learning objective chapter 10 negative messages copyright © 2000 south-western college publishing...

Learning ObjectiveChapter 10 Negative Messages

Negative Messages

Copyright © 2000 South-Western College Publishing Co.

Objectives

O U T L I N E

Developing Negative Messages

Drafting Negative Messages

When To Consult Your Legal Counsel

Developing a Framework for Negative Messages

10C H A P T E R


1. Explain how to use the Framework for Business Communication to write negative messages.

2. Put your analysis of the communication situation to work in corresponding with other people, particularly in situations involving bad news.

3. Gather and organize information so that it becomes useful, both to you and to your readers.

4. Recognize the difference between the direct approach to conveying bad news and the indirect approach, and know when to use each.

5. Draft negative messages with confidence, sensitivity, and care.

6. Recognize when to consult your legal counsel.

Learning Objectives


DEVELOPING A FRAMEWORK FOR NEGATIVE MESSAGESDEVELOPING A FRAMEWORK FOR NEGATIVE MESSAGES

Gather and organize information so that it becomes useful, both to you and to your readers.




• The dynamic forces will focus on currency, accuracy, and relevance of the information.

• How confident are you regarding the accuracy of information to be used for decision making?

• Anticipating, defining, and staying ahead of change will be particularly important.


Dynamic Forces

Challenges

• How to decline gracefully without giving offense.





• Saying “no” firmly and directly, but without giving offense.

• Declining a request of your time while still being able to help.

Applications• Employ critical thinking techniques when preparing to send a negative message.

Performance• Bad news for the person or people to whom you are writing.

• Use the same composition process as with positive and neutral messages.


Gather and organize information so that it becomes useful, both to you and to your readers.


Recognize the difference between the direct approach to conveying bad news and the indirect approach, and know when to use each.




Developing a Framework for Negative Messages Getting Organized

• Use strategies for critical thinking.

DEVELOPING NEGATIVE MESSAGESDEVELOPING NEGATIVE MESSAGES

Focusing on the Main Idea

• Keep the main idea up front.

Keeping It Brief• Don’t say more than is required.

• Rarely longer than three paragraphs.

• Make the document inviting, readable, and useful.






Selecting An Appropriate Tone

• Come to the point directly, explain what happened, sympathize or empathize, offer your best wishes, close the document.

• Tone conveys how the writer feels about the reader, subject, and the content of a letter.

• Adopt a tone appropriate to your audience, purpose, and occasion.

Selecting An Approach

• Indirect Approach: briefly delays and softens the impact of bad news.







The indirect approach involves these steps:

• Cushion the reader first with a buffer

• Explain your reasons

• Deliver the bad news

• Offer an alternative or compromise, if one is available

• Establish - or maintain - goodwill

• Conclude courteously

• Consider a buffer between your greeting and the reason for which you are writing

• A positive or neutral statement designed to soften the bad news.







How do you write a buffer?

• One paragraph to tell the reader what the letter is about, but does not provide the bad news that will follow.

• Begin with good news

• Show appreciation

• Provide assurance

• Thank the reader for something

• Refer to improvements or future benefits

• Begin with a general principle

• Refer to an enclosure

• Solid reasons

• Weak reasons







• Direct Approach: Omit the buffer, gettting directly to the point.

• Saying “No” in Another Culture: could be considered as impolite.

• Delivering Bad New By E-Mail: bad news may require a more personal approach


Learning ObjectiveChapter 10 Negative Messages Draft negative messages with

confidence, sensitivity, and care.




Developing a Framework for Negative Messages Refusing a Request for a Favor

• What is the nature of the relationship between the writer and the reader, and the nature of the request?

• If a large request, make sure the refusal is clear.

• If a small request, try a direct approach for the refusal.

DRAFTING NEGATIVE MESSAGESDRAFTING NEGATIVE MESSAGES

Declining An Invitation• If you know the reader well: omit the buffer.

• If you don’t know the reader well: use a buffer.






Refusing a Client or Customer’s Request for Adjustment, Return, Refund, or Credit• Use the indirect approach: the person will be upset.

• Two objectives:

• maintain customer goodwill

• enable the customer to understand the situation clearly and without confusion

Refusing an Application for Credit• When dealing with individuals, buffer the denial and maintain a warm, cordial tone.

• When dealing with a business, omit the buffer.

Draft negative messages with confidence, sensitivity, and care.






Rejecting a Job Applicant• A personal rejection requires a brief buffer.

• Don’t bury the bad news. Keep it sincere.

Firing or Laying-Off an Employee• When terminating for cause:

• Put writing only what can be proven beyond a reasonable doubt.

• Include only factual information and evidence relevant to the decision to fire someone.

• Buffer the message briefly with a factual or neutral statement. Don’t dely the news.







• Clear the letter with corporate legal counsel if the document may become an officialexhibit in a legal action.

• Hand the letter directly to the employee.

Refusing a Job Offer• Business-like in tone, professional appearance, and brief.

• Two objectives:

• Make it clear that you have decided not to accept their offer of a position

• Maintain goodwill







Resiging from a Job• Approach the task carefully.

• The document will become part of the firm’s official files and may be shared.

• Attempt to maintain goodwill

• Separate personal feelings from professiona judgement.

• No buffer is required.

Explaining a Change in Policy, Prices, Service, or Coverage

• Use an indirect appoach with a buffer.







• Give the bad news and follow with the reasons for the change.

• Provide a thoughtful, friendly closing.

Delivering a Negative Performance Appraisal• Begin with the time period covered by the appraisal.

• Assessment of employee’s acheivements.

• Transition to negative aspects of employee’s performance. Document failures with facts.

• Include areas for improvement.

• Attach supporting documents.







• If you are criticizing the performance of an employee of another firm: consider a five-step strategy. . .

1. A direct approach with half-sentence buffer.

2. Document the incident, or failure in detail.

3. Explain in specific detail what you expected.

4. Tell the reader what you want.

5. Be courteous and professional.

Delivering a Disiplinary Notice• Begin with a direct approach.

• If rules, policies, or laws are involved - cite.







• Close the letter with a conciliatory, yet professional statement so that the employee maintains personal dignity and self-respect.

Acknowledging Orders You Can’t Fill• Use an indirect approach.

• Thank the customer for the order.

Three goals:

• To keep the customer’s business and maintain goodwill.

• To make your instructions to the customer as clear, professional, and honest as possible

• To maintain a confident, optimistic tone.







Writing to ApologizeMost customers respond well to a sincere apology.

• Take the complaint seriously.

• Explain what happened and why.

• Don’t shift the blame.

• Don’t just write - do something.

Alternative StrategiesWhen none of the above strategies work:

• Offer a compromise.

• Refocus the isssue.







• Accentuate the positive.

• Use humor (sparingly).

• Don’t become a spokesman for someone else.


Learning ObjectiveChapter 10 Negative Messages Recognize when to consult

your legal counsel.





WHEN TO CONSULT YOUR LEGAL COUNSELWHEN TO CONSULT YOUR LEGAL COUNSEL

• Legal agreements• Imply a promise• Break a promise• Induce others to act• Express a warranty• Advertising claims• Change the conditions of employment• Offer job/ terminate job• Insurance claims• Defamatory claims• Invasion of privacy

• Misprepresentation• An accident• Environmental impacts• Equal Credit Opportunity Act• Fair Credit Billing Act • Fair Credit Reporting Act• Fair Credit Debt Collection Act• Fair Credit Billing Act• Truth-in-Lending, Copyright Law,

Bankruptcy Acts

learning objective chapter 10 negative messages copyright © 2000 south-western college publishing...

Documents