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Chapter 9 LECTURE NOTES
Negative Messages
CHAPTER SYNOPSIS
Breaking bad news is a fact of business life. Employees of every company from the highest to
lowest will give bad news of some sort almost every day. Often the recipients of bad news do
not take kindly to it, no matter how justified or necessary it is. The critical questions many
business communicators ask themselves daily are these: How can I deliver bad news clearly
and yet retain my recipient’s goodwill? How can I avoid creating legal liability or
responsibility? Am I being fair? Offering strategies to help business communicators find
answers to these questions is the crux of Chapter 9.
This chapter focuses on applying the 3-x-3 writing process, including distinguishing between
when to use the direct strategy and the indirect strategy for bad news messages. The direct
strategy works best when the bad news is not damaging, when the receiver may overlook the bad
news, when the receiver prefers directness, or when firmness is necessary. The indirect strategy
is better when the bad news is personally upsetting, when the bad news will provoke a hostile
reaction, when the bad news threatens the customer relationship, and when the bad news is
unexpected. Students will learn to refuse typical requests or claims, as well as how to present bad
news to customers in print or online. In addition, students will apply techniques for delivering
bad news within organizations.
LEARNING OBJECTIVES
1. Understand the strategies of business communicators in conveying negative news, apply the
3-x-3 writing process, and avoid legal liability.
2. Distinguish between the direct and indirect strategies in conveying unfavorable news.
3. Explain the components of effective negative messages, including opening with a buffer,
apologizing, showing empathy, presenting the reasons, cushioning the bad news, and closing
pleasantly.
4. Apply effective techniques for refusing typical requests or claims as well as for presenting
bad news to customers in print or online.
5. Describe and apply effective techniques for delivering bad news within organizations.
WHAT’S NEW IN THIS CHAPTER
Created a fresh opening scenario featuring Carnival Corporation’s recent tribulations and the
company’s responses to adverse news to illustrate the use of apologies and crisis customer
relations.
the latest business communication research to introduce students to nuanced approaches to
the direct and indirect strategies for communicating bad news while retaining highly practical
writing instruction for students.
Included new digital model documents such as a mixed-strategy data breach message, a
service disruption notice delivered directly in an external blog post, an indirect donation
request refusal, an indirect intranet post, as well as various direct and indirect strategy
e-mails.
Boosted the coverage of bad news to customers in print and online by providing up-to-date
guidance on responding by hard or soft copy and online.
Enhanced the discussion of apologies in communicating negative news to help students
navigate this delicate subject.
Provided two new electronic documents for analysis: a direct-strategy e-mail reporting a
security breach and an indirect e-mail refusing a customer claim.
Created at least 60 percent new end-of-chapter activities to help students practice their skills
in delivering sensitive news in a nuanced way.
LECTURE OUTLINE
I. Communicating Negative News Effectively (p. 285)
PowerPoint slides 1, 2
A. Articulating Goals in Communicating Negative News
Explain clearly and completely.
Project a professional image.
Convey empathy and sensitivity.
Being fair.
Maintain friendly relations.
Figure 9.1 Goals in Conveying Unfavorable News
PowerPoint slide 3
B. Applying the 3-x-3 Writing Process
1. Analysis, Anticipation, and Adaptation
If the disappointment will be mild, announce it directly.
If the news is serious or personal, choose words that show respect and protect
the reader’s ego.
2. Research, Organization, Composition
Gather information and brainstorm ideas.
Select the best reasons to include and eliminate weak ones.
Flesh out each of the four sections as you compose your first draft.
3. Editing, Proofreading, and Evaluating
Look at the problem from the receiver’s position.
Is the message clear without being too blunt or too subtle?
Proofread for format, punctuation, and correctness.
PowerPoint slides 4-8
C. Avoiding Legal Liability in Conveying Negative News
1. Abusive Language
Definition: Defamation is the legal term for any false statement that harms an
individual’s reputation. When the abusive language is written; it is called libel;
when spoken, it is called slander.
To be actionable, abusive language must be (a) false, (b) damaging to one’s
good name, and (c) published (written or spoken within the presence of others).
Electronic transmissions are considered to be “published.”
2. Careless Language
Careless language includes any statement that could be damaging or
misinterpreted.
3. The Good-Guy Syndrome
Avoid the temptation to use words that make you feel good but are legally
dangerous.
Your words, decisions, and opinions are assumed to represent those of your
organization.
Beware of promises that can’t be fulfilled.
PowerPoint slides 9-12
II. Analyzing Negative-News Strategies (p. 289)
A. When to Use the Direct Strategy
When the bad news is not damaging
When the receiver may overlook the bad news
When the organization or receiver prefers directness
When firmness is necessary
Figure 9.2 Deciding When to Deliver Bad News Directly
Figure 9.3 Announcing Bad News Directly: Security Breach Letter
B. When to Use the Indirect Strategy
When the bad news is upsetting
When the bad news will provoke a hostile reaction
When the bad news threatens the customer relationship
When the bad news is unexpected
Figure 9.4 Deciding When to Deliver Bad News Indirectly
Figure 9.5 Comparing the Direct and Indirect Strategies for Negative Messages
PowerPoint slides 13-17
C. Keeping the Indirect Strategy Ethical
The indirect strategy should not be used to avoid or misrepresent the truth.
The indirect strategy helps you deliver difficult news with compassion.
III. Composing Effective Negative Messages (p. 294)
A. Open Indirect Messages With a Buffer
Best news
Compliment
Appreciation
Agreement
Facts
Understanding
PowerPoint slides 18-20
B. Apologizing
Apologize if you or your company erred.
Apologize sincerely.
Accept responsibility.
Use good judgment.
Figure 9.6 Apologizing Effectively in the Digital Age: The 5Rs
PowerPoint slide 24
C. Showing Empathy
Convey empathy, the ability to understand and enter into the feelings of another.
D. Presenting the Reasons
Explain clearly.
Cite reader benefits, if plausible.
Explain company policy, if relevant.
Choose positive words.
Show that the matter was treated seriously and fairly.
PowerPoint slide 21
E. Cushioning the Bad News
Position the bad news strategically; avoid the spotlight.
Use the passive voice.
Highlight the positive.
Imply the refusal.
Suggest a compromise or an alternative.
PowerPoint slide 22
F. Closing Pleasantly
Forward look
Information about alternatives
Good wishes
Freebies
Resale or sales promotion
Figure 9.7 Delivering Bad News Sensitively
PowerPoint slide 23
IV. Refusing Typical Requests and Claims (p. 299)
A. Rejecting Requests for Favors, Money, Information, and Action
Begin with a buffer acknowledging the request.
Praise the good works of the charity.
Provide a gentle refusal with or without an explanation.
Figure 9.8 Refusing Donation Request
B. Declining Invitations
Make a special effort to soften the refusal because responses to invitations are
often taken personally.
Buffer the impact of the request refusal with a compliment.
Figure 9.9 Declining an Invitation
PowerPoint slides 22-28
C. Dealing with Disappointed Customers in Print and Online
Call or e-mail the individual involved or reply to the online post within 24 hours.
Describe the problem and apologize.
Explain why the problem occurred, what you are doing to resolve it, and how you
will prevent it from happening again.
Promote goodwill by following up with a message that documents the phone call
or acknowledges the online exchange of posts.
PowerPoint slides 29-31
1. Responding by E-Mail and in Hard Copy
Written messages are important:
When personal contact is important
To establish a record of the incident
To formally confirm follow-up procedures
To promote good relations
Figure 9.10 Bad-News Follow-Up Message
PowerPoint slides 32
2. Managing Negative News Online
Recognize social networks as an important communication channel.
Become proactive.
Join the fun.
Monitor comments.
Figure 9.11 Go Daddy Blog Delivers Bad News About Service Disruption
PowerPoint slides 33-35
D. Handling Problems With Orders
Use the direct strategy if the message has some good-news elements.
Use the indirect strategy when the news is disappointment
PowerPoint slide 36
E. Announcing Rate Increases and Price Hikes
Explain the reasons.
Link the increase to benefits.
Give advance warning of rate increases.
Figure 9.12 E-Mail Announcing Price Increase With Audience Benefits
PowerPoint slide 37
F. Denying Claims
Use the reasons-before-refusal plan when denying claims.
Don’t blame customers and avoid sounding preachy.
Use neutral, objective language and an empathetic tone.
Figure 9.13 E-Mail Denying a Claim
PowerPoint slides 38, 39
G. Refusing Credit
Avoid language that causes hard feelings.
Retain customers on a cash basis.
Prepare for possible future credit without raising false expectations.
Avoid disclosures that could cause a lawsuit.
PowerPoint slide 40
V. Managing Bad News Within Organizations (p. 308)
A. Delivering Bad News in Person
Gather all the information.
Prepare and rehearse.
Explain: past, present, future.
Consider taking a partner.
Think about timing.
Be patient with the reaction.
B. Refusing Workplace Requests
Start with a buffer that delivers honest praise.
Provide reasons for the refusal in the middle paragraph.
Close with a qualified alternative.
Figure 9.14 Refusing an Internal Request
C. Announcing Bad News to Employees and the Public
Managers should deliver the news personally or through multiple channels.
Use the indirect strategy and an upbeat buffer.
Strive to show fairness of the company’s position.
Provide clear, convincing reasons that explain the decision.
Figure 9.15 Announcing Bad News to Employees
D. Saying No to Job Applicants
Use the indirect pattern to lessen the blow.
Be vague in explaining why the candidate was not selected to avoid charges of
discrimination or wrongful actions.
Figure 9.16 Saying No to Job Candidate
PowerPoint slides 41-46
VI. Checklist Conveying Negative News
Prewrite
Plan the opening
Provide reasons in the body
Soften the bad news
Close pleasantly
