Sensitive Messages
Includes material from Guffey text Ch 11
Discussion

Share a time you received bad
news in writing. What did you
like and dislike about the
method used?
Goals in Communicating
Bad News
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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
The Indirect Pattern
Buffer
Reasons
Bad News
Close
The Indirect Pattern
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BUFFER – a neutral or positive opening that
does not reveal the bad news
REASONS – an explanation of the causes for
the bad news
BAD NEWS – a clear but understated
announcement of the bad news that may
include an alternative or compromise
CLOSE – a personalizing, forward-looking,
pleasant statement
Buffering the Opening

Best News
To ensure that your
correspondence goes out
with the last pickup, we’re
starting a new messenger
pickup service at 2:30pm
Buffering the Opening

Compliment
The Kiwanas have my sincere
admiration for their fundraising
projects on behalf of hungry
children, I am honored that you
asked me to speak….
(avoid raising false hopes)
Buffering the Opening

Appreciation
I appreciated learning about
your qualifications during our
interview. [note: avoid thanking
the reader for something you are
about to refuse]
Buffering the Opening

Agreement
We both realize how much
the export business has
been affected by the
relative strength of the
dollar in the past two years.
Buffering the Opening

Facts
During the past five years the
number of employees eating
breakfast I our cafeteria has
dropped from 32% to 12%.
Buffering the Opening
 Understanding
We know that you expect
superior performance from
all the products you
purchase from Office City.
Buffering the Opening

Apology
We’re genuinely sorry you were
disappointed in the quality of the ice
cream you recently purchased at
Amy’s. Your opinion is important to
us, and we appreciate your giving
us the opportunity to look into the
problem you describe.
Reasons: Refusing
Requests

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Explain why the request must
be denied, without revealing
the refusal.
Avoid negativity
(unfortunately, impossible).
Show how your decision
benefits the receiver or
others, if possible.
Focus on maintaining the
relationship – avoid being
blunt or insensitive to needs
Reasons: Sending Bad
News to Customers

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Justify the bad news with
objective reasons
Use resale, if appropriate,
to restore the customer’s
confidence
Avoid blaming the customer or
hiding behind company policy
Look for reader benefits
Maintain relationship if at all
possible
Reasons: Negative
Organizational News

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Explain - what
caused the decision
Use objective,
nonjudgmental
language
Show empathy and
fairness
Bad News

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Explain the bad news clearly,
but don’t accentuate it.
Avoid negative language.
Say the bad news once and
move on to a focus on the
future/alternatives.
Never repeat the bad news
Bad News


Consider burying the bad
news in the middle of the
memo/letter and/or in the
middle or at the end of a
paragraph.
Suggest an alternative, if
one exists.
Bad News
1. Subordinating bad news in passive voice
although our equipment can’t be loaned, we
wish you well in . . .
2. Implying bad news in passive voice
Because our equipment is sold only through
dealers, we invite you to examine it at your
local Stereo City.
Passive-Voice Verbs
Rewrite these sentences in passive voice:

Because of our Web site, we are no
longer offering a printed catalog.

We are unable to grant your request for a
loan.
Subordinating Bad News
Subordinating formula:
While/Although (bad news in passive voice),
(alternative in active voice)
Rewrite subordinating the bad news:

It is impossible for us to ship your complete
order at this time. However, we are able to
send the four oak desks now; you will receive
them within five days.
Implying Bad News
Implying formula:
Because/Since (reason in passive voice),
(alternative in active voice).
Rewrite implying the bad news:

I already have a prior engagement in my
appointment calendar for March 31st.
Therefore, I am unable to speak to your
group. However, I would like to recommend
another speaker.
Implying Bad News
Rewrite implying the bad news:

Because of the holiday period, all our
billboard space was used this month.
Therefore, we are sorry to say that we could
not give your group display space. However,
next month we hope to display your
message.
Close
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Supply more information about
an alternative, if one is offered.
Look forward to future business.
Offer good wishes and
compliments.
Avoid referring to the
refusal/bad news.
End on a positive, friendly note.
Avoiding Three Causes
Of Legal Problems
Avoiding Three Causes
of Legal Problems

Abusive language
Defamation – use of any
language that harms a
person’s reputation
Libel – written defamation
Slander – spoken defamation
Help Desk
Avoiding Three Causes
of Legal Problems

Careless language
Avoid making statements that
are potentially damaging or
that could be misinterpreted
(the factory is too hazardous
for tour groups).
Avoiding Three Causes
of Legal Problems

The “good-guy” syndrome
Avoid making statements that
ease your conscience or
make you look good
(I thought you were an
excellent candidate, but
we had to hire . . . ).
Avoiding Legal
Problems: Final Tips
o Your view must reflect
organizations’
o Don’t admit or imply
responsibility without
checking with legal counsel
o When turning down job
candidates
 focus on skills/abilities
of the candidate
 avoid any reference to non
job-related reasons
Use the Direct Pattern When
When the receiver may
overlook the bad news
 When organization
policy/culture suggests
directness
 When the receiver
prefers directness

Use the Direct Pattern When
When firmness is
necessary. Employee
disciplinary actions.
 When the bad news is
not damaging or is
insignificant
(note: insignificant is in
the eye of the beholder!)

“Before” – Ineffective
Request Refusal Memo
MEMORANDUM
TO:
FROM:
SUBJECT:
David Walters
Bob Goof
Your request
Unfortunately, we cannot permit 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, 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.
Critical Thinking Questions
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What is the purpose of the memo?
What goals should Bob have?
What prevents this memo from achieving
those goals
What are the likely audience questions,
misconceptions, and agreements?
What idea could be used as a buffer?
How could the bad news be subordinated?
Implied?
What attractive alternative could be offered?
How could the letter provide a friendly
close?
“After” – Improved
Request Refusal Memo
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. A
provision for applying lease payments toward the
purchase price would result in an increase in overall
prices. Although lease payments cannot be credited
toward purchase price, we can offer you other Sako
models that are within your price range. The Sako 400
delivers the same reliability with nearly as many features
as the Sako 600.
Please let us demonstrate the Sako 400 to your staff in
your office. Our representative, Tracy Wilson, will call
you soon to arrange a time.
We look forward to your continued business.
“Before” – Ineffective Bad
News Memo to Employees
DATE:
MEMO TO:
10/16/04
Staff
Beginning January 1 your monthly payment for
healthcare benefits will be increased from $42 to $109.
Every year healthcare costs go up. Although we
considered dropping other benefits, Midland decided
that the best plan was to keep the present
comprehensive package. Unfortunately, we can’t do
that unless we pass along some of the extra cost to
you. Last year the company was forced to absorb the
total increase in healthcare premiums. However, such
a plan this year is inadvisable.
We did everything possible to avoid the sharp increase
in costs to you this year. A rate schedule describing
the increases in payments for your family and
dependents is enclosed.
Bad News Memo: Ineffective
Ineffective Memo
Beginning January 1,
your monthly
payments…
Every year healthcare
costs go up….
We did everything
possible…
Problems
Hits readers with bad
news without any
preparation
Offers no explanation of
why healthcare costs are
rising. Action sounds
arbitrary. Fails to take
credit for absorbing
previous increases
Sounds defensive. Fails
to provide reasons.
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.
Critical Thinking Questions
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.
Healthcare programs have always been an important part of our commitment to
employees at Midland, Inc. We’re proud that our total benefits package
continues to rank among the best in the country.
Such a comprehensive package does not come cheaply. In the last decade
healthcare costs alone have risen over 300 percent. We’re told that several
factors fuel the cost spiral: inflation, technology improvements, increased cost
of outpatient services, and “defensive” medicine practiced by doctors to prevent
lawsuits.
Just two years ago our monthly healthcare cost for each employee was $415. It
rose to $469 last year. We were able to absorb that jump without increasing
your contribution. This year, monthly healthcare costs increased to $539 per
employee. Although maintaining current healthcare benefits will now cost
employees $109 per month, Midland continues to pay the major portion of your
healthcare program ($430 each month). The enclosed rate schedule describes
the costs for families and dependents.
We will begin to investigate alternatives to allow us to manage healthcare costs
more aggressively in the future. We believe in continuing to invest both time
and money into the good health of Midland’s employees.
Bad News Memo: Effective
Effective Memo
Healthcare programs
have always been an
important part of our
commitment…
Such a comprehensive
package does not come
cheaply
To maintain your current
healthcare benefits…
Why it Works
Begins with positive
buffer
Offers reasons explaining
why costs are rising
Reveals bad news clearly
but embeds it in
paragraph
Midland continues to pay Ends positively by
the major portion…
stressing the company’s
major share of the costs