Goals in Communicating
Bad News
Chapter 10
Negative Messages
• To make the reader understand and
accept the bad news
• To promote and maintain a good
image of the writer and the writer’s
organization
• To make the message so clear that
additional correspondence is
unnecessary
• To avoid legal liability
Ch. 10, Slide 2
The Indirect Pattern
The Indirect Pattern
• BUFFER – a neutral or positive opening
that does not reveal the bad news
Buffer
• REASONS – an explanation of the causes
for the bad news
Reasons
• BAD NEWS – a clear but understated
announcement of the bad news that may
include an alternative or compromise
Bad News
Close
Ch. 10, Slide 3
Types of Bad News
Messages
• CLOSE – a personalizing, forward-looking,
pleasant statement
Ch. 10, Slide 4
Refusing Routine Requests
1. Refusing routine requests
2. Sending bad news to customers
3. Negative organizational news
Ch. 10, Slide 5
Ch. 10, Slide 6
Buffer
Reasons
• Pay a compliment, show appreciation
for past action, or refer to something
mutually understood.
• Explain why the request must be
denied, without revealing the refusal.
• Avoid raising false hopes.
• Avoid negativity (unfortunately,
impossible).
• Avoid thanking the receiver for
something you are about to refuse.
• Show how your decision benefits the
receiver or others, if possible.
Ch. 10, Slide 7
Bad News
• Soften the bad news by
(1) subordinating it (although we
can’t loan our equipment, we wish
you well in . . .).
Ch. 10, Slide 8
Bad News
• Consider implying the refusal, but be
certain it is clear.
• Suggest an alternative, if one exists.
(2) using the passive voice (office
equipment can’t be loaned, but . . .).
(3) embedding it in a long sentence
or paragraph.
Ch. 10, Slide 9
Close
• Supply more information about an
alternative, if one is offered.
Ch. 10, Slide 10
Sending Bad News
to Customers
• Look forward to future relations.
• Offer good wishes and compliments.
• Avoid referring to the refusal.
Ch. 10, Slide 11
Ch. 10, Slide 12
Buffer
• Express appreciation for the
customer’s patronage or for his or
her writing.
• Show agreement on some point,
review the facts, or show
understanding.
Ch. 10, Slide 13
Bad News
• State the bad news objectively or
imply it.
• Use resale or sales promotion only if
you think doing so will not be
offensive.
Ch. 10, Slide 15
Managing Negative
Organization News
Reasons
• Justify the bad news with objective
reasons
• Avoid blaming the customer or
hiding behind company policy.
• Look for reader benefits.
Ch. 10, Slide 14
Close
• Suggest an action or an alternative.
• Look forward to future business,
offer best wishes, refer to gifts.
• Don’t mention the bad news.
Ch. 10, Slide 16
Buffer
• Provide some good news (if
possible), praise, appreciation,
agreement, or understanding.
• Discuss facts leading to the reasons
section.
Ch. 10, Slide 17
Ch. 10, Slide 18
Reasons
Bad News
• Explain what caused the decision
necessitating the bad news.
• Explain the bad news clearly, but
don’t accentuate it.
• Use objective, nonjudgmental, and
nondiscriminatory language.
• Avoid negative language.
• Show empathy and fairness.
Ch. 10, Slide 19
Close
• End on a positive, friendly note.
Ch. 10, Slide 20
Ineffective Customer
Request Refusal
“Before” Version
• For job refusals, extend good
wishes.
Ch. 10, Slide 21
Customer Request Refusal: “Before” Version
Dear Mr. Waters:
Unfortunately, we cannot allow you to apply the lease
payments you’ve been making for the past ten months
toward the purchase of your Sako 600 copier.
Company policy does not allow such conversion. Have you
ever wondered why we can offer such low leasing and
purchase prices? Obviously, we couldn’t stay in business
long if we agreed to proposals such as yours.
You’ve had the Sako 600 copier for ten months now, Mr.
Waters, and you say you like its versatility and reliability.
Perhaps we could interest you in another Sako model – one
that’s more within your price range. Do give us a call.
Ch. 10, Slide 22
Critical Thinking Questions
1. What is the purpose of the previous letter? What
goals should the sender have?
2. What prevents this letter from achieving those goals?
3. What pattern of development would work best for this
letter? Has it been followed?
4. What idea could be used as a buffer to open an
improved version of this letter? Write a buffer.
5. How could the bad news be subordinated? Write a
statement that subordinates the bad news.
6. What friendly news could be used in the closing?
Write a closing statement.
Sincerely,
Ch. 10, Slide 23
Ch. 10, Slide 24
Improved Customer
Request Refusal
“After” Version
Customer Request Refusal: “After” Version
Dear Mr. Waters:
We’re happy to learn that you are enjoying the use of the
Sako copier you’ve been leasing for the past ten months.
Like our many other customers, you have discovered that
Sako copiers offer remarkable versatility and reliability.
One of the reasons we’re able to offer these outstanding
copiers at such low leasing rates and equally low purchase
prices is that we maintain a slim profit margin. If our
program included a provision for applying lease payments
toward the purchase price, our overall prices would have to
be higher. Although lease payments cannot be credited
toward purchase price, we can offer you other Sako models
Ch. 10, Slide 25
Customer Request Refusal: “After” Version
that are within your price range. The Sako 400 delivers the
same reliability with nearly as many features as the Sako
600.
Ch. 10, Slide 26
Avoiding Three Causes of
Legal Problems
Please let us demonstrate the Sako 400 to your staff in your
office, Mr. Waters. Our representative, Tracy Wilson, will
call you soon to arrange a time.
Sincerely,
Ch. 10, Slide 27
Avoiding Three Causes of
Legal Problems
1. Abusive language
Libel – written
Slander – spoken
To be actionable, must be:
• defamatory
• untrue
• “published”
Ch. 10, Slide 29
Ch. 10, Slide 28
Avoiding Three Causes of
Legal Problems
2. Careless language
Statements that are potentially damaging or
that could be misinterpreted (the factory is too
hazardous for tour groups).
3. “Good-guy” syndrome
Statements that ease your conscience or make
you look good (I thought you were an excellent
candidate, but we had to hire . . . ).
Ch. 10, Slide 30
Acting Cautiously
• As an agent of an organization, be sure
your views reflect those of your
organization.
• Use plain paper for your personal views or
personal business.
• Avoid supplying information that could be
misused.
• Don’t admit or imply responsibility without
checking with legal counsel.
Ch. 10, Slide 31
End
Ch. 10, Slide 32