Negative Message

7-1. Delivering Negative News Effectively

everyone sometimes has to deliver negative news in business. Because bad news disappoints, annoys,
and sometimes angers the recipient, such messages should be written with care. The bad feelings
associated with disappointing news can generally be reduced if the recipient

(a) knows the reason for the rejection,

(b) feels that the news was sensitively disclosed, and

(c) believes that the matter is being treated seriously and fairly.

7-1a How to Achieve Your Goal in Delivering Negative News

▪ Explain clearly and completely. Your goal is to make your reader understand and, in the best case,
accept the bad news. The recipient does not need to call or write to clarify your message.

▪ Project a professional image. Even when angry customers sound threatening and exaggerate their
claims, you should strive to remain calm, use polite language, and respond with a clear explanation of
why the negative message is necessary.

Convey empathy and sensitivity. Try to use language that respects the recipient but also seeks to
alleviate bad feelings. If necessary, accept blame and apologize; however, try to do so without incurring
legal liability for your organization or yourself.

▪ Be fair. When you can demonstrate that the decision was fair, impartial and rational, the recipient is
much more likely to accept the negative news.

▪ Maintain a friendly relationship. The ultimate goal is to demonstrate your desire to continue a pleasant
relationship and regain the reader's trust.

7-2 Analyzing Negative News Strategies

To successfully deliver bad news, writers must carefully consider audience, purpose, and context. As a
business writer in training, you have two basic strategies for delivering negative news: direct and
indirect,

When to Use the Direct Strategy. The direct strategy saves time and is preferred by some who consider
it more professional and even more ethical than the indirect strategy. The direct strategy may be more
effective in situations such as the following:

▪ When bad news is not damaging. If the bad news is insignificant (such as a small cost increase) and
does not affect the recipient personally, then a direct strategy makes sense.

▪ When the recipient may ignore the bad news. Service changes, new policy requirements, legal
announcements, these important messages may require boldness to ensure attention.

▪ When the organization or recipient prefers directness. Some companies and individuals expect all
internal messages and announcements even bad news to be direct and presented without frills.
▪ When assertiveness is required. Messages that must show determination and strength should not use
delay techniques. For example, a final series of collection letters requesting payment of overdue
accounts may require a direct opener.

When to Use Indirect Strategies. Indirect strategies do not immediately reveal bad news. This strategy,
at least theoretically, allows you to keep the reader's attention until you are able to explain the reason
for the bad news.

7-2a Keeping the Indirect Strategy Ethical

The key to ethical communication lies in the motives of the sender. Unethical communicators intend to
deceive. While the indirect strategy is a technique for announcing bad news, it should not be used to
avoid or misrepresent the truth. For example, unscrupulous marketers advertise on trusted websites of
national news organizations and claim false endorsements from Oprah Winfrey and Dr. Oz.
Unsuspecting consumers end up paying hundreds of dollars, the Better Business Bureau reports. As
you'll see in Chapter 8, misleading, deceptive, and unethical claims are never acceptable. In fact, many
are illegal.

7-3 Crafting Effective Negative Messages

Most negative messages contain some or all of these parts: buffer, reason, bad news, and closing.

7-3a Opening an Indirect Message with a Buffer

To cushion the pain of bad news, start with a neutral yet meaningful statement that encourages the
reader to keep reading. The buffer should be relevant and concise and provide a natural transition to the
following explanation. The situation, of course, will help determine what you should put in the buffer.

Here are the various buffer possibilities.

1. Best News

2. Compliments.

3. Appreciation

4. Covenant.

5. Facts.

6. Understanding.

07-3b Apologizing

Apologies to customers are important if you or your company made a mistake. They don't cost anything,
and they manage to soothe difficult feelings. You have learned about making apologies in adjustment
letters in Chapter 6.

An apology is defined as "an admission of fault and regret for an undesirable event." The following
pointers can help you apologize effectively in a business message:
▪ Apologize promptly and sincerely. Credibility suffers when a public figure delays an apology and only
responds after causing outrage. In addition, people dislike apologies that sound hollow (We apologize
for your inconvenience or We apologize for your annoyance). Focusing on your regrets does not show
sincerity in explaining what you will do to prevent the problem from recurring.

Accept responsibility. A CEO was criticized for the following weak apology after angrily and publicly firing
an employee: "It was an emotional response at the beginning of a difficult discussion relating to the
careers and livelihoods of many people . . . . [I] apologize for the way the matter was handled at the
meeting." Communication experts fault this apology for not showing responsibility or showing remorse.

▪ Use good judgment. Before admitting fault, it may be wise to consult with a supervisor or company
legal counsel to avoid litigation.

7-3c Show Empathy

One of the hardest things to do in an apology is to convey sympathy and empathy. As discussed in
Chapter 2, empathy is the ability to understand and enter into the feelings of others.

You can express empathy in different ways, as illustrated below:

▪ In writing to an unhappy customer: We unintentionally delayed the delivery, and we sincerely regret
the disappointment and frustration you have suffered.

▪ In dismissing an employee: It is with great regret that we have to take this step. Rest assured that I will
be happy to write a letter of recommendation for anyone who asks.

▪ In responding to complaints: I am deeply saddened that our service failure interfered with your sale,
and we will do everything in our power to promptly respond to future outages.

▪ In showing genuine feelings: You have every right to be disappointed. I am truly sorry that . . . .

7-3d Presenting Reasons

Providing an explanation reduces feelings of ill will and increases the likelihood of readers accepting bad
news. Without a plausible reason for rejecting a request, denying a claim, or revealing other bad news, a
message will fail, no matter how cleverly it is organized or written. For example, if you have to reject a
customer request, you probably have a good reason. As part of your planning before writing, think
about those reasons so you can present them strategically in your message. In an indirect strategy, the
reason comes before the bad news. In the direct strategy, the reason comes immediately after the bad
news.

A. Explain Clearly.

If the reason is not confidential and if it will not incur legal liability, you can be specific: The farmers gave
us a limited number of terrace roses, and our demand this year is double that of last year.

B. Cite Readers or Other Benefits if it Makes Sense.

Readers are more open to bad news if in some way, even indirectly, it can help them. In rejecting a
customer request for free skirt and trouser hems, Lands' End wrote: "We tested our ability to hem skirts
a few months ago. This process proved to be very time consuming. We have decided not to offer this
service as the additional cost would increase the selling price of our skirts substantially, and we do not
want to pass the cost on to all our customers."

C. Explaining Company Policy.

Readers hate blanket policy statements that forbid something: Company policy prevents us from
making cash refunds or Company policy requires us to promote from within.

D. Choosing Positive Words.

Since the words you use can influence the reader's response, choose them carefully. Remember that
the goal of the indirect strategy is to grab the reader's attention until you have a chance to explain the
reasons that justify the bad news.

E. Show Fairness and Serious Intentions.

In explaining the reasons, show the reader that you take the matter seriously, have investigated
carefully, and made an impartial decision.

7-3e Hiding Bad News

A. Positioning Bad News Strategically.

Instead of highlighting it, insert the bad news between other sentences, perhaps between your excuses.
Don't let a disclaimer start or end a paragraph; the reader's eyes will be drawn to this high-visibility
point.

B. Using the Passive Voice.

Passive voice verbs allow you to depersonalize an action. Whereas active voice focuses attention on a
person (We don't give cash refunds), passive voice highlights an action (Cash refunds are not given
because...). Use passive voice for breaking news

C. Highlighting the Positive.

As you learned earlier, messages are much more effective when you explain what you can do rather
than what you can't do. Instead of We no longer allow credit card purchases, try a more positive appeal:
We now sell gasoline at a discounted cash price.

D. Implying Rejection.

Sometimes it is possible to avoid outright rejection. Often, your reasons and explanations leave no
doubt that the request has been rejected. Explicit refusal may be unnecessary and sometimes cruel. In a
refusal to donate to charity, for example, the writer never actually says no: Since we will soon be moving
to a new office in Glendale, all of our funds are earmarked for relocation expenses.

7-3f Closing Pleasantly

After sensitively explaining the bad news, close the message with a pleasant statement that emphasizes
good faith. The closing should be personalized and can include alternative follow-up, freebies, well
wishes, foresight, resale information, or a sales pitch.
- Alternative Follow-Up.

If there is an alternative, you can end your letter with a follow-up suggestion. For example, in a letter
rejecting a customer's request for landscape plant replacement, you could say: I would be happy to
provide you with a free inspection and consultation. Please call 301-746-8112 to arrange a date for my
visit.

- Free of charge.

When customers complain mainly about food products or small consumer goods, companies often send
coupons, samples, or gifts to restore trust and promote future business.

- Good Hope.

A letter rejecting a job candidate might read: We appreciate your interest in our company, and we
extend our best wishes to you in your quest to find the perfect match between your skills and job
requirements.

- Foresight.

Anticipate a future relationship or business. A letter rejecting a contract proposal might read: Thank you
for your offer. We look forward to working with your talented staff when future projects demand your
specialized skills.

- Resale or Sales Promotion.

- If the bad news is not damaging or personal, a reference to resale or promotional information may be
appropriate: The computer workstation you ordered is popular because of its stain-, heat-, and scratch-
resistant finish. To help you find hard-to-find accessories for this workstation, we invite you to visit our
website where our online catalog provides a large selection of wave suppressors, multiple outlet strips,
security devices, and PC tool kits.

7-4 Denying Typical Requests and Claims

- When you have to refuse a typical request, first think about how the recipient will react to your refusal
and decide whether to use a direct or indirect strategy. You may receive a request for a favor or
contribution. You may have to say no to a customer claim or an invitation to give a presentation. You
may also face disappointment and anger.

7-4a Rejecting Requests for Favors, Money, Information, and Action

The company should decline requests for donations to charity.

Following the indirect strategy, the letter begins with a buffer that acknowledges the request. It also
praises the good deeds of the charity and uses those words as a transition to the second paragraph. In
the second paragraph, the writer explains why the company cannot donate. Notice that the writer
expresses denial without actually stating it (Due to internal restructuring and the economic downturn,
we were forced to take a harder look at the funding requests we received this year). This subtle
rejection makes it unnecessary to be blunt in stating the rejection.
The emphasis is on the foundation's good deeds rather than on the explanation for the rejection.
Businesses that are required to write rejections frequently might prepare a form letter, changing a few
variables as needed.

7-4b Handling Disappointed Customers in Print Media

Businesses sometimes have to respond to disappointed customers. If possible, these issues should be
dealt with immediately and personally.

Most business professionals attempt to control the damage and resolve the issue in the following ways:

▪ Call or email the individual immediately.

▪ Explain the problem and apologize.

Explain why the problem occurred, what they did to resolve it, and how they will prevent it from
happening again.

Promote good faith by following up with a printed message documenting the phone call.

The written message is important

(a) to communicate when personal contact is not possible,

(b) to record the incident,

(c) to formally confirm follow-up procedures, and

(d) to enhance good relations.

7-4c Responding to Negative Postings and Reviews Online

How can organizations respond to negative posts and reviews online? Experts suggest the following
pointers:

▪ Verify the situation. Investigate to learn what happened. If the complaint is legitimate and your
organization was violated, it's best to fess up. Acknowledge the problem and try to fix it.

▪ Respond quickly and constructively. Offer to follow up offline; send your contact information. Be polite
and helpful.

Consider freebies. Suggest a refund or discount on future services. Dissatisfied customers often write a
second, more positive review if they have received a refund.

▪ Learn how to improve. Look at online comments as opportunities for growth and improvement. View
complaining customers as a real-time focus group that can provide valuable insights.

Accept the inevitable. Recognize that almost every business will experience some negativity, especially
on today's easily accessible social media sites. Do what you can to respond constructively, then move
on.

7-4d Refuting Claims

Publisher Malcolm Forbes once observed, "Being pleasant when you disagree is an art." Customers
sometimes want something they are not entitled to or something you cannot provide. Since these
customers are often unhappy with the product or service, they get emotionally involved.

7-5 Managing Bad News Within the Organization

Generally, bad news is better received when a reason is given first. Whether you use a direct or indirect
strategy in delivering the news depends primarily on the anticipated reaction of the audience.

A tactful tone and a reason-first approach help maintain a friendly relationship with the customer. This
technique is also useful when delivering bad news within the organization.

7-5a Breaking Bad News Directly

. Here are pointers on how to do it tactfully, professionally, and safely:

▪ Gather all the information. Calm down and have all the facts before attacking the boss or confronting
someone. Remember that every story has two sides.

▪ Prepare and practice. Outline what you plan to say so that you are confident, coherent and impartial.

Explain: past, present, future. If you are telling your boss about a problem such as a computer crash,
explain what caused the crash, the current situation, and how and when you plan to fix it.

▪ Consider taking a partner. If you fear a "shoot the messenger" reaction, especially from your boss, take
a coworker with you. Everyone should have a consistent and credible part in the presentation. If
possible, leverage your organization's internal resources. To lend credibility to your views, contact an
auditor, inspector or human resources expert.

▪ Think about timing. Don't deliver bad news when someone is already stressed or grumpy. Experts also
advise against giving bad news on a Friday afternoon when people have the weekend to think about it.

Be patient with the reaction. Give the recipient time to vent, think, recover and act wisely.

7-5b Denying Workplace Requests

Occasionally, managers must deny requests from employees

. She wants permission to attend a conference. However, the timing is bad; she has to attend a budget
planning meeting scheduled for the same two weeks. Normally, this issue would be discussed in person.
However, Luke has been traveling between branch offices, and he hasn't been to the office recently.

The vice president's first inclination is to send the e-mail quickly, as shown in the draft of Figure 7.8, and
"tell it like it is". However, the vice president realizes that his first draft will be detrimental and has
possible danger areas. In addition, the message missed the opportunity to provide positive feedback to
Luke. Note that the revision carefully uses buffers, provides rational explanations, and closes positively
with alternatives and gratitude.

7-5c Announcing Bad News to Employees and the Public

Many of the techniques used to communicate bad news privately are useful when an organization faces
a crisis or must communicate negative news to its workers and other groups.
A. Maintain Open and Honest Communication.

Smart organizations in crisis prefer to communicate news openly to employees and other stakeholders.
A crisis may involve serious performance issues, a major relocation, massive layoffs, a management
shakeup, or a public controversy. Instead of allowing rumors to distort the truth, managers should
explain the organization's side of the story in an honest and timely manner.

B. Choosing the Best Communication Channel.

Morale can be destroyed when employees learn of major events affecting their jobs through the
grapevine or from news reports rather than from management. When bad news must be delivered to
individual employees, management may want to deliver the news privately. However, with large groups,
this is generally not possible. Instead, organizations deliver bad news through various channels, ranging
from hard copy memos to digital media. Such electronic messages can include intranet posts, emails,
videos, webcasts, internal and external blogs, and voice messages.

C. Draft Intranet Post.

The draft intranet blog post shown in Figure 7.9 announced a substantial increase in the cost of
employee health care benefits. However, the message ran into many problems. It announces the
shocking news bluntly in the first sentence. Worse, it offers little or no explanation for the sharp rise in
costs. It also sounds insincere (We are doing everything possible...) and arbitrary.

D. Intranet Post Revision.

This revision of the bad news message uses an indirect strategy and greatly increases its tone. Note that
it opens with a relevant and optimistic buffer about healthcare but says nothing about rising costs. For a
smooth transition, the second paragraph starts with the key idea from the opening (comprehensive
package). The reason section addresses the rising costs with explanations and numbers. The bad news
(you will pay $119 per month) is presented clearly but embedded within the paragraph. Throughout, the
writer attempts to show the fairness of the company's position. The final section, which does not refer
to the bad news, emphasizes how much the company paid and how wise the investment was.