Chapter: 7
Indirectness In Bad-News
Messages

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Usually bad-news messages should be in the
indirect order.
There are exceptions, as when the bad news
is routine or when the reader prefers
frankness.
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The General Indirect Plan
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Start with words that indicate response to the
request, set up your strategy to overcome or reduce
the impact of the negative material that follows (use
buffer).
Present your justification or explanation, using
positive language and you-viewpoint.
Refuse clearly and positively, including a
counterproposal or compromise when appropriate.
End with a goodwill comment.
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Buffers

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A buffer is a proactive barrier that helps
cushion the shock of bad news.
In business correspondence, a buffer
generally appears in the first paragraph of a
letter or memo.
The buffer eases the reader into the bad
news, thereby making it less likely that the
message will generate a defensive --- or
possibly angry----reaction.
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Buffers

You must be careful that buffer doesn’t
mislead the reader into thinking that a
positive response will follow.

Among the most frequently used buffers are
expressions of appreciation, agreement, and
general principle.
A chronology of past communications and
compliments can also help
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Types of Bad-News Buffers
Buffer
Function
Example
Appreciation
Thanks readers for
their contributions,
thoughts, claims, credit
applications, job
applications, or
inquiries.
Thank you for contacting
Maytag about a
marketing position. I
always appreciate
hearing from qualified
college graduates who
are eager to join our
company.
Agreement
Refers to an area of
common ground
shared by readers and
the writer.
Having worked together
in the marketing
department for five years,
we clearly agree on the
importance of point-of- 6
purchase advertising.
Types of Bad-News Buffers
Buffer
Function
Example
General
principle
Starts with a
statement that
defines company
business practices.
Chronology of
past
communication
s
Retraces what has When we spoke on January 2, I
happened to reach agreed to review your credit
application in light of the two
this point.
Compliment
Praises the
readers’ actions or
contributions.
Because you are a regular
customer at Barney’s, we track
your purchases on computer and
send notes to inform you of sales
items in which you may be
interested.
errors in your credit file.
No matter the objective, your
efforts have always focused on
our goals, and now is no
exception. You have given me a
thorough, timely proposal.
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After the buffer, cite your reasons for saying
no so that your reader understands your
decision.
When you begin by presenting these
reasons, you set the stage for the
announcement of your bad news. You may,
for example, explain how time limits,
inventory, employment opportunities, or other
resources justify what you can or cannot do.
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Communicate the bad news next. Remember that
stating bad news is not the same thing as being
negative. You are basically telling the reader about a
partial delivery, a credit refusal, or a claim or request
that cannot be satisfied.
In order to minimize --- and possibly eliminate ---misunderstandings, it is important to state this news
clearly and unequivocally.
Depending on the situation, however, the best
approach may be to subordinate your bad news to
some positive information, perhaps using the
passive voice.
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Although an apology generally weakens a
writer’s position, it may be necessary to
apologize if your company is in the wrong or
has made a serious mistake.
Your bad-news announcement should avoid
negative language and tone.
End your message with goodwill.
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Using a direct plan
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Bad-news memos can also use a direct
organizational plan by starting with a
statement of the news.
For example, if management is announcing a
reduction of vacation time form five to four
weeks, the opening paragraph of the memo
might state: ”Starting May 1, annual vacation
time will be reduced from 5 to 4 weeks.”
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Using Indirect and Direct Organizational Plans
in Bad-News Messages
Type
Function
When Used
Indirect
Communicate bad news to
customers, vendors, job
applicants, co-workers by
easing the reader into the news
with a buffer and an
explanation.
Deliver bad-news
messages about
orders, credit, claims,
requests, invitations,
and personnel issues.
Direct
Communicate bad news to co
workers and clients when a
bottom-line approach is best.
Deliver bad-news policy
statements and
messages to
subordinates. Also to
people who prefer
direct approach.
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