9-1

Chapter 8

Maintaining Goodwill in Bad-News Messages

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• Why Indirect Order?• The General Indirect Plan• Adaptations of the General Plan to Specific

Situations– Refused Requests– Claim Messages– Adjustment Refusals– Negative Announcements

Chapter Overview

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Bad news is received more positively when preceded by explanation. Why?•Bad news can be shocking. Preparatory words ease the reader into the news.•Hearing the (good) reasons first prepares the reader for interpreting the bad news correctly.•Even if the reader expects bad news, the effort to spare his/her feelings is appreciated and can help convince the reader of the writer’s position.

Why Indirect Order?

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• Begin with a strategic buffer.– Set up your strategy.– Acknowledge any preceding messages.

• Set up the negative news.• Present the bad news positively.• Offer an alternative solution.• End with goodwill, specifically adapted.

The General Indirect Plan

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• If you or your company is at fault . . .– an apology, linked with a plan of action, can help

to restore goodwill.– Make the apology early in the message and then

move on.• If you are not directly at fault . . .– an apology can make you appear in the wrong.– Apologies can have legal implications.

When to Make an Apology

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Preliminary considerations:• The news is bad• The reader wants something; you must refuse• Your goals:– say no– maintain goodwill

• The first goal is easy; the second requires tact• You must present reasons that will convince

Refused Requests

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• Begin with words that identify the subject, are neutral, and set up the message.

• Present reasons using positive language and you-viewpoint.

• Refuse clearly and positively, embedding where possible to de-emphasize the negative.

• Include a counterproposal or compromise when appropriate.

• End with an adapted goodwill comment.

Indirect Plan for a Refusal

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Preliminary considerations:•You believe that you deserve an adjustment.• The fault lies with the reader.•The goal is to present your request convincingly without blaming the reader.•Thus, you must think through the situation to develop a strategy that will persuade but not offend.•You must choose your tone accordingly.

Indirect Claims

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• Begin with words that introduce the problem but do not anger the reader.

• Describe the problem clearly.• Make the account factual, not emotional.• Make clear what kinds of damage or problems were

caused.• Lead systematically to the adjustment request.• End with words that leave the door open for future

relations with the reader.

Indirect Plan for Claim Messages

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Preliminary considerations:•The decision has been made to refuse an unjustified claim.•The news is bad.•The goal is to present the bad news in a positive way.•Thus, you must think through the situation to develop a strategy to explain or justify the decision.

Adjustment Refusals

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• Begin with words that are on subject, neutral, and that set up the message

• Present the strategy that will explain or justify.

• Make it factual and positive.• Lead systematically to the refusal.• Then refuse – clearly and positively.• End with off-subject, friendly words.

Indirect Plan for Adjustment Refusals

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• Presentations of bad news to customers or employees . . .– generally follow the indirect pattern – especially if

news is very disappointing.– Thus, they follow the strategies previously

reviewed.

Negative Announcements

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• Start with a buffer that sets up the explanation of the bad news.

• Present the justification.• Cover the bad news positively but clearly.• Help resolve any problem the bad news creates.• End with forward-looking, friendly words.

Indirect Plan for Negative Announcements

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• A direct plan is justified when the bad news– is expected.– is insignificant.– may have positive possibilities.

Direct Negative Announcements

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Good Advice for Bad News