Chapter 7

Chapter 7
Bad-News Messages
Guffey and Loewy, Essentials of Business Communication, 12th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole or in part. 1
Learning Objectives
By the end of this chapter you should be able to:

7-1 Explain the strategies of business communicators in conveying negative
news.
7-2 Describe the direct and indirect strategies in communicating unfavorable
news.
7-3 Identify the components of effective bad-news messages.
7-4 Analyze effective techniques for presenting bad news to customers and
refusing requests or claims.
7-5 Evaluate effective techniques for delivering negative news within
organizations.
7-1
Communicating Negative News Strategically
7-1 Communicating Negative News Strategically
(1 of 2)
• Unfortunately, everyone occasionally must deliver bad news in business.

• The bad feelings associated with disappointing news can generally be reduced if
the receiver
− Knows the reasons for the letdown
− Feels that the news was revealed sensitively
− Believes that the matter was treated seriously and fairly
7-1 Communicating Negative News Strategically
(2 of 2)
Setting Goals in Communicating Negative News

• As a business communicator working with bad news, you will have the following
goals:
− Explain clearly and completely.
− Convey empathy and sensitivity.
− Project a professional image.
− Be fair.
− Maintain friendly relations.
Knowledge Check 1
True or False:
1. The bad feelings associated with disappointing news can generally be

reduced if the receiver knows the reasons for the letdown.
2. Stating the problem bluntly can reduce disappointment in the receiver.
3. If you believe the matter was treated seriously and fairly, that is sufficient;
when relaying bad news, the receiver’s feelings are not important.
4. As a business communicator working with bad news, you will want to project a
professional image.
7-2
Examining Bad-News Strategies
7-2 Examining Bad-News Strategies (1 of 5)
• To successfully convey bad news, writers must carefully consider the audience,
purpose, and context.
• Direct strategy: Describes an order in which the main idea comes first,
followed by details, an explanation, or evidence.
− Apply the direct strategy to positive and neutral messages.
• Indirect strategy: Describes placing the main idea later in a message, after the
details, explanation, or evidence.
− Use the indirect strategy when the audience might be unwilling,
uninterested, disappointed, or hostile.
Using the Direct Strategy to Convey Negative News

• The direct strategy may be more effective in situations such as the following:
− When the bad news is not damaging
− When the receiver may overlook the bad news
− When the organization or receiver prefers directness
− When firmness is necessary
Using the Indirect Strategy to Convey Negative News

• Here are typical instances in which the indirect strategy works well:
− When the bad news is personally upsetting
− When the bad news will provoke a hostile reaction
− When the bad news threatens the customer relationship
− When the bad news is unexpected
• Four-Part Indirect Strategy for Negative News:

− Buffer: Open with a neutral but meaningful statement that does not mention
the bad news.
− Reasons: Explain the causes of the bad news before disclosing it.
− Bad news: Reveal the bad news without emphasizing it. Provide an
alternative or compromise, if possible.
− Closing: End with a personalized, forward-looking, pleasant statement. Avoid
referring to the bad news.
Keeping the Indirect Strategy Ethical

• Some worry that the indirect strategy is unethical or manipulative because the
writer deliberately delays the main idea.
− Breaking bad news bluntly can cause pain and hard feelings.
− By delaying bad news, you soften the blow somewhat, as well as ensure that
your reasoning will be read while the receiver is still receptive.
• The indirect strategy should not be used to avoid or misrepresent the truth.
Self-Assessment
1. Divide piece of paper into two columns.

2. Label the first column “direct strategy” and the second column “indirect
strategy.”
3. In the first column, list the reasons why you might use the direct strategy.
4. In the second column, list the reasons why you might use the indirect strategy.
5. Be prepared to share your answers with the class.
7-3
Composing Effective Bad-News Messages
7-3 Composing Effective Bad-News Messages
(1 of 14)
Opening Indirect Messages With a Buffer

• To reduce the shock or pain of negative news, use a buffer.
• Begin with a neutral but meaningful statement that makes the reader continue
reading.
• The buffer should be relevant and concise and provide a natural transition to the
explanation that follows.
(2 of 14)
• The following are buffer possibilities:

− Best News
§ Start with the part of the message that represents the best news.
− Compliment
§ Praise the receiver’s accomplishments, organization, or efforts, but do so
with honesty and sincerity.
− Appreciation
§ Express thanks for doing business, for sending something, for showing
confidence in your organization, for voicing their feelings, or simply for
providing feedback.
(3 of 14)
− Agreement
§ Make a relevant statement with which both you and the receiver can
agree.
− Facts
§ Provide objective information that introduces the bad news.
− Understanding
§ Show that you care about the reader.
(4 of 14)
Apologizing
• An apology is defined as an admission of blameworthiness and regret for an
undesirable event.
• Genuine expressions of remorse are thought to promote healing, influence
perceptions of the offending party’s character, and invite victims to empathize
with the offender, leading to forgiveness.
(5 of 14)
• The following pointers can help you apologize effectively in business messages:
− Apologize promptly and sincerely.
− Accept responsibility.
− Use good judgment.
(6 of 14)
Showing Empathy
• Empathy means understanding our emotional impact on others and making
change as a result.
• The empathy quotient a ranking by a UK consultancy of 170 large companies
on metrics such as corporate culture, leadership, brand perception, ethics,
carbon footprint, and social media presence.
• In a recent survey of CEOs, more than 90 percent said empathy was key to
success.
(7 of 14)
Presenting the Reasons

• In the indirect strategy, the reasons appear before the bad news.
• In the direct strategy, the reasons appear immediately after the bad news.
(8 of 14)
• The following are effective ways of presenting the reasons:

− Explaining Clearly
§ If the reasons are not confidential and if they will not create legal liability,
you can be specific.
− Citing Reader or Other Benefits, if Plausible
§ Readers are more open to bad news if in some way, even indirectly, they
may benefit.
(9 of 14)
− Explaining Company Policy

§ By offering explanations, you demonstrate that you care about readers
and are treating them as important individuals.
− Choosing Positive Words
§ To keep the reader in a receptive mood, avoid expressions with punitive,
demoralizing, or otherwise negative connotations.
− Showing Fairness and Serious Intent
§ In explaining reasons, show the reader that you take the matter seriously,
have investigated carefully, and are making a reasonable decision.
(10 of 14)
Cushioning the Bad News

• The following techniques can cushion the blow:
− Positioning the Bad News Strategically
§ Instead of spotlighting it, sandwich the bad news between other
sentences, perhaps among your reasons.
− Using the Passive Voice
§ Passive-voice verbs enable you to depersonalize an action.
(11 of 14)
− Highlighting the Positive

§ Describe what you can do instead of what you can’t do.
− Implying the Refusal
§ Explicit refusals may be unnecessary and at times cruel.
− Suggesting a Compromise or an Alternative
§ A refusal is not so depressing if a suitable compromise, substitute, or
alternative is available.
(12 of 14)
Closing Pleasantly
• Close the message with a pleasant statement that promotes goodwill.
• The closing should be personalized and may include a forward look, an
alternative, good wishes, freebies, resale information, or a sales promotion.
• Resale refers a statement that attempts to convince a customer to purchase
goods or services; also called sales promotion.
(13 of 14)
• The following are effective closing techniques:

− Forward Look
§ Anticipate future relations or business.
− Alternative
§ If an alternative exists, you might end your letter with follow-through
advice.
− Good Wishes
§ A letter rejecting a job candidate might read: "We extend to you our best
wishes in your search to find the perfect match between your skills and
job requirements."
(14 of 14)
− Freebies
§ When customers complain—primarily about food products or small
consumer items—companies often send coupons, samples, or gifts to
restore confidence and promote future business.
− Resale or Sales Promotion
§ When the bad news is not devastating or personal, references to resale
information or promotion may be appropriate
Knowledge Check 2
Fill in the Blank:
1. An ________________ is defined as an admission of blameworthiness and

regret for an undesirable event.
2. ________________ means understanding our emotional impact on others
and making change as a result.
3. In the ________________, the reasons appear before the bad news.
4. ________________ refers to mentioning a product or service favorably to
reinforce the customer’s choice or, depending on the context, suggesting a
different model that might suit the receiver’s needs better.
7-4
Refusing Typical Requests and Claims
7-4 Refusing Typical Requests and Claims (1 of 7)
• Use the indirect strategy and the following writing plan to refuse typical requests and
claims:
− Buffer: Start with a neutral statement on which both reader and writer can agree,
such as a compliment, appreciation, a quick review of the facts, or an apology. Try
to include a key idea or word that acts as a transition to the reasons.
− Reasons: Present valid reasons for the refusal, avoiding words that create a
negative tone.
− Bad News: De-emphasize the bad news, use the passive voice, accentuate the
positive, or imply a refusal. Suggest a compromise, alternative, or substitute, if
possible. The alternative may be part of the bad-news section or part of the closing.
− Closing: Renew good feelings with a positive statement. Avoid referring to the bad
news. Include resale or sales promotion material, if appropriate. Look forward to
continued business.
Rejecting Requests for Favors, Money, Information, and Action

• Begin with a buffer acknowledging the request.
• Use praise as a transition to the explanation.
• Provide an explanation using an indirect or gentle refusal.
• Show appreciation for the inquiry and respect for the writer.
Dealing With Disappointed Customers in Print and Online

• Control the damage and resolve such problems in the following manner:
− Call or e-mail the disappointed customer immediately or reply to the
individual’s online post within 24 hours.
− Describe the problem and apologize.
− Explain why the problem occurred, what is being done to resolve it, and how
it will be prevented from happening again.
− Promote goodwill by following up with a message that documents the phone
call or acknowledges the online exchange of posts.
• Written messages are important

− When personal contact is impossible
− To establish a record of the incident
− To formally confirm follow-up procedures
− To promote good relations
• Dealing with problems immediately is very important in resolving conflict and
retaining goodwill.
• Employ the following strategies to manage negative news on social media:

− Recognize social media as an important feedback channel.
§ Instead of fearing social networks, smart companies embrace these
channels as opportunities to reveal the true mindset of customers and
receive free advice on how to improve.
− Verify the situation.
§ Investigate to learn what happened. If the complaint is legitimate, admit
the problem and try to remedy it.
− Become proactive.
§ Anticipating trouble and exceeding consumers’ expectations is key.
− Monitor comments.
§ Engage the positive and address the negative as fast as possible, ideally
in real time.
− Accept the inevitable.
§ Recognize that nearly every business will experience some negativity. Do
what you can to respond constructively, and then move on.
Denying Claims
• In denial messages, you will need to:
− Adopt the proper tone.
− Don’t blame customers, even if they are at fault.
− Avoid "you" statements that sound preachy.
− Use neutral, objective language to explain why the claim must be refused.
− Consider offering resale information to rebuild the customer’s confidence in
your products or organization.
7-5
Managing Bad News Within Organizations
7-5 Managing Bad News Within Organizations (1 of 5)
• Organizational bad news might involve:

− Declining profits
− Lost contracts
− Harmful lawsuits
− Public relations controversies
− Policy changes
• Within organizations, you may find yourself giving bad news in person or in
writing.
Delivering Bad News in Person

• When the bad news involves one person or a small group nearby, you should generally
deliver that news in person.
• Here are pointers on how to do so tactfully, professionally, and safely:
− Gather all information
− Prepare and rehearse
− Explain: past, present, future
− Consider taking a partner
− Think about timing
− Be patient with the reaction
Refusing Workplace Requests

• To effectively refuse requests from employees:
− Carefully employ a buffer.
− Give a rational explanation.
− Close positively with an alternative and gratitude.
Announcing Bad News to Employees and the Public

• Communicate bad news openly to employees and other stakeholders.
• When bad news must be delivered to individuals, deliver the news personally.
• With large groups, deliver bad news through multiple channels, ranging from
hardcopy memos to digital media.
• Use the indirect strategy to convey bad news within the organization:
− Buffer: Start with a neutral or positive statement that transitions to the
reasons for the bad news. Consider opening with the best news, a
compliment, appreciation, agreement, or solid facts. Show understanding.
− Reasons: Explain the logic behind the bad news. Provide a rational
explanation using positive words and displaying empathy. If possible,
mention reader benefits.
− Bad News: Position the bad news so that it does not stand out. Be positive,
but don’t sugarcoat the bad news. Use objective language.
− Closing: Provide information about an alternative, if one exists. If
appropriate, describe what will happen next. Look forward positively.

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Chapter 7

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Chapter 7

By the end of this chapter you should be able to:

• Unfortunately, everyone occasionally must deliver bad news in business.

Setting Goals in Communicating Negative News

1. The bad feelings associated with disappointing news can generally be

Using the Direct Strategy to Convey Negative News

Using the Indirect Strategy to Convey Negative News

• Four-Part Indirect Strategy for Negative News:

Keeping the Indirect Strategy Ethical

1. Divide piece of paper into two columns.

Opening Indirect Messages With a Buffer

• The following are buffer possibilities:

Presenting the Reasons

• The following are effective ways of presenting the reasons:

− Explaining Company Policy

Cushioning the Bad News

− Highlighting the Positive

• The following are effective closing techniques:

Fill in the Blank:

1. An ________________ is defined as an admission of blameworthiness and

Rejecting Requests for Favors, Money, Information, and Action

Dealing With Disappointed Customers in Print and Online

• Written messages are important

• Employ the following strategies to manage negative news on social media:

• Organizational bad news might involve:

Delivering Bad News in Person

Refusing Workplace Requests

Announcing Bad News to Employees and the Public

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