Lecture PowerPoint® Slides

to accompany

Prepared by
Karen Pike, Conestoga College
Composing Negative Messages

MODULE 8

SESSION 9
 Module 8 Learning Objectives
Knowledge of
LO1 The criteria that define negative messages
LO2 The “bad news” message structure
LO3 The legal and ethical implications of your
messages

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 Module 8 Learning Objectives
Skills to
LO4 Structure negative messages effectively
LO5 Present bad news appropriately
LO6 Practice models of negative message formats
LO7 Further analyze business communication
situations

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 Module 8 Outline
This module covers:
• What are the purposes of negative messages?
• What kinds of negative messages will I write?
• How do I organize negative messages?
• What’s the best subject line for a negative
message?
• How can PAIBOC analysis help me write effective
negative messages?

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 What is a negative message and why
is it important to be able to write one?

Negative or “bad news” messages contain

information that costs the reader comfort, time,
money, esteem, or resources.

Negative messages are common in business. You

can frame and organize negative messages to
influence a positive audience response.

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 Negative messages have primary
and secondary purposes
Primary:
• to deliver the bad news so the audience
understands and accepts it
• to maintain as much goodwill as possible

Secondary:
• To help readers feel that
• they have been taken seriously
• your decision is fair and reasonable
• they would make the same decision if in your shoes

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Negative messages must also achieve
these goals:
• To build a good image of the writer
• To build a good image of the writer’s organization
• To reduce or eliminate future correspondence on
the same subject so the message doesn’t create
more work for the writer

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 What Kinds of Negative Messages Will
I Write?
You will likely write:
• Rejections and refusals
• Announcements of policy changes
• Requests that may seem bothersome, insulting, or
intrusive
• Messages that focus on problems

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 How Do I Organize Negative
Messages?
It depends on the audience.
Information written to Use this pattern:

People outside your Use indirect to build goodwill.

company
Propose a solution when you
Supervisors report a problem.

Peers and Ask for their input in dealing

Subordinates with situations.

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Use this structure when giving bad news to
people outside of your company
1. Buffer

2. Reason or Explanation

3. Give Negative Message Once

4. Alternative or compromise

5. Positive Closing

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 The Buffer
The buffer is a neutral or positive statement that
allows you to delay the negative.

To be effective, a buffer has to put the reader in a

good frame of mind, not give the bad news but not
imply a positive answer either, and provide a
natural transition to the body of the letter.

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 Carefully analyze whether or not to use
a buffer
Use a buffer when:
• the reader values harmony
• when the buffer can serve
another purpose, such as
when you need to say
“thank you” for something
Do not use a buffer:
• if the reader might ignore a letter
with a bland first paragraph
• if the reader prefers “bottom line
messages”
• if the reader is suspicious of the
writer

• if the reader won’t take “no” for

an answer

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 Buffer Examples
Letter announcing an increase in parking rental rates:
Enclosed is a new sticker for your car. You may pick up additional
ones in the office if needed. Please destroy old
stickers bearing the signature of L. S. LaVoie.
Thank the reader for something he or she has done.
But writes letter refusing a job offer:
Thank you for scheduling appointments for me with so many senior
people at the Bank of Montreal. My visit there March 14 was very
informative.

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 Choose an audience- and context-
appropriate statement as a buffer
Here are the most common types of buffers:
1. Good news 
2. Facts and chronologies of events 
3. References to enclosures 
4. Thanks 
5. Statements of principle 

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 Give the reason for the refusal before
the refusal itself
Follow these guidelines when writing the refusal:

1. Make the reason for the refusal clear and

convincing in terms of the audience’s needs and
wants.

Be careful! Weak reasons can create loopholes in your

logic, and your real reason for refusing may be lost.

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Guidelines for writing the refusal (cont.)
2. Don’t hide behind “company policy”.

3. Avoid saying that you cannot do something.

4. Don’t pass the buck by criticizing the policy or

blaming another person. In other words, work
within your limitations.

5. Omit the reason rather than use a weak one.

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State the negative just once, clearly
• De-emphasize the refusal by putting it in the
same paragraph as the reason, rather than in a
paragraph by itself.

• Be sure that your implication is clear. One of your

purposes in a negative message is to close the
door on the subject.

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 Present an alternative or compromise,
if one is available
Giving an alternative :
• offers the reader another way to get what he or
she wants.
• suggests that you really care about the reader.
• enables the reader to reestablish the
psychological freedom you limited when you
said no.
• allows you to end on a positive note, presenting
yourself and your company as positive, friendly,
and helpful.

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 End with a positive, forward-looking
statement

1. Refer to a good alternative in your ending.

2. End your message by looking to the future.
3. Maintain goodwill and a positive business
relationship by ending sincerely.
4. Avoid endings that seem insincere or clichéd.

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 Legal and Ethical Implications
In any message you write you need to be
conscious of your potentially global audience. Libel
and slander actions can include everyone who
participates in disseminating injurious material.

Thinking about the legal and ethical implications of

what you say is particularly important when
delivering negative messages.

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 Giving Bad News to Managers
1. Describe the problem.
2. Tell how it happened.
3. Describe the options for fixing it.
4. Recommend a solution and ask for action. (Ask
for approval so that you can move forward to
correct the problem.)

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 When you give bad news to peers and
subordinates, ask for input
1. Describe the problem.
2. Present an alternative or compromise, if one is
available.
3. If possible, ask for input or action.

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The Context of Communication is Crucial
• What is the relationship between the reader and
you?
• How does the reader view the organization?
• How much of a surprise will your decision be for
your reader?
• How well will readers buy into the criteria for the
decision?
• How well does the information following the
negative news build goodwill?

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 What’s the Best Subject Line for a
Negative Message?
Only use negative subject lines if you think
the reader might otherwise ignore the message.

Consider a subject line that

• Focuses on solutions, not problems, or
• Includes the topic but not the negative action

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 What’s the Best Medium for Negative
Messages?
Negative messages are best delivered in real time
and, whenever possible, in person.
• take responsibility for the message
• deliver negative news sensitively

If possible:
• deliver bad news in person
• use an appropriate meeting space
• allow people a chance to respond
• describe the next steps in the process

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 How Can PAIBOC Help Me Write
Negative Messages?
PAIBOC analysis helps you identify a reader-centred
organizational pattern and the information you
should include.

P What are your purposes in writing?

A Who is (are) your audience(s)?
I What information must your message include?
B What reasons or reader benefits can you use to
support your position?
O What objections can you expect your reader(s) to
have?
C How will the context affect reader response?
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 Summary
Writing negative messages is part of doing
business. Delivering “bad news” to customers,
clients, coworkers and supervisors while
maintaining good relationships with these
individuals can be done if thought, care, and
attention are given to the message.

Apply PAIBOC when writing, and use the

organizational structure that bests suits your
audience.
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