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Copyright 2010 Pearson Education InternationalChapter 9 -
*Writing Negative Messages
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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
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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
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Copyright 2010 Pearson Education InternationalChapter 9 - *Goals
of Negative MessagesConvey the messageEnsure acceptancePromote
goodwillMaintain a good corporate imageMinimize future
correspondence
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Copyright 2010 Pearson Education InternationalChapter 9 - *The
Three-Step ProcessWritingCompletingPlanning
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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
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Copyright 2010 Pearson Education InternationalChapter 9 - *The
Direct ApproachState the bad newsGive reasonsEnd with a positive
close
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Copyright 2010 Pearson Education InternationalChapter 9 - *The
Indirect ApproachBegin with a bufferProvide reasons and
informationState the bad newsClose with confidence
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Copyright 2010 Pearson Education InternationalChapter 9 - *Open
With a BufferRespectfulRelevantNeutralTransitional
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Reasons and InformationExplanation sectionGuide readers
responsesProvide sufficient details for supportExplain company
policy
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Deliver the Bad NewsDe-emphasize the bad newsUse a conditional
statementEmphasize the positive
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Copyright 2010 Pearson Education InternationalChapter 9 - *Close
on a Positive NoteAvoid a negative, uncertain conclusionLimit
future correspondenceBe optimistic about the futureBe sincere
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Adapting to Your AudienceCultural differencesInternal versus
external
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Cultural DifferencesProper toneOrganizationCultural
conventions
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Copyright 2010 Pearson Education InternationalChapter 9 - *The
Type of
AudienceInternalTimelinessCompletenessExternalDiversityConfidentiality
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Maintain High StandardsEthics and etiquetteLaws and
regulationsHuman impactEmotional reactions
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Negative MessagesRoutine business mattersEmployment
messagesOrganizational news
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Routine Business RequestsSelect the approachManage your timeBe
polite but firmPropose alternativesDont imply compliance
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Status of TransactionsCustomer expectationsHave been setHave not
been setCommunication goalsModify expectationsResolve the
situationRepair the relationship
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Claims and AdjustmentsThings to employCourtesy and tactIndirect
approachUnderstanding Positive attitudeThings to avoidAccepting
blameMaking accusationsBeing negativeDefaming others
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Organizational NewsNormal circumstancesCrisis communication
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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
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Normal CircumstancesStay positive but avoid false optimismMinimize
the element of surpriseSeek expert advice when neededOffer
leadership and encouragement
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Crisis CommunicationCrisis management planOperational
proceduresTasks and responsibilities
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Employment MessagesAnswering recommendation requestsReviewing job
applicationsReviewing performanceTerminations
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Recommendation LettersRequested by
businessesConcisenessDirectnessRequested by
individualsDiplomacyPreparation
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Employment ApplicationsChoose an approach carefullyState why
applicant was not selectedClose by suggesting alternatives
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Performance ReviewsImprove performanceClarify job requirementsGive
employees feedbackDevelop a plan of action
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Copyright 2010 Pearson Education InternationalChapter 9 -
*Negative ReviewsConfront the problemPlan the messageRespect
privacyFocus on the problemObtain commitment
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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.
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