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Copyright © 2010 Pearson Education International Chapter 9 - 1 Writing Negative Writing Negative Messages Messages

Writing Negative Messages

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Writing Negative Messages. Learning Objectives. Apply the three-step writing process to negative messages Compare and contrast the direct and indirect approaches to negative messages, including when it’s appropriate to use each one - PowerPoint PPT Presentation

Text of Writing Negative Messages

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Writing Negative Messages

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Learning ObjectivesApply the three-step writing process to negative messagesCompare and contrast the direct and indirect approaches to negative messages, including when its appropriate to use each oneIdentify the risks of using the indirect approach and explain how to avoid problems

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Learning ObjectivesExplain the importance of maintaining high standards of ethics and etiquette when delivering negative messagesExplain the role of communication in crisis managementList and discuss three guidelines for delivering negative news to job applicants

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Goals of Negative MessagesConvey the messageEnsure acceptancePromote goodwillMaintain a good corporate imageMinimize future correspondence

  • Copyright 2010 Pearson Education InternationalChapter 9 - *The Three-Step ProcessWritingCompletingPlanning

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Choosing the ApproachPredicting the audiences reactionKnowing the audiences preferencesJudging the importance of the newsPreserving working relationshipsGetting the readers attentionFollowing organizational guidelines

  • Copyright 2010 Pearson Education InternationalChapter 9 - *The Direct ApproachState the bad newsGive reasonsEnd with a positive close

  • Copyright 2010 Pearson Education InternationalChapter 9 - *The Indirect ApproachBegin with a bufferProvide reasons and informationState the bad newsClose with confidence

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Open With a BufferRespectfulRelevantNeutralTransitional

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Reasons and InformationExplanation sectionGuide readers responsesProvide sufficient details for supportExplain company policy

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Deliver the Bad NewsDe-emphasize the bad newsUse a conditional statementEmphasize the positive

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Close on a Positive NoteAvoid a negative, uncertain conclusionLimit future correspondenceBe optimistic about the futureBe sincere

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Adapting to Your AudienceCultural differencesInternal versus external

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Cultural DifferencesProper toneOrganizationCultural conventions

  • Copyright 2010 Pearson Education InternationalChapter 9 - *The Type of AudienceInternalTimelinessCompletenessExternalDiversityConfidentiality

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Maintain High StandardsEthics and etiquetteLaws and regulationsHuman impactEmotional reactions

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Negative MessagesRoutine business mattersEmployment messagesOrganizational news

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Routine Business RequestsSelect the approachManage your timeBe polite but firmPropose alternativesDont imply compliance

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Status of TransactionsCustomer expectationsHave been setHave not been setCommunication goalsModify expectationsResolve the situationRepair the relationship

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Claims and AdjustmentsThings to employCourtesy and tactIndirect approachUnderstanding Positive attitudeThings to avoidAccepting blameMaking accusationsBeing negativeDefaming others

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Organizational NewsNormal circumstancesCrisis communication

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Normal CircumstancesMatch the approach to the situationConsider unique needs of each groupGive each audience time to reactAllow time to plan/manage response

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Normal CircumstancesStay positive but avoid false optimismMinimize the element of surpriseSeek expert advice when neededOffer leadership and encouragement

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Crisis CommunicationCrisis management planOperational proceduresTasks and responsibilities

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Employment MessagesAnswering recommendation requestsReviewing job applicationsReviewing performanceTerminations

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Recommendation LettersRequested by businessesConcisenessDirectnessRequested by individualsDiplomacyPreparation

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Employment ApplicationsChoose an approach carefullyState why applicant was not selectedClose by suggesting alternatives

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Performance ReviewsImprove performanceClarify job requirementsGive employees feedbackDevelop a plan of action

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Negative ReviewsConfront the problemPlan the messageRespect privacyFocus on the problemObtain commitment

  • Copyright 2010 Pearson Education InternationalChapter 9 - *Terminating EmploymentPresent the reasonsChoose your words carefullyMinimize negative feelings

    ************Saying no is a routine part of business and shouldn't reflect negatively on you. If you said yes to every request that crossed your desk, you'd never get any work done. Consider the following points as you develop your routine negative messages:Select the approach (direct or indirect)Manage your time carefully. If the matter is closed, don't imply that it's still open. Offer alternative ideas if you can. Don't imply that other assistance or information might be available if it isn't. ********