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Chapter 11Chapter 11

Negative NewsNegative News

David Gadish, Ph.D.

Ch. 11, Slide 2

Goals in Goals in CommunicatingCommunicating

Bad NewsBad News• To make the reader understand and

accept the bad news• To promote and maintain a good

image of the writer and the writer’s organization

• To make the message so clear that additional correspondence is unnecessary

• To avoid legal liability

Ch. 11, Slide 3

BufferBuffer

The Indirect PatternThe Indirect Pattern

Ch. 11, Slide 4

BufferBuffer

ReasonsReasons

The Indirect PatternThe Indirect Pattern

Ch. 11, Slide 5

BufferBuffer

ReasonsReasons

Bad NewsBad News

The Indirect PatternThe Indirect Pattern

Ch. 11, Slide 6

BufferBuffer

ReasonsReasons

Bad NewsBad News

CloseClose

The Indirect PatternThe Indirect Pattern

Ch. 11, Slide 7

The Indirect PatternThe Indirect Pattern

• BUFFER – a neutral or positive opening that does not reveal the bad news

• REASONS – an explanation of the causes for the bad news

• BAD NEWS – a clear but understated announcement of the bad news that may include an alternative or compromise

Ch. 11, Slide 8

The Indirect PatternThe Indirect Pattern

• CLOSE – a personalizing, forward-looking, pleasant statement

Ch. 11, Slide 9

Avoiding Three Causes Avoiding Three Causes ofof

Legal ProblemsLegal Problems

Ch. 11, Slide 10

Avoiding Three Causes Avoiding Three Causes ofof

Legal ProblemsLegal Problems1. Abusive language

Defamation – use of any language that harms a person’s reputation

Libel – written defamation

Slander – spoken defamation

2. Careless languageStatements that are potentially damaging or that could be misinterpreted (the factory is too hazardous for tour groups).

Ch. 11, Slide 11

Avoiding Three Causes Avoiding Three Causes ofof

Legal ProblemsLegal Problems3. “Good-guy” syndrome

Statements that ease your conscience or make you look good (I thought you were an excellent candidate, but we had to hire . . . ).

Ch. 11, Slide 12

Acting CautiouslyActing Cautiously

• As an agent of an organization, be sure your views reflect those of your organization.

• Use plain paper for your personal views or personal business.

• Avoid supplying information that could be misused.

• Don’t admit or imply responsibility without checking with legal counsel.

Ch. 11, Slide 13

Refusing Routine Refusing Routine RequestsRequests

Ch. 11, Slide 14

BufferBuffer• Pay a compliment, show appreciation

for past action, or refer to something mutually understood.

• Avoid raising false hopes.

• Avoid thanking the receiver for something you are about to refuse.

Ch. 11, Slide 15

ReasonsReasons• Explain why the request must be

denied, without revealing the refusal.

• Avoid negativity (unfortunately, impossible).

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

Ch. 11, Slide 16

Bad NewsBad News• Soften the bad news by

(1) subordinating it (although we can’t loan our equipment, we wish you well in . . .).

(2) using the passive voice (office equipment can’t be loaned, but . . .).

(3) embedding it in a long sentence or paragraph.

Ch. 11, Slide 17

Bad NewsBad News• Consider implying the refusal, but be

certain it is clear.

• Suggest an alternative, if one exists.

Ch. 11, Slide 18

CloseClose• Supply more information about an

alternative, if one is offered.

• Look forward to future relations.

• Offer good wishes and compliments.

• Avoid referring to the refusal.

Ch. 11, Slide 19

Sending Bad NewsSending Bad Newsto Customersto Customers

Ch. 11, Slide 20

BufferBuffer• Express appreciation for the

customer’s patronage or for his or her writing.

• Show agreement on some point, review the facts, or show understanding.

Ch. 11, Slide 21

ReasonsReasons• Justify the bad news with objective

reasons (except in credit denials).

• Use resale, if appropriate, to restore the customer’s confidence.

• Avoid blaming the customer or hiding behind company policy.

• Look for reader benefits.

Ch. 11, Slide 22

Bad NewsBad News• State the bad news objectively or

imply it.

• Use resale or sales promotion only if you think doing so will not be offensive.

Ch. 11, Slide 23

CloseClose• Suggest an action or an alternative.

• Look forward to future business, offer best wishes, refer to gifts.

• Don’t mention the bad news.

Ch. 11, Slide 24

Managing Negative Managing Negative Organization NewsOrganization News

Ch. 11, Slide 25

BufferBuffer• Provide some good news (if

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

• Discuss facts leading to the reasons section.

Ch. 11, Slide 26

ReasonsReasons• Explain what caused the decision

necessitating the bad news.

• Use objective, nonjudgmental, and nondiscriminatory language.

• Show empathy and fairness.

Ch. 11, Slide 27

Bad NewsBad News• Explain the bad news clearly, but

don’t accentuate it.

• Avoid negative language.

Ch. 11, Slide 28

CloseClose• End on a positive, friendly note.

• For job refusals, extend good wishes.

Ch. 11, Slide 29

Ineffective Customer Ineffective Customer Request Refusal Request Refusal

“Before” Version“Before” Version

Ch. 11, Slide 30

Dear Mr. Waters:

Unfortunately, we cannot allow you to apply the lease payments you’ve been making for the past ten months toward the purchase of your Sako 600 copier.

Company policy does not allow such conversion. Have you ever wondered why we can offer such low leasing and purchase prices? Obviously, we couldn’t stay in business long if we agreed to proposals such as yours.

You’ve had the Sako 600 copier for ten months now, Mr. Waters, and you say you like its versatility and reliability. Perhaps we could interest you in another Sako model – one that’s more within your price range. Do give us a call.

Sincerely,

Dear Mr. Waters:

Unfortunately, we cannot allow you to apply the lease payments you’ve been making for the past ten months toward the purchase of your Sako 600 copier.

Company policy does not allow such conversion. Have you ever wondered why we can offer such low leasing and purchase prices? Obviously, we couldn’t stay in business long if we agreed to proposals such as yours.

You’ve had the Sako 600 copier for ten months now, Mr. Waters, and you say you like its versatility and reliability. Perhaps we could interest you in another Sako model – one that’s more within your price range. Do give us a call.

Sincerely,

Customer Request Refusal: “Before” Version

Ch. 11, Slide 31

Critical Thinking Critical Thinking QuestionsQuestions

1. What is the purpose of the previous letter? What goals should the sender have?

2. What prevents this letter from achieving those goals?

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

4. What idea could be used as a buffer to open an improved version of this letter? Write a buffer.

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

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

Ch. 11, Slide 32

Improved Customer Improved Customer Request Refusal Request Refusal

“After” Version“After” Version

Ch. 11, Slide 33

Dear Mr. Waters:

We’re happy to learn that you are enjoying the use of the Sako copier you’ve been leasing for the past ten months. Like our many other customers, you have discovered that Sako copiers offer remarkable versatility and reliability.

One of the reasons we’re able to offer these outstanding copiers at such low leasing rates and equally low purchase prices is that we maintain a slim profit margin. If our program included a provision for applying lease payments toward the purchase price, our overall prices would have to be higher. Although lease payments cannot be credited toward purchase price, we can offer you other Sako models

Dear Mr. Waters:

We’re happy to learn that you are enjoying the use of the Sako copier you’ve been leasing for the past ten months. Like our many other customers, you have discovered that Sako copiers offer remarkable versatility and reliability.

One of the reasons we’re able to offer these outstanding copiers at such low leasing rates and equally low purchase prices is that we maintain a slim profit margin. If our program included a provision for applying lease payments toward the purchase price, our overall prices would have to be higher. Although lease payments cannot be credited toward purchase price, we can offer you other Sako models

Customer Request Refusal: “After” Version

Ch. 11, Slide 34

that are within your price range. The Sako 400 delivers the same reliability with nearly as many features as the Sako 600.

Please let us demonstrate the Sako 400 to your staff in your office, Mr. Waters. Our representative, Tracy Wilson, will call you soon to arrange a time.

Sincerely,

that are within your price range. The Sako 400 delivers the same reliability with nearly as many features as the Sako 600.

Please let us demonstrate the Sako 400 to your staff in your office, Mr. Waters. Our representative, Tracy Wilson, will call you soon to arrange a time.

Sincerely,

Customer Request Refusal: “After” Version

Ch. 11, Slide 35

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