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Chapter 7 Lecture Notes ● 1
CHAPTER 7 LECTURE NOTES
Negative Messages
CHAPTER SYNOPSIS
Sending negative news is part of every business. This chapter establishes goals in
communicating negative news. It explains the benefits of using the indirect strategy to prepare
readers, but it also lists specific instances when the direct strategy might be preferable.
Students review the components of effective messages, including opening with a buffer,
apologizing, showing empathy, presenting the reasons, cushioning the bad news, and closing
pleasantly.
LEARNING OBJECTIVES
1. Understand the goals of business communicators in conveying negative news.
2. Compare the strategies and ethics of the direct and indirect plans in communicating
negative 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.
WHAT'S NEW IN THIS CHAPTER
The authors made the following changes and improvements:
• Created new colorful, engaging figure that compares direct and indirect strategies so that
students can visually see the rationale and methods for implementing these strategies for
delivering negative messages.
• Illustrated how to use FTC model for announcing security breaches to customers.
• Introduced pithy Office Insider quotations such as one from author John Kador, who
explains that apologizing is a leadership skill these days.
Chapter 7 Lecture Notes ● 2
• Prepared all-new Radical Rewrites and 70 percent new activities and cases, all with
solutions, to enable instructors to vary their assignments with challenging cases.
LECTURE OUTLINE
I. Communicating Negative News Effectively (p. 196)
A. Goals in Communicating Negative News
• Explain clearly so receiver understands and accepts the bad news.
• Project a professional and positive image of yourself and your organization.
II. Analyzing Negative News Strategies (p. 197)
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 7.1 Comparing the Direct and Indirect Strategies for Negative Messages
Figure 7.2 Announcing Bad News Directly: Security Breach Letter
B. When to Use the Indirect Strategy
• When the bad news is personally upsetting
• When the bad news will provoke a hostile reaction
C. Four Parts of the Indirect Strategy
1. Buffer
2. Reasons
3. Bad news
4. Closing
Figure 7.3 Four-Part Indirect Strategy for Bad News
D. 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.
Chapter 7 Lecture Notes ● 3
II. Composing Effective Negative Messages (p. 201)
A. Opening Indirect Messages With a Buffer
Best news Facts
Compliment Understanding
Appreciation
Agreement
Figure 7.4 – Delivering Bad News Sensitively
B. Apologizing
• Apologize promptly and sincerely.
C. Showing Empathy
• Demonstrate empathy, the ability to understand and enter into the feelings of
another.
D. Presenting the Reasons
• Be cautious in explaining.
• Cite reader benefits, if possible.
• Explain company policy, if relevant.
E. Cushioning the Bad News
• Position the bad news strategically; avoid the spotlight.
• Use the passive voice.
• Highlight the positive.
F. Closing Pleasantly
• Information about an alternative
• Freebies
• Good wishes
Chapter 7 Lecture Notes ● 4
IV. Refusing Typical Requests and Claims (p. 206)
Writing Plan for Refusing Routine Requests and Claims
• Buffer: Start with a neutral statement on which both reader and writer can agree,
such as a compliment, appreciation, a quick review of the facts, or an apology.
• Reasons: Present valid reasons for the refusal, avoiding words that create a
negative tone.
• Bad News: Soften the blow by de-emphasizing the bad news, using the passive
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 7.5 Refusing Donation Request
B. Dealing with Disappointed Customers in Print
• Call or e-mail the individual involved or reply to the online post within 24
hours.
• Describe the problem and apologize.
Figure 7.6 – Bad-News Follow-Up Message
C. Responding to Negative Posts and Reviews Online
• Verify the situation.
• Respond quickly and constructively.
• Consider freebies.
• Learn how to improve.
• Accept the inevitable.
D. Denying Claims
• Don’t blame customers, even if they are at fault.
• Avoid “you” statements that sound preachy.
Chapter 7 Lecture Notes ● 5
Figure 7.7 – E-mail Denying a Claim
V. Managing Bad News Within Organizations (p. 210)
A. Delivering Bad News in Person
• Gather all the information.
• Prepare and rehearse.
• Explain: past, present, future.
B. Refusing Workplace Requests
• Deliver honest feedback.
• Don’t be stingy with compliments.
Figure 7.8 Refusing an Internal Request
C. Announcing Bad News to Employees and the Public
• Managers should deliver the news honestly and promptly.
• Managers should deliver the news personally or through multiple channels.
Figure 7.9 Announcing Bad News to Employees
Writing Plan for Announcing Negative News to Employees
• Buffer: Start with a neutral or positive statement that transitions to the reasons
for the bad news. Consider opening with the best news, a compliment,
appreciation, agreement, or solid facts. Show understanding.
Critical Thinking Discussion Guide
11. Robert Bies, professor of management at Georgetown University, believes that an important
ethical guideline in dealing with bad news is never to shock the recipient: “Bad news should
never come as a surprise. Failure to warn senior leadership of impending bad news, such as
poor sales or a loss of a major client, is a cardinal sin. So is failure to warn subordinates
Chapter 7 Lecture Notes ● 6
about mistakes in their performance and provide an opportunity for them to make
corrections and improve.” Discuss the motivation of people who keep quiet and struggle
with dispensing bad news. (Objs. 1–3)
Giving bad news is unpleasant, and many of us prefer to avoid it or hide behind technology to
12. Suppose you made an honest mistake that could prove expensive for your employer or
internship provider. Would you blurt out the bad news immediately or consider strategies to
soften the blow somewhat? (Objs. 1–3)
Revealing bad news slowly usually softens its impact. Most people would prefer to be let down
gently. Whether consciously or unwittingly, most of us adopt strategies to mitigate the damage.
13. Why is the passive voice acceptable, even desirable, in bad-news messages when it’s
considered poor, impersonal writing in most other situations? (Objs. 1–3)
Depersonalizing negative news lessens the hurt. Because it emphasizes the action, not the person,
passive voice comes in handy when we wish to avoid blaming or patronizing the customer and de-
14. Consider times when you have been aware that others were using the indirect strategy in
writing or speaking to you. How did you react? (Obj. 2)
Students may indicate that they appreciated the indirect pattern because it was more tactful and
made them feel that the communicator cared about their feelings. On the other hand, students may
suggest that they felt they were being manipulated and that they distrusted the communicator who
15. Living in Pittsburgh, Lauren Bossers worked virtually by e-mail and phone for a supply
chain management software company in Dallas. She was laid off by phone, too. Bossers'
