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.
Chapter 7 Lecture Notes ● 2
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
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
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
Figure 7.4 – Delivering Bad News Sensitively
B. Apologizing
• Apologize promptly and sincerely.
• Accept responsibility.
• Use good judgment and don’t admit blame if it might prompt a lawsuit.
C. Showing Empathy
• Demonstrate empathy, the ability to understand and enter into the feelings of
another.
D. Presenting the Reasons
• Be cautious in explaining.
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
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.
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.
Figure 7.6 – Bad-News Follow-Up Message
C. Responding to Negative Posts and Reviews Online
• Verify the situation.
• Respond quickly and constructively.
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.
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
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’
Chapter 7 Lecture Notes ● 7
manager had given her one day’s notice; however, the news was still “shocking,” and she
responded with just yes or no to the HR officer who called: “I wasn’t rude, but I didn’t
think it was my job to make them feel better,” Bossers said. Software developer Jeff Langr
was fired during a teleconference on Skype. What might be some advantages and
disadvantages to receiving bad news remotely, if any? Why might it be a good idea to rein in
one’s frustration and anger? (Obj. 5)
Although it is brutal, being told over the phone may help the person absorb the bad news and
respond to it in private rather than in front of coworkers. This advantage is lost, of course, when
the layoff notice happens on camera. The downside of a remote layoff may be that a part-time
telecommuter must clear out a cubicle. A full-time homeworker may still need to return company
Activities
Note: The solutions to the activities and cases for this chapter are located in the Solutions to
Activities section of the Instructor’s Manual.
Communication Workshop (p. 229)
Presenting Bad News in Other Cultures
Career Application: This workshop asks students to interview fellow students or work
colleagues who are from other cultures. They are also asked to collect business letters from
companies in other countries and cultures. These interviews and documents should help
Chapter 7 Lecture Notes ● 8
Workplace in Focus
Page 198
When the right steps are followed, businesses can alleviate most of the bad feelings associated
with negative news. Customers respond when businesses explain the situation clearly, exhibit
professionalism, convey empathy, show fairness, and maintain friendly relations. Target CEO
Gregg Steinhafel met all of these criteria in his letter to customers affected by the security
breach. Instead of taking an indirect approach that offers a buffer and reasons for the news,
Steinhafel immediately let customers know that their data may have been stolen and offered an
apology. And, since customer data were compromised, Target was smart to offer shoppers free
credit monitoring and identity theft insurance.
Page 208
In this exchange, Hanes Brands Inc. requested that Hanes Hummus change its name and
destroy its product line due to a potential trademark infringement. Hanes Hummus chose to
refuse the request, but did so in a sarcastic manner and tone—an understandable but
provocative approach.
Chapter 7 Lecture Notes ● 9
Additional Writing Improvement Exercises
PASSIVE-VOICE VERBS
Passive-voice verbs may be preferable in breaking bad news because they enable you to
emphasize actions rather than personalities. Revise the following refusals so that they use
passive-voice instead of active-voice verbs.
1. We will no longer be accepting credit cards for purchases under $5.
2. Because of security risks, we cannot allow fans to enter the arena with large purses or
packages.
SUBORDINATE CLAUSES
You can further soften the effect of bad news by placing it in an introductory subordinate
clause that begins with although, since, or because. The emphasis in a sentence is on the
independent clause. Instead of saying We cannot serve you on a credit basis, try Although we
cannot serve you on a credit basis, we invite you to take advantage of our cash discounts and
sale prices. Revise the following so that the bad news is de-emphasized in a dependent clause
that precedes an independent clause.
6. A shipping strike makes it impossible for us to ship your complete order at this point in
7. We were forced to stop taking orders for flowers the week before Mother’s Day. To make
Chapter 7 Lecture Notes ● 10
8. AirPacific cannot possibly honor the $99 flight to Fiji that erroneously appeared on
9. We are instituting a cleaning fee of $100 for guests who smoke in a nonsmoking room. We
IMPLYING BAD NEWS
Bad news can be de-emphasized by implying a refusal instead of stating it directly. Revise the
following refusals so that the bad news is implied. If possible, use passive-voice verbs and
subordinate clauses to further de-emphasize the bad news.
11. Your team cannot schedule a retreat for the week of May 15. Too many staffers will be
12. Thanks for reminding us of this year’s fund-raising 10K Marathon. It is with deep regret
Chapter 7 Additional Writing Improvement Exercises – Key
PASSIVE-VOICE VERBS
1. Credit cards will no longer be accepted for purchases under $5.
2. Because of security risks, fans with large purses or packages are not allowed to enter the
arena.
Chapter 7 Lecture Notes ● 11
SUBORDINATE CLAUSES
6. Although a shipping strike prevents us from shipping your complete order, we are sending
two corner workstations that should arrive within five days.
7. Although orders for flowers the week before Mother’s Day had to be halted, we apologize
and invite you to order now with free shipping for the next week.
IMPLYING BAD NEWS
11. Although too many staffers will be working on the Santana contract the week of May 15,
perhaps we can plan a retreat after that date.