example, if you write “What
we can do is to (the compromise),…” you clearly imply that you cannot do what the reader requested and avoid
negative words.
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Closing with Goodwill
Even a skillfully handled refusal is the most negative part of your message. Because the news is disappointing, it
is likely to put your reader in an unhappy frame of mind. That frame of mind works against your goodwill goal.
To leave your reader with a feeling of goodwill, you must shift his or her thoughts to more pleasant matters.
The best closing subject matter depends on the facts of the case, but it should be positive talk that fits the one
situation. For example, if your refusal involves a counterproposal, you could say more about the
counterproposal. Or you could make some friendly remark about the subject of the request as long as it does not
remind the reader of the bad news. In fact, your closing subject matter could be almost any friendly remark that
would be appropriate if you were handling the case face to face. The major requirement is that your ending
words have a goodwill effect.
Ruled out are negative apologies, such as “Again, may I say that I regret that we must refuse.” Also ruled out are
the equally timeworn appeals for understanding, such as “I sincerely hope that you understand why we must
make this decision.” Such words sound selfish and emphasize the bad news.
Adapting the General Plan to Refused Requests
Adapting the general plan to refusals of requests, we arrive at the following outline:
Begin with words that indicate a response to the request, are neutral about the answer, and set up the
strategy.
Present your justification or explanation, using positive language and you-viewpoint.
Refuse clearly and positively.
Include a counterproposal or compromise when appropriate.
End with an adapted goodwill comment.
Contrasting Examples of a Refused Request
The advantage of the indirect order in refusal messages is illustrated by contrasting examples of WLI’s possible
response to the request from the National Association of Peace Officers described in the Workplace Scenario on
page 137. Both the example on page 138 and the example on this page refuse clearly. But only the one that uses
the indirect order is likely to maintain the reader’s goodwill.
harshness in the direct refusal
harshness in the direct refusal
The first example states the bad news right away. This blunt treatment puts the reader in an unreceptive frame of
mind. The result is that the reader is less likely to accept the explanation that follows. The explanation is clear,
but note the unnecessary use of negative words (exhausted, regret, cannot consider). Note also how the closing
words leave the reader with a strong reminder of the bad news.
tact and courtesy in an indirect refusal
tact and courtesy in an indirect refusal
The second example skillfully handles the negative message. Its opening words are on subject and neutral. They
set up the explanation that follows. The clear and logical explanation ties in with the opening. Using no negative
words, the explanation leads smoothly to the refusal. Note that the refusal is also handled without negative
words and yet is clear. The friendly close fits the one case.
This refusal of a request using the indirect approach builds goodwill.
Subject: Your Scholarship Fund Request
Ms. Cangelosi:
Your efforts to build the scholarship fund for the association’s needy children are commendable.
White Label Industries assists worthy causes whenever we can. That is why every January we budget in the
upcoming year the maximum amount we believe we are able to contribute to such causes. Then we distribute
that amount among the various deserving groups as far as it will go. Since our budgeted contributions for this
year have already been made, we are placing your organization on our list for consideration next year.
We wish you success in your efforts to improve the lives of the children in our city.
Mark Stephens
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communication matters
Delivering Bad News: A Sign of Leadership
Erika Andersen, author of Leading So People Will Follow, says that most leaders will likely identify delivering
bad news as the hardest part of their job. At the same time, she says delivering bad news well demonstrates a
leader’s courage because “it shows that [he/she] will do things that are personally uncomfortable or difficult for
the good of the enterprise.” However, the act of delivering bad news is only courageous if the news is delivered
effectively. Andersen offers the following suggestions for being courageous in bad-news situations:
1. Speak up: Hiding the bad news or ignoring it only makes a bad situation worse.
2. Be accurate: Andersen says leaders should be “simple, clear, true, and balanced.” If leaders minimize the
importance of an issue or lose their objectivity, audiences cannot trust them.
3. Take responsibility: Leaders must acknowledge that as the face of the company, they are responsible both
for what they do and for what the company does. Good leaders do not try to distance themselves from
their actions or the consequences of them.
4. Listen: People naturally are going to be angry, frustrated, or afraid upon hearing bad news. Good leaders
will let people work through their emotions rather than try to talk people out of them or make people feel
as though their reactions are inappropriate.
5. Say what [they’ll] do next: People expect that once leaders have taken responsibility, leaders will know
how to make a bad situation better.
6. Do what [they] say—and repeat as needed: Leaders must follow through on their plans to remedy bad
situations, which may mean addressing the concerns of several audiences individually or simultaneously.
And leaders who do not follow through on their plans are viewed more negatively than if they never had
any plans at all.
Source: Erika Andersen, “How Great Leaders Deliver Bad News,” Forbes, Forbes.com LLC, 6 Mar. 2013, Web,
11 June 2013.
LO 6-4 Compose tactful, yet clear, claim messages using an indirect approach.
INDIRECT CLAIMS
When something goes wrong between a business and its customers, usually someone begins an effort to correct
the situation. Typically, the offended party calls the matter to the attention of those responsible. This claim can
be made in person, by phone, or by written message (email or letter).
Our concern here is how to make it in a written message. You would likely choose a written medium if you
wanted a record of the interchange, were not on personal terms with the recipient, or knew that writing to the
recipient would be quicker and more efficient than contacting the reader by phone. While some claim messages
are written directly (see Chapter 5), many are also written indirectly when the writer anticipates resistance or a
strong negative reaction on the part of the reader. In this chapter, we present an approach for writing indirect
claims.
Choosing the Right Tone
Your goal in a claim message is to convince your recipient that you deserve some kind of compensation or
remedy for a situation that has occurred. But even if you are completely in the right, you will not advance your
cause with accusatory, one-sided language. When writing this kind of message, project an image of yourself as a
reasonable person. Just as importantly, project an image of the reader as a reasonable person. Give him or her a
chance to show that, if presented with the facts, he or she will do the right thing. Do not blame or whine. Keep
your tone as objective as you can while also making sure that the reader understands the problems caused by the
situation. Focus as much as possible on facts, not feelings.
Leading into the Problem in the Beginning
A claim message needs to identify the transactions involved. This you can do early in the message as a part of
the beginning. One way is to put the identification in the subject line of an email message or in the subject line
of a letter, as in this example:
Subject: Fire Extinguishers: Your Invoice C13144
Another way is just to include a neutral but relevant buffer:
Today we received via FedEx Ground the fire extinguishers we ordered on 5 May 2009 (invoice # C13144).
Whether you use a subject line and your first paragraph or the first paragraph alone to introduce the problem,
choose your words with care. Such negatively charged words as complaint or disappointment can put your
readers on the defensive before you’ve even had a chance to make your case.
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workplace scenario
Seeking an Adjustment for a Subpar Experience
Play the role of Jeff Sutton, owner and president of Sutton Creative Services. You’ve just received a bill from
Regal Banquet Center for the winter-holiday party that your company held there last week. It’s for $1,410, which
you had agreed to pay for an elegant three-course meal, plus drinks, for your 27 employees.
The food was as good as its reputation, but there were two problems. First, the room for the party was much too
warm. You complained to the servers but to no avail. You would have opened windows to correct the problem
yourself, but the room you were given did not have any windows (something you weren’t happy about either).
Second, there was apparently a shortage of servers on the night of your event. Some of your employees had to
wait a long time for their food, while those who had their food first either had to start eating before the others or
let their food get cold while waiting for all to be served. This ragged timing ruined the dinner, and it also threw
off the timing of the program you had planned.
You were embarrassed by these problems. They reflected poorly on you and your efforts to thank your
employees for their work. While you understand that unexpected problems can arise, you just don’t think you
should have to pay the full amount for a subpar experience. You’ll need to write a claim message asking for an
adjustment to your bill.
Describing the Problem Clearly
In the body of your message, explain what happened. The words describing the problem should be courteous yet
firm. They should cover the problem completely, giving enough information to permit the reader to judge the
matter. Present your case using facts and logic. If there were consequences to what happened, include them. This
beginning sentence illustrates the point:
When we purchased a Quick Time microwave (Serial No. 713129), we were told that because of our light use
and the quality of the microwave, we needed only the six-month warranty rather than the three-year extended
warranty. We have had the microwave for only seven months, but it suddenly quit working.
from the tech desk
Customizing Your Word or Outlook Toolbar
As a writer, you repeatedly use some features in Word and Outlook (e.g., print, save, undo). Word and Outlook
let you customize your toolbar (the space above the ribbon) so that you can more quickly access these options
you use frequently. As shown here in Word, you can choose File. Options. Quick Access Toolbar. Once there,
you simply click a command in the “Choose commands from” list and then click “Add.” You can see that the
items in the “Customize Quick Access Toolbar” list now appear in the Word document toolbar (circled).
Whenever you need to use one of those commands, just select it from your toolbar.
Since unanticipated problems occur in business, writing a clear, complete, and fair-minded claim will usually
solve them.
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Notice that this example uses the passive voice (“were told”) to avoid accusing or blaming language. You should
follow these statements with any other evidence that supports your eventual request to replace the microwave.
Requesting the Correction
The facts you present should prove your claim, so your next step is to follow logically with making the claim.
How you handle the claim, however, is a matter for you to decide. You have two choices: You can state what you
want (money back, replacement), or you can leave the decision to the reader. You choose which, based on the
situation.
Building Goodwill with a Fair-Minded Close
Your final friendly words should leave no doubt that you are trying to maintain a positive relationship. You
could express appreciation for what you seek. However, you want to avoid the cliché “Thanking you in
advance.” Instead, say something like “I would be grateful if you could get the new merchandise to me in time
for my Friday sale.” Whatever final words you choose, they should clearly show that yours is a firm yet cordial
and fair request.
This blunt and accusing claim is unlikely to lead to a cooperative reply or further business with the reader.
Subject: Bill Adjustment
To Whom It May Concern:
I just received a bill for $1,410 for the winter party that I held for my employees at the Regal Banquet Center. I
absolutely refuse to pay this amount for the subpar job you did of hosting this event.
First, you put us in an unpleasant room with no windows even though we had made our reservations weeks in
advance. The room was also much too warm. I asked your staff to adjust the temperature, but apparently they
never did. Since the room didn’t have any windows, we just had to sit there and swelter in our dress clothes. As
if this weren’t bad enough, it took the servers so long to bring all our food out that some people had finished
eating before others were even served. This made a complete mess of the nice dinner and the scheduled
program.
I had heard good things about your center but now regret that I chose it for this important company event. The
uncomfortable and chaotic experience reflected poorly on me and on my appreciation for my employees.
Enclosed is my payment for $1,000, which I feel is more than fair.
Sincerely,
Jeff Sutton, Owner and President
Sutton Creative Services
Page 143
Outlining the Indirect Claim Message
Summarizing the preceding points, we arrive at this outline for the indirect claim message:
Identify the situation (invoice number, product information, etc.) and lead into the problem.
Present enough facts to be convincing.
Seek corrective action.
End positively—friendly but firm.
Contrasting Examples of an Indirect Claim
The two messages on this page and page 142 show contrasting ways of handling Jeff Sutton’s problem with the
Regal Banquet Center. The first is blunt and harsh. The second is courteous, yet clear and firm.
a blunt and harsh message
a blunt and harsh message
From the very beginning, the first message (on page 142) includes the writer’s refusal to pay and is insulting. “To
whom it may concern” is impersonal, generic, and outdated. The opening paragraph is a further affront, blurting
out the writer’s stance in angry language. The middle of the message continues in this negative vein, accusing
the reader with you and your and using emotional language. The negative writing continues into the close,
leaving a bad final impression. Such wording is more likely to produce resistance than acceptance.
a firm yet courteous message
a firm yet courteous message
The second message (below) follows the plan recommended. A subject line quickly identifies the situation. The
first paragraph leads into the problem. Next, in a tone that shows firmness without anger, it tells what went
wrong. Then it requests a specific remedy. The ending uses subtle persuasion by implying confidence in the
reader. The words used here leave no doubt about the writer’s interest in a continued relationship.
This more tactful but honest claim invites the reader to do what is fair and retains goodwill.
Subject: Invoice #3712 (for Sutton Party on December 12, 2014)
Dear Ms. Sanchez:
As you know, Sutton Creative Services held its winter-holiday party at Regal Banquet Center on December 12.
While the food was exceptional, I have some concerns regarding our experience.
When I booked the party last August, I requested that we have the party in Salon A because of its size and view
of the city. The room we were given for the event was Salon C. As you know, the room is small and has no
windows. In addition, the location also had the drawback of making the temperature hard to control. The servers
were sympathetic but were unable to keep the room from getting too warm for my 27 employees. I know that
you book many parties during the holiday season; however, as the attached copy of our contract shows, we
agreed that Sutton Creative Services would be in Salon A.
It also appeared that more servers were needed for our party. The fare was elegant, but with only two servers,
some guests had finished eating before others had even started. As a result, we had to start the after-dinner
program in the middle of the meal, requiring the speaker to talk while people were eating. This made it difficult
for people to pay attention to his presentation.
Overall, the event was not the impressive “thank-you” to my hard-working employees I had in mind when we
drew up the contract. In light of these circumstances, I am requesting a revised invoice of $1,000. I believe this
is a fair amount for an experience that I am sure did not represent the Regal’s typical level of customer service.
I would be grateful for your response by the end of the month so that I can forward the adjusted bill to my
accountant for payment.
Sincerely yours,
Jeff Sutton, President and Owner
Sutton Creative Services
Page 144
case illustration
Refused Request Message to an External Audience (Denying an Artist’s Request)
A regional medical facility displays local artists’ work at its various satellite locations. Artists submit
applications to have their work displayed. This message shows a good strategy for denying a request to an artist
who applied to have her work displayed in the Lake Superior Family Medicine Clinic’s reception area.
Page 145
case illustration
Refused Request Message to an Internal Audience (Saying “No” to an Employee)
This message denies a hard-working employee. Showing appreciation for his work and citing the CEO’s
directive are likely to keep the reader’s goodwill. In addition, the writer shows respect for the reader’s request by
remaining logical and objective in his explanation and offers a positive alternative.
Page 146
workplace scenario
Denying a Customer’s Claim
Sometimes your job at White Label Industries (WLI) involves handling a complaint. Today that is one of your
tasks because the morning email has brought a strong claim for adjustment on an order for WLI’s Do-Craft
fabrics. The claim writer, Ms. Arlene Sanderson, explains that a Do-Craft fabric her upholstering company used
on some outdoor furniture has faded badly in less than 10 months. She even includes photographs of the fabric
to prove her point. She contends that the product is defective, and she wants her money back—all $2,517 of it.
Inspection of the photographs reveals that the fabric has been subjected to strong sunlight for long periods. DoCraft fabrics are for indoor use only. Both the WLI brochures on the product and the catalog description stress
this point. In fact, you have difficulty understanding how Ms. Sanderson missed it when she ordered from the
catalog. Anyway, as you see it, WLI is not responsible and should not refund the money. At the same time, it
wants to keep Ms. Sanderson as a repeat customer. Now you must write the message that will do just that. The
following discussion tells you how.
LO 6-5 Write adjustment refusals that minimize the negative and overcome bad impressions.
ADJUSTMENT REFUSALS
Adjustment refusals are a special type of refused request. Your reader has made a claim asking for a remedy.
Usually you grant these claims. Most are legitimate, and you want to correct any error for which you are
responsible. But such is sometimes not the case as in Ms. Sanderson’s situation above. The facts require that you
say no. The following section shows you how to handle this type of message.
Determining the Strategy
The primary difference between this and other refusal messages is that in these situations, as we are defining
them, your company will probably have clear, reasonable guidelines for what should and should not be regarded
as legitimate requests for adjustment. You will, therefore, not have to spend much time figuring out why you
cannot grant the reader’s request. You will have good reasons to refuse. The challenge will be to do so while still
making possible an ongoing, positive relationship with the reader.
The adjustment refusal shows little concern for the reader’s feelings.
Subject: Your May 3 claim for damages
Ms. Sanderson,
I regret to report that we must reject your request for money back on the faded Do-Craft fabric.
We must refuse because Do-Craft fabrics are not made for outside use. It is difficult for me to understand how
you failed to notice this limitation. It was clearly stated in the catalog from which you ordered. It was even
stamped on the back of every yard of fabric. Since we have been more than reasonable in trying to inform you,
we cannot possibly be responsible.
We trust that you will understand our position. We regret very much having to deny your request.
Marilyn Cox, Customer Relations
Page 147
Setting Up Your Reasoning
With your strategy in mind, you begin with words that set it up. Since this message is a response to one the
reader has sent, you also acknowledge this message. You can do this by a date reference early in the message. Or
you can do it with words that clearly show you are writing about the specific situation.
One good way of setting up your strategy is to begin on a point of common agreement and then to explain how
the case at hand is an exception. To illustrate, a case involving a claim for adjustment for failure of an air
conditioner to perform properly might begin this way:
You are correct in believing that an 18,000 BTU Whirlpool window unit should cool the ordinary three-room
apartment.
The explanation that follows this sentence will show that the apartment in question is not an ordinary apartment.
Another strategy is to build the case that the claim for adjustment goes beyond what can reasonably be expected.
A beginning such as this one sets it up:
Assisting families to enjoy beautifully decorated homes at budget prices is one of our most satisfying goals. We
do all we reasonably can to reach it.
When refusing a request, remember how disappointing“no“can be and do all you reasonably can to spare your
reader’s feelings.
The explanation that follows this sentence will show that the requested adjustment goes beyond what can be
reasonably expected.
Making Your Case
In presenting your reasons for refusal, explain your company’s relevant policy or practice. Without accusing the
reader, call attention to facts that bear on the case—for example, that the item in question has been submerged in
water, that the printed material warned against certain uses, or that the warranty has expired. Putting together the
policy and the facts should lead logically to the conclusion that the adjustment cannot be granted.
This adjustment refusal is indirect, tactful, and helpful.
Subject: Your May 3 Message about Do-Craft Fabric
Ms. Sanderson:
Certainly, you have a right to expect the best possible service from Do-Craft fabrics. Every Do-Craft product is
the result of years of experimentation. And we manufacture each yard under the most careful controls. We are
determined that our products will do for you what we say they will do.
We carefully inspected the photos of Do-Craft Fabric 103 that you sent us. It appears that each sample has been
subjected to long periods in extreme sunlight. Because Do-Craft fabrics cannot withstand exposure to sunlight,
our advertising, the catalog, and a stamped reminder on the back of every yard of the fabric advise customers
that the fabric is meant for indoor use only.
As you can see from our catalog, the fabrics in the 200 series are recommended for outdoor use. You may also
be interested in the new Duck Back cotton fabrics listed in our 500 series. These plastic-coated cotton fabrics are
economical, and they resist sun and rain remarkably well.
If we can help you further in your selection, please contact us at service@wli.com.
Marilyn Cox, Consumer Relations
Page 148
Refusing Positively and Closing Courteously
As in other refusal messages, your refusal derives from your explanation. It is the logical result. You word it
clearly, and you make it as positive as the circumstances permit. For example, this one is clear, and it contains no
negative words:
For these reasons, we can pay only when our employees pack the goods.
If a compromise is in order, you might present it in positive language like this:
In view of these facts, we can repair the equipment at cost.
As in all bad-news messages, you should end this one with some appropriate, positive comment. You could
reinforce the message that you care about the reader’s business or the quality of your products. In cases where it
would not seem selfish, you could write about new products or services that the reader might be interested in.
Neither negative apologies nor words that recall the problem are appropriate here.
Putting together the policy and the facts should lead logically to the conclusion that the adjustment
cannot be granted.
Adapting the General Plan
When we apply these special considerations to the general plan, we come up with the following outline for
adjustment refusals:
Begin with words that are on subject, are neutral about the decision, and set up your strategy.
Present the strategy that explains or justifies, being factual and positive.
Refuse clearly and positively, perhaps including a counter-proposal.
End with positive, forward-looking, friendly words.
Contrasting Examples of an Adjustment Refusal
Bad and good treatment of WLI’s refusal to refund the money for the faded fabric (see the Workplace Scenario
on page 146) are illustrated by the messages on pages 146 and 147. The bad one, which is blunt and insulting,
destroys goodwill. The good one, which uses the techniques described in the preceding paragraphs, stands a fair
chance of keeping goodwill.
bluntness in a direct refusal
bluntness in a direct refusal
The bad adjustment refusal on page 146 begins bluntly with a direct statement of the refusal. The language is
negative (regret, must reject, claim, refuse, damage, inconvenience). The explanation is equally blunt. In
addition, it is insulting (“It is difficult for me to understand how you failed…”). It uses little tact, little youviewpoint. Because the close is negative, it recalls the bad news.
tact and indirect order in a courteous refusal
tact and indirect order in a courteous refusal
The good adjustment refusal (page 147) begins with friendly talk on a point of agreement that also sets up the
explanation. Without accusations, anger, or negative words, it reviews the facts of the case, which free the
company from blame. The refusal is clear, even though it is implied rather than stated. It uses no negatives, and
it does not receive undue emphasis. The close shifts to helpful suggestions that fit the one case—suggestions that
may actually result in a future sale.
LO 6-6 Write negative announcements that maintain goodwill.
NEGATIVE ANNOUNCEMENTS
Occasionally, businesses must announce bad news to their customers or employees. For example, a company
might need to announce that prices are going up, that a service or product line is being discontinued, or that a
branch of the business is closing. Or a company might need to tell its employees that the company is in some
kind of trouble, that people will need to be laid off, or, as in the Workplace Scenario (page 150), that employees
will contribute more to the cost of their health insurance. Such negative announcements generally follow the
instructions previously given in this chapter.
Determining the Strategy
When faced with the problem of making a negative announcement, your first step should be to determine your
overall strategy. Will you use direct or indirect organization?
Page 149
case illustration
Adjustment Refusal Letter (Refusing a Refund)
An out-of-town customer bought an expensive dress from the writer and mailed it back three weeks later asking
for a refund. The customer explained that the dress was not a good fit and that she did not like it anymore. But
perspiration stains on the dress proved that she had worn it. This letter skillfully presents the refusal.
Page 150
workplace scenario
Announcing an Increase in Health Insurance Costs
As the assistant to the human resources director at National Window Systems, you have been given the difficult
assignment of writing a bad-news message for your boss. She has just returned from a meeting of the company’s
top executives in which the decision was made to deduct 25 percent of the employees’ medical insurance
premiums from their paychecks. Until now, National Window Systems has paid it all. But declining profits are
forcing the company to cut back on these benefits. Something has to give if National Window Systems is to
remain competitive while also avoiding lay-offs. The administrators decided on a number of cost-cutting
measures including this reduction in the company’s payment for medical insurance. The message you will write
to National Window Systems employees is a negative announcement.
In most cases the indirect arrangement will be better. This route is especially recommended when it is reasonable
to expect that the readers would be surprised, particularly disappointed, or even angered by a direct presentation.
When planning an indirect announcement, you will need to think about what kind of buffer opening to use, what
kind of explanation to give, how to word the news itself, and how to leave your readers feeling that you have
considered their interests.
When planning an indirect announcement, you will need to think about what kind of buffer opening to
use, what kind of explanation to give, how to word the news itself, and how to leave your readers feeling that
you have considered their interests.
Setting Up the Bad News
As with the preceding negative message types, you should plan your indirect beginning (buffer) carefully. You
should think through the situation and select a strategy that will set up or begin the explanation that justifies the
announcement. Perhaps you will begin by presenting justifying information. Or maybe you will start with
complimentary or cordial talk focusing on the good relationship that you and your readers have developed.
Choose the option that will most likely prepare your reader to accept the coming bad news.
Positively Presenting the Bad News
In most cases, the opening paragraph will enable you to continue with background reasons or explanations in the
next paragraph, before you present the negative news. Such explaining will help you put the negative news in
the middle of the paragraph rather than at the beginning where it would be emphasized.
As in other negative situations, you should use positive words and avoid unnecessary negative comments when
presenting the news itself. Since this is an announcement, however, you must make certain that you cover all the
factual details involved. People may not be expecting this news. They will therefore want to know the whys and
whats of the situation. And if you want them to believe that you have done all you can to prevent the negative
situation, you will need to provide evidence that this is true. If there are actions the readers must take, these
should be covered clearly as well. All questions that may come to the readers’ minds should be anticipated and
covered.
Focusing on Next Steps or Remaining Benefits
In many cases negative news will mean that things have changed. Customers may no longer be able to get a
product that they have relied upon, or employees may have to find a way to pay for something that they have
been getting for free. For this reason, a skillful handling of a negative announcement will often need to include
an effort to help people solve the problem that your news just created for them. In situations where you have no
further help to offer—for example, when announcing certain price increases—you can still help people feel
better about your news by calling attention to the benefits that they will continue to enjoy. You can focus on the
good things that have not changed and perhaps even look ahead to something positive or exciting on the horizon.
Page 151
When making a negative announcement, remember that an indirect, tactful approach is usually better than a
blunt or aggressive approach.
The ending words… can be whatever is appropriate for this one situation—a positive look forward, a sincere
expression of gratitude, or an affirmation of your positive relationship with your readers.
Closing on a Positive or Encouraging Note
The ending words should cement your effort to cover the matter positively. They can be whatever is appropriate
for this one situation—a positive look forward, a sincere expression of gratitude, or an affirmation of your
positive relationship with your readers.
Reviewing the Plan
Applying the preceding instructions to the general plan, we arrive at this plan for negative announcements
written in indirect order:
Start with a buffer that begins or sets up justification for the bad news.
Present the justification material.
Give the bad news positively and clearly.
Help solve the problem that the news may have created for the reader.
End with appropriate goodwill talk.
Contrasting Examples of a Negative Announcement
Good and bad techniques in negative announcements are illustrated in the sample messages on pages 152 and
153 that announce WLI’s plan to have employees contribute more to the cost of their health insurance (see the
Workplace Scenario on page 150). The bad example is written in a direct pattern, which in some circumstances
may be acceptable but clearly is not in this case. The good one follows the pattern just discussed.
Page 152
directness here alarms the readers
The bad example below clearly will upset the readers with its abrupt announcement in the beginning. The
readers aren’t prepared to receive the negative message. They probably don’t understand the reasons behind the
negative news. The explanation comes later, but the readers are not likely to be in a receptive mood when they
see it. The message ends with a repetition of the bad news.
convincing explanation begins a courteous message
The better example on page 153 follows the recommended indirect pattern. Its opening words begin the task of
convincing the readers of the appropriateness of the action to be taken. After more convincing explanation, the
announcement flows logically. Perhaps it will not be received positively by all recipients, but it represents a
reasonable position given the facts presented. After the announcement, comes an offer of assistance to help
readers deal with their new situation. The last paragraph reminds readers of remaining benefits and reassures
them that management understands their interests. It ends on an appreciative, goodwill note.
Directness in this negative announcement sends an abrupt, upsetting message.
To our employees:
National Window Systems management sincerely regrets that effective February 1 you must begin contributing
25 percent of the cost of your medical insurance. As you know, in the past the company has paid the full amount.
This decision is primarily the result of the continued high cost of medical insurance and declining profits over
the last several quarters. Given this tight financial picture, we needed to find ways to reduce expenses.
We trust that you will understand why we must ask for your help with cutting costs to the company.
Sincerely,
Using Directness in Some Cases
As we mentioned at the beginning of this chapter, in some cases it is likely that the reader will not have a strong
negative reaction to the bad news. If, for example, the negative news is expected (as when the news media have
already revealed it), its impact may be viewed as negligible. There is also a good case for directness when the
company’s announcement will contain a remedy or announce new benefits that are designed to offset the effects
of the bad news. As in all announcements with some negative element, this part must be worded as positively as
possible. Also, the message should end on a goodwill note. The sample message below, announcing the end of a
store’s customer reward program, illustrates this situation.
Page 153
Dear Ms. Cato:
Effective January 1 Frontier Designs is discontinuing our Preferred Customer program so that we may offer
several new promotions.
Your accumulated points will be converted to a savings coupon worth as much as or more than your points total.
Your new points total is on the coupon enclosed with this letter. You may apply this coupon in these ways:
When shopping in our stores, present your coupon at the register.
When shopping from our catalogs, give the coupon number to the telephone service agent, enclose your
coupon with your mail order, or enter it with your online order at http://www.frontierdesigns.com/catalog.
In all these cases we will deduct your coupon value from your purchase total. If you have any questions, please
call us at 1-800-343-4111.
We thank you very much for your loyalty. You’ll soon hear about exciting new opportunities to shop and save
with us.
Sincerely,
This indirect bad-news announcement provides a well-reasoned explanation for the bad news.
To All Employees:
Even though the Affordable Care Act has increased competition among insurance providers, the cost of medical
coverage has not gone down for most companies.
Such is the case at our company. The premiums that we pay to cover our health benefits have increased by 34
percent over the last two years, and they now represent a huge percentage of our expenditures. Meanwhile, as
you know, our sales have been lower than usual for the past several quarters.
For the short term, we must find a way to cut overall costs. Your management has considered many options and
rejected such measures as cutting salaries and reducing personnel. Of the solutions that will be implemented, the
only change that affects you directly concerns your medical insurance. On March 1 we will begin deducting 25
percent of the cost of the premium.
Jim Taylor in the Personnel Office will soon be announcing an informational meeting about your insurance
options. Switching to spousal coverage, choosing a less expensive plan with lighter deductibles, or setting up a
flexible spending account may be right for you. You can also see Jim after the meeting to arrange a personal
consultation. He is well versed in the many solutions available and can give you expert advice for your situation.
Our health care benefits are some of the best in our city and in our industry, and those who continue with the
current plan will not see any change in their medical coverage or their co-pays. Your management regards a
strong benefits program as critical to the company’s success, and we will do all we can to maintain these benefits
while keeping your company financially viable.
Sincerely,
Page 154
case illustration
Negative Announcement (Decreasing Work Hours)
Shop employees are told of the effects a slow economy will have on their work hours. The message is friendly
and empathetic but clearly conveys the negative news. The goodwill close looks forward to better economic
times.
Chapter 6 Review Card
Page r6_1
chapter 6
active-review cards
Writing Bad-News Messages
The following questions will test your take-away knowledge from this chapter. How many can you answer?
LO 6-1 In what situations might it be better to use the indirect order for negative-news messages?
LO 6-2 What is the general plan for writing indirect-order messages?
LO 6-3 How would you adapt the general plan to refused requests?
LO 6-4 When is a claim written in an indirect pattern?
LO 6-5 How would you adapt the general plan to adjustment refusals?
LO 6-6 How would you adapt the general plan to negative announcements?
Page r6_2
Practical Application
Consider the following message sent to a company’s employees announcing a new policy in the workplace.
Using what you know from Chapter 6 about how to write a negative announcement, what should the writer do to
improve the message?
Beginning immediately, space heaters are banned from use in your individual office or cubicle. If you are using
one, you must discontinue using it immediately or face disciplinary action.
Yes, I realize that some offices are colder than others, and many of you have space heaters, but unfortunately,
whenever you use your space heater in your office, you affect our heating plant’s ability to regulate the
temperature evenly in the building. In other words, you make the matter worse, and the heating plant can’t fix the
problem of heating all areas evenly. If you have a problem with this new policy, we suggest you bring a sweater
or dress in warm clothing.
We apologize for the inconvenience, but for the good of everyone, you must remove space heaters from your
office immediately or face the consequences. If you have any questions, please contact me.
Answer
Did your answers include the following important points?
LO 6-1
The indirect order is usually best when…
You are delivering negative news and want to convince the reader that your position is correct, logical, and
reasonable.
You are delivering negative news and want to cushion the shock.
LO 6-2
Use a strategic buffer.
Set up the negative news.
Present the bad news as positively as possible.
Offer an alternative solution.
End on a positive note.
LO 6-3
Your buffer would indicate that you are responding to a request but would not yet give your response.
Your setup for the news would be convincing reasons for having to say “no.”
The refusal itself, presented as positively as possible, would be short, leading quickly to what you can do
or recommend.
You would end on a forward-looking note—not with a reminder of the refusal (such as an apology).
LO 6-4
The indirect pattern is used to write a claim when the writer anticipates resistance or a hostile reaction
from the audience.
Some of these hostile situations might involve large dollar or time requirements, unique occasions, tight
practices, and more.
LO 6-5
Your buffer would acknowledge the reader’s request and indicate common ground between you and the
reader (for example, that you both value quality or fairness).
You should explain the refusal using logical reasons and objective language. Your setup for the news
could explain what your company’s policy is in such cases and show—without blaming—that, under this
policy, the reader’s case does not warrant an adjustment.
You would say—perhaps as the statement of the refusal itself—what you can do to solve the reader’s
problem.
Your ending would be positive and forward looking, with no reminder of the refusal (such as an apology).
LO 6-6
If you determine that an indirect plan is best, you would start with a buffer introducing a topic related to
the announcement.
You would next explain the situation that requires the negative news.
Your statement of the news would need to be thorough and clear, since people would not be expecting it
and would be likely to have various questions about it.
You would then help people see what to do next or, if there were no next steps, focus on the positive side
of the announcement (for example, that it helps solve a problem that the reader cares about).
Your close would help the reader feel as positively as possible about the situation and the writer/writer’s
company.
ANSWERS TO PRACTICAL APPLICATION
1. Begin with a buffer and then give reasons for the policy before announcing the bad news. 2. Omit the negative
language. 3. Remove the threat of disciplinary action; just ask for compliance. 4. Focus on the reason that the
plant is trying to fix the problem instead of on how employees are causing a problem. 5. Don’t apologize or
restate the bad news in the conclusion.