Transcript Writing Bad News Messages

Writing Bad-News
Messages
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 1
From The Real World
Often audiences seem to have a premonition
that bad news is coming and just as often
move to a worst-case scenario. Similarly, bad
news is difficult to contain; rumour often
precedes fact. Credibility, for you and your
organization, can hinge on the speed with
which you get the difficult information out to
communities, audiences, or individuals.
Kevin Gass, Vice-President, Marketing and Communication
B.C. Lotteries Corporation
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 2
Three-Step Writing Process
1
Planning
2
Writing
3
Completing
Analyze the
Situation
Organize the
Message
Revise the
Message
Investigate the
Topic
Compose the
Message
Produce the
Message
Adapt to the
Audience
©2005 Pearson
Education Canada
Proofread the
Message
Business Communication Essentials
Chapter 8 - 3
Strategies for
Bad-News Messages
• Convey the message
• Gain acceptance
• Maintain goodwill
• Promote a good corporate image
• Minimize future correspondence
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 4
Audience-Centered Tone
The “You” Attitude
Positive Wording
Respectful Language
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 5
The Direct Approach
Flow of the Message
Bad News
Reasons
Positive
Close
Step 1
Step 2
Step 3
Substance of the Message
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 6
The Indirect Approach
Flow of the Message
Buffer
Reasons
Bad
News
Positive
Close
Step 1
Step 2
Step 3
Step 4
Substance of the Message
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 7
Begin With a Buffer
Sincere
Relevant
Not Misleading
Neutral
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 8
Begin With a Buffer
Respectful
Succinct
Assertive
Brief
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 9
Provide Reasons
That Support the Refusal
• Cover positive points
• Provide relevant details
• Highlight benefits
• Minimize company policy
• Avoid apologizing
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 10
State the Message
De-emphasize the Bad News
Use a Conditional Statement
Focus on the Positive
Avoid Blunt Language
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 11
Close With Confidence
Maintain a Positive Tone
Limit Future Correspondence
Be Optimistic About the Future
Remain Confident and Sincere
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 12
Writing Bad-News
Messages
• Routine requests
• Organizational news
• Employment
information
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 13
Routine
Workplace Requests
Business
Information
©2005 Pearson
Education Canada
Invitations
and Favors
Business Communication Essentials
Chapter 8 - 14
The Status of Orders
Ship Part
of the Order
©2005 Pearson
Education Canada
Ship None
of the Order
Business Communication Essentials
Chapter 8 - 15
Claims and Adjustments
Things to Employ
Things to Avoid
Courtesy and Tact
Accepting Blame
Indirect Approach
Accusations
Understanding
Negative Language
Possible Alternatives
Defamation
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 16
Organizational News
Products
©2005 Pearson
Education Canada
Operations
Business Communication Essentials
Chapter 8 - 17
Letters of
Recommendation
Requested
by Businesses
Be Direct
©2005 Pearson
Education Canada
State Facts
Requested
by Individuals
Practice
Diplomacy
Business Communication Essentials
Recognize
Feelings
Chapter 8 - 18
Performance Reviews
Review Job
Requirements
Provide
Feedback
Develop a
Plan of Action
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 19
Negative
Performance Reviews
• Confront the problem
• Plan the message
• Maintain privacy
• Focus on the problem
• Obtain commitment
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 20
Employment Applications
Use a
Direct Approach
State Reasons
Clearly
Suggest
Alternatives
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 21
Real World Applications
If company policy changes, should you
explain those changes to employees and
customers at about the same time, or
should you explain to the employees
first? Why or why not?
Let’s discuss!
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 22
Real World Applications
Is intentionally de-emphasizing bad
news the same as distorting graphs and
charts to de-emphasize unfavourable
data? Why or why not?
Let’s discuss!
©2005 Pearson
Education Canada
Business Communication Essentials
Chapter 8 - 23