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    COMPOSING BUSINESS LETTER

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    Lettersconsidered as an original mode of writtenbusiness communication.

    remain as a universal mode in all kinds of contexts and situations.

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    1. When you should write a letter?

    A ssessing the Risks of Writing and Not Writing

    Question 1: Does a letter seem to formal or legalistic or,in some other way, not quite appropriate for thesituation?

    If your context includes informal, friendly,conversational dialogue, it is preferred not to write aletter because it may suggest a sudden distancing orchilling of the relationship.

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    y

    Question 2: Do you need a paper trail?y It may be important to have a paper trail for

    political or personal or legal reason thatdocuments what you've said, done and agreed to

    do or perhaps not agreed to do.y

    y Question 3: Would a direct confrontation beunpleasant- maybe even dangerous?

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    y Question 4: Is there a chance that your letter couldbecome a weapon to be used against you?

    y A lways remember that you need to be sure theletter says what you want it to mean and that it makes

    only the commitments you want it to make.

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    2 . Analyzing and evaluating your context

    y Questions to consider:

    y Does this situation call for a letter? Is some otherresponse, such as a phone call or direct conversation,more appropriate?

    y If some other response is equally appropriate which

    would be easier?

    y Does this situation call for a combination of response-a phone call followed by a letter, for example?

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    y H

    ow tricky, difficult, or dangerous is this situation?

    y H ow much effort is going to be required to do a good job?

    y What's the worst thing that could happen if it goesbadly?

    y Where can you get help if you need it?

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    y ** You must remember that the amount of timeand effort depends on:

    y H ow far the situation at hand deviates from a familiar,

    generic situation.y H ow important the issues.y The people involved are to you and you organization.y H ow much of your time and attention are being

    demanded by other tasks.

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    M ore about composing business letters:

    The Two Dimensions:1. A ction Dimensions

    2. Relationship Dimensions

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    WRITING

    CHECKLIST

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    Map out the relationship and action dimensions of your letter-writing situation to visualize quickly thecontext your addressing.List your relationship goals and action goals.

    Consider how these goals interact with each other. Ask what readers need in order to accomplish bothrelationship and action goals. Ask who your readers are that is, who should beaddressed in your letter, who should receive copies,and who else might read the letter.

    ROUTINE LETTERS

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    Anticipate reader s questions to achieve your action goals.Determine what questions readers will ask when theyread your letter.Since letters are short documents and thus can thave long arguments, your arguments need to be

    efficient.In general, use the direct pattern in business letters:Begin with the claim, and then present supporting evidence and sometimes underlying values and

    assumptions.Consider whether you ll need to use the indirectpattern, which mutes the claim by first laying out thecontext and evidence justifying the claim.

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    U sing the indirect pattern, you can help readers shiftto a perspective sympathetic with your own by using a well-written narrative.Sometimes when using the indirect strategy, youmight leave out the claim altogether, leaving thereader to infer both the claim and the rationale.

    Make your business letters brief, straightforward,and positive.For efficiency, consider using form letters, but modifythem effectively by thoughtfully analyzing the special

    features of your situation your goals, your readersand your arguments.Follow any standard templates and style guides for letters so they represent your company with aconsistent style and appearance.

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    If you have no established formal conventions, use full block,modified block, or AMS style.

    In general use the neutral, objective, impersonal voice that ssuch a strong convention in business writing.But deliberately base your expression on your relationship andaction goals, your insight into your readers, your arguments, andthe conventions of the situation.

    Monitor your expression carefully when your writing under strong emotions since writing to express anger or frustration isnot itself, a good goal

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    Defining Defining

    GRACE GRACE

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    Using GRACEto Examine YourAbout Your Writing

    Situation

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    Assumptions about Your GoalsRemember that you really have two distinctly goals for any

    writing project: to create desirable effect on your readers and

    to produce and manage your project

    Break down a project into manageable pieces using the Swishcheese strategy so you can nibble away at the project chunks.

    Start a project by narrating the facts as you understand themor by framing variations of possible arguments.

    Keep moving ahead on the text until youre done with aproject

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    Assumptions about Your ReadersV isualize your readers if it will help you generate text thatmeets their needs, answers their questions, or addresses theirconcerns.

    Find out more about your readers from others in yourorganization or from the readers themselves.

    Imagine other, more receptive readers or ignore them

    altogether temporarily, if doing so will help you moveforward.

    Begin by firing away , generate text as quickly as you can while focusing on issues and arguments; then reread andrevise the text for your readers

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    Assumptions about Your Argument Y ou dont need to begin with the perfect argument;instead, use your writing to explore your evidence andidentify the arguments implicit in it.

    Look for arguments that are laid out for you by theconventions, by the context of the situation, by

    arguments offered by your readers, or by your own goals

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    Assumptions about the Conventions of YourDocument and Situation

    U se dummies of final documents to help you generatelarge, complex writing projects.

    U se similar document the organization has developed fora comparable situation to create a dummy.

    U se a dummy to make assignments to members of aproject team and to measure progress on different partsof the project.

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    Assumptions about ExpressionIf your assumptions about what is the appropriate voice for adocument are inhibiting your expression, look more closely at

    your writing situation and perhaps consult the people youtrust about the conventions of expression

    A sk someone else whos comfortable with the conventional voice to write the text

    T ry to write quickly, mimicking the voice you feel isconventional, even though it feels uncomfortable

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    Three GenericsThree Generics

    Conflicts SituationsConflicts Situations& Their Goals& Their Goals

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    ComplaintsComplaints

    Bad NewsBad NewsNegotiationsNegotiations

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    Letter Of ComplaintLetter Of Complaint1716 Tenth Avenue SouthSt. Cloud, MN 56301April 10, 1997

    Donna Eddieman

    Director, First-Year ExperienceMichigan Technological UniversityHoughton, MI 49931

    Dear Ms. Eddieman:

    Last weekend we made the 720-mile round trip from St. Cloud, MN to Houghton to visit

    our son Ben, a freshman at MTU. This is our fourth trip- about a year ago when Ben was

    selecting colleges, in September to deliver him, in October for Homecoming weekend, and

    now again in April.

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    We had a delightful weekend. It was especially exciting to talkwith Ben about his classes, his instructors, his course assignments,and the ideas that are impacting and challenging him. We visitedthe Humanities computer lab and got a taste of Ben s work-study

    job responsibilities. We examined the mineral display outside theSeaman mineral collection. At the bookstore our purchaseincluded an MTU decal for our car. Ben did some research for hisecon paper at the library. We saw the auditorium where CliffordStoll recently spoke to MTU students. Ben hadn t been in a carsince he arrived back from spring break, so we enjoyed drivingaround the Houghton-Hancock area. We were awed by the powerof Lake Superior when we stood on the eroding banks of the statepark that s out past Hancock.

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    Letter Of ApologyLetter Of ApologyMic iga c gica iversi ty

    1701 send DriveHough ton, Mi thigan 4993 1-11 96

    Residential Services

    O ff ice o f the Dire ct or(906) 555 -2682

    Fa : (906) 555 -356 0 April 25, 1997

    Mr . & Mrs Bob Inks ter

    171 6 10th

    Avenue Sou thSt. Cloud, MN 563 01

    Dear Chris & Bob,

    I wish a ll our s tuden t cus tomer h ad responsible and cordi a l paren ts like you! Yes, we provide Guess P assesf or family and f riends at ou t re cep t ion desk, bu t you are corre ct in that we do no t have visible signsdisplay ing this inf orm at ion . O ur Residen t ia l Services dep artmen t will de f initely improve on thecommuni cat ion to our residen ts and gues ts. O n beh a lf of Michigan Te ch Residen t ia l Services, we hope that our de cision to re turn to our CopperCoun try in the f uture isn t ta inted b y this inciden t. A $20.00 che ck f or re f und p aymen t of the citat ion t icket should re ac h you shor t ly in the m a il.

    Sincerel y & please re turn to MTU,Andre A . Bonen

    Manager o f Fa ilit iesResiden t ia l Services

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    Newsletter ArticleNewsletter Article

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    GRACE helps us identify the followingGRACE helps us identify the followinggeneral tasks in developing an effective letter of general tasks in developing an effective letter of

    complaint:complaint:

    Task1Task1 Determine the central core of Determine the central core of

    your letter your letter Task2Task2 Narrate and amplify whatNarrate and amplify whathappened and why its problematichappened and why its problematic

    Task3Task3 Explain a satisfactory resolutionExplain a satisfactory resolutionTask4Task4 Test your argumentTest your argument

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    Template of FramingTemplate of Framing

    A ComplaintA ComplaintWhen you [narrate here the specific behaviorin literal, concrete, nonjudgmentaldetail] ,then [narrate here the specificresults in literal, concrete detail] ,and thismeans [explain here why the results are

    problematic if the narration of the resultsdoesn t already make the problem obvious].

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    Bad NewsBad News

    22 ndnd Ge n eric Co nfl ictGe n eric Co nfl ictsituatio n s a nd their goa l s:situatio n s a nd their goa l s:

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    D ecide whether to end or continuenegotiations

    Make sure your reader knows that you veunderstood

    Consider using the balanced organizationalconvention for bad news letters

    Choose your format thoughtfully

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    Sample Of Bad News LetterSample Of Bad News LetterJanuary 10, 19XX

    Ms. Charles Johnson 3451 E. North Hampton Dr.Phoenix, AZ 85004

    Dear Ms. Johnson:

    Thank you for your letter regarding reimbursement for your broken window. Its never pleasant to deal withsuch an occurrence; especially not on Christmas day.

    I have evaluated the reimbursement for your window, subject to the conditions in your homeowners policy.While deductible clauses significantly reduce the annual premium, it appears that the damages of $245 justbarely fall within the $250 deductibleone of the provisions in your policy.

    Since most homeowners policies (like yours) also contain a provision to cover the actions of familymembers, you may be able to collect the entire $245 from the childs parents. Their insurance company willbe able to advise them regarding this feature.

    I sincerely hope you are able to gain reimbursement in a timely manner, and am available, toll-free, at (800)747-2439 to answer any questions you might have. If you wish to avoid similar losses, Mohawk offers a

    $100 deductible for a slight increase in premium. Very truly yours,

    Jacob Steiner, Claims Adjuster

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    4 PRINCIPLES FOR SUCCESSFULLY NEGOTI A TING CONFLICTS A NDHA NDLING DIFFICULT PEOPLE

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    PRINCIPLE 1:

    Do not be surprised by disagreement,Do not be surprised by disagreement,

    conflict, and emotionconflict, and emotion

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    Data collection, analysis and problem solvingare different by:

    Human interestEthical principles

    Perception

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    Everything we do and write arises outof a history of prior transactions thathave some level of emotional energy.

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    I f you remember that these risks are present all I f you remember that these risks are present all the time, you will be less likely to be thrownthe time, you will be less likely to be thrown

    completely off stridecompletely off stride

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    Principle 2

    W hen disagreement, conflict and W hen disagreement, conflict and anger occur, resolve to use themanger occur, resolve to use them

    productively. productively.

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    G ood things about disagreement,

    conflict and emotional involvement:

    Raises the energy level Raises the interest of everyone

    involved Offer opportunity for constructive

    deliberation.

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    I ts always useful to take the time and effort to analyze the situation for disagreement, conflict, and anger.

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    Principle 3

    Decide whether this situationDecide whether this situation

    constitutes a fight, a game or aconstitutes a fight, a game or adebatedebate

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    T he goal of a fight is to harm your

    T he goal of a fight is to harm your opponent.opponent.

    T he of a game is to outwit your T he of a game is to outwit your

    opponent.opponent.T he goal of a debate is to persuadeT he goal of a debate is to persuade

    your opponent to see things as you do. your opponent to see things as you do.

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    Principle 4Principle 4

    I rrespective of this conflicts presentI rrespective of this conflicts presentstatus, resolve not to define it as astatus, resolve not to define it as a

    game or a fight; move the conflict in game or a fight; move the conflict inthe direction of a debate or,the direction of a debate or, preferably, a negotiation. preferably, a negotiation.

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    Bullying: Win/ Lose Problem Solving: Win/ Win

    Avoiding: Lose/ Lose Conceding: Lose/ Win

    Four Different Ways of Dealing with Conflict

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    GoalsYou must first persuade both yourself and your opponentto engage in a debate in the problem-solving quadrants.

    Problem-Solving: Win/WinProblem-solving requires a shared commitment tosatisfying both your own and your reader s goals. It

    requires trust and mutual respect and an effort tounderstand each other s goals.

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    If your goal is to have a fight (to harm your reader), wedon t have much advice for you, other than to reconsidercarefully before investing your intelligence and energy insuch an unproductive way.

    But if your reader s goal is to have a fight (to harm you),there are some gaming strategies to try to persuade youropponent to redefine the situation as either a game or

    ultimately, as a debate.

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    B ramson s seven types of Difficult People1. Hostile Aggresives

    1.2 SniperThese people try to bully andoverwhelm by bombardingothers like a tank

    1.3 ExploderB ehavior result of feelingthreatened and cannot cope

    with the situation

    Shout, throw things and oftensay regrettable things

    1.1 Sherman TanksA lways on the attackA busiveIntimidatingOver poweringA lways rightLack of caring and respectfor others

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    B ramson s seven types of Difficult People

    2. Complainer 3. Silent- UnresponsiveSilent

    Just answers YES and NO Won t communicateeffectively

    5. NegativistResponds to anything with aquick and negative responseH as the it won t work, don tbother attitude

    Feel as though everything isout of their control

    Finds fault with everythingLike to feel free fromresponsibility with a problem

    4 . Super- Agreeable Want to be liked andacceptedThey will agree with youabout one thing then agree

    with the next person whoseideas are contrary to yours.

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    B ramson s seven types of Difficult People

    6 . Know It- All- Expert 7 . IndecisiveLack follow- throughUndependableTypical response is noresponseCannot make up their mindsLeave others to do work

    6 .1 Bulldozers Who are really extremely

    competent

    6 .2 Balloons Who are just faking

    Full of hot air

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    Re ad er sU nderstanding your readers and their perspective on the

    issues you re writing about is crucial to the successfulwriting of your business. We have urged you to docreative, imaginative visualizing of your readers. Even if you never meet your readers, this process of imagining ahuman face can help you anticipate what needs,questions, assumptions, and arguments they will bring toyour document and how to design your own argumentseffectively.

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    A rgument sA rguments as claims that you justify throughdata and through underlying principles forgiving meaning and value to the data.

    F our Tactics of Argume ntsy Tactic 1 : U se the structure of argument to clarify and

    deepen your understanding of your own principles,

    interests and perceptions of this conflict.

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    y Tactic 2 : U se the structure of argument to clarify anddeepen your understanding of your reader s principles,interests and perceptions of this conflict.

    y Tactic 3 : Point out where you see the validity of yourreaders claims and the applicability of the underlyingwarrants

    y

    Tactic 4: H

    elp your reader unpack and understand yourown argument in a way that reciprocates your empathicunpacking of their arguments.

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    C o nventi o nA set of rules, tactics and strategies for how to wage a fair and effectiveengagement in conflicted, emotional and perhaps dangerous rhetoricalsituations.

    C onventional ways of writing complaint letters, bad newsletters, and negotiation letters:

    y Be very careful what and when you write in a conflicted situation.

    y Try to avoid the temptation to humiliate or beat up your reader.

    y A t the same time, try to avoid giving your reader any opportunity to embarrass orhumiliate you in these convention ways.

    y Specifically, be sure you don t commit some embarrassing faux pas by carelesslybreaking some formal .

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    Exp re ss i o nExpression is always important in the writing of business.Even in drafting routine documents, you re wise to pauseand ask yourself if the image of you is right for thisoccasion.

    When conflict and disagreement generate heightened

    emotions, those emotions also need to be identified,named and acknowledged.

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    uidelines for writing negotiation letters

    y Start with a firm position based on careful, principlesanalysis of your real needs.

    y Determine ahead of time your BA TN A : your bestalternative to a negotiated agreement. Then, you cnnegotiate firmly and in good faith.

    y Remember that the primary goal is to keepnegotiations moving forward.

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    y Don t be surprised by disagreement, conflict, andemotion, and when they occur, use them productively.

    y Decide whether this situation, at this moment,constitutes a fight, a game, or a debate.

    y M ove the conflict in the direction of a debate or,preferably, a mutual problem-solving negotiation.

    June 11, 2010

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    ,

    Julienne Rogers213 Anyplace LaneAustin, TX 78750

    Abby CamptonBusiness Development ManagerProject Management Department Wrightway Systems1810 Kramer LaneSuite C-201Austin, TX 78758

    Dear Ms. Abby Campton,

    First of all, I would like to say how much I admire you for being a good Business Manager, but I must disagree with thedirection we are taking with the AT&T account. I have been doing a lot of research about the company and what theirrequirements are for this particular project. I can say that the way we are looking at handling this particular project will no t meet the client s needs. The work that has been outlined will both be a waste of time and money, since it is not what theclient requires.

    I just feel I have to put this into writing, but I would be willing to meet with you at your most convenient time to go throu gh

    the aspects of the project to explain my position.

    Being the excellent manager that you are, I am positive that you wi ll welcome what I have to say and act appropriately.

    Thank you for time.

    Respectfully yours,