Chapter 11
Negative News
Mary Ellen Guffey, Business Communication:
Process and Product, 5e
Copyright © 2006
Goals in Communicating
Bad News
• 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
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 2
The Indirect Pattern
Buffer
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 3
The Indirect Pattern
Buffer
Reasons
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 4
The Indirect Pattern
Buffer
Reasons
Bad News
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 5
The Indirect Pattern
Buffer
Reasons
Bad News
Close
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 6
The Indirect Pattern
• 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
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 7
The Indirect Pattern
• CLOSE – a personalizing, forwardlooking, pleasant statement
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 8
Avoiding Three Causes of
Legal Problems
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 9
Avoiding Three Causes of
Legal Problems
1. Abusive language
Defamation – use of any language that harms a
person’s reputation
Libel – written defamation
Slander – spoken defamation
2. Careless language
Statements that are potentially damaging or
that could be misinterpreted (the factory is too
hazardous for tour groups).
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 10
Avoiding Three Causes of
Legal Problems
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 . . . ).
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 11
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.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 12
Refusing Routine Requests
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 13
Buffer
• Pay a compliment, show appreciation
for past action, or refer to something
mutually understood.
• Avoid raising false hopes.
• Avoid thanking the receiver for
something you are about to refuse.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 14
Reasons
• 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.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 15
Bad News
• Soften the bad news by
(1) subordinating it (although we
can’t loan our equipment, we wish
you well in . . .).
(2) using the passive voice (office
equipment can’t be loaned, but . . .).
(3) embedding it in a long sentence
or paragraph.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 16
Bad News
• Consider implying the refusal, but be
certain it is clear.
• Suggest an alternative, if one exists.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 17
Close
• Supply more information about an
alternative, if one is offered.
• Look forward to future relations.
• Offer good wishes and compliments.
• Avoid referring to the refusal.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 18
Sending Bad News
to Customers
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 19
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.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 20
Reasons
• Justify the bad news with objective
reasons (except in credit denials).
• Use resale, if appropriate, to restore
the customer’s confidence.
• Avoid blaming the customer or
hiding behind company policy.
• Look for reader benefits.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 21
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.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 22
Close
• Suggest an action or an alternative.
• Look forward to future business,
offer best wishes, refer to gifts.
• Don’t mention the bad news.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 23
Managing Negative
Organization News
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 24
Buffer
• Provide some good news (if
possible), praise, appreciation,
agreement, or understanding.
• Discuss facts leading to the reasons
section.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 25
Reasons
• Explain what caused the decision
necessitating the bad news.
• Use objective, nonjudgmental, and
nondiscriminatory language.
• Show empathy and fairness.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 26
Bad News
• Explain the bad news clearly, but
don’t accentuate it.
• Avoid negative language.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 27
Close
• End on a positive, friendly note.
• For job refusals, extend good
wishes.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 28
Ineffective Customer
Request Refusal
“Before” Version
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 29
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.
Sincerely,
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 30
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.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 31
Improved Customer
Request Refusal
“After” Version
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 32
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
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 33
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.
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,
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 34
End
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 11, Slide 35