Chapter 8 Copyright © 2014 Pearson Education, Inc.Chapter Writing Negative Messages

Learning Objectives 1.The Three-Step Writing Process 2.The direct and indirect approaches 3.Routine negative messages 4.Negative employment messages 5.Negative organizational news 6.Negative information in social media Copyright © 2014 Pearson Education, Inc.Chapter 8 - 2

Using the Three-Step Process for Negative Messages Copyright © 2014 Pearson Education, Inc.Chapter 8 - 3

Plan the Message Copyright © 2014 Pearson Education, Inc.Chapter Purpose Medium Audience Approach

Choose the Approach Choose the Approach Copyright © 2014 Pearson Education, Inc.Chapter Get the readers immediate attention? Audiences communication preferences? How important is the news to the reader? Will the bad news come as a shock?

Write the Message Copyright © 2014 Pearson Education, Inc.Chapter Clarity Sensitivity Credibility Etiquette

Complete the Message Copyright © 2014 Pearson Education, Inc.Chapter Revising Producing Proofreading Delivering

Summary of Discussion Copyright © 2014 Pearson Education, Inc.Chapter 8 - 8

Using the Direct Approach for Negative Messages Copyright © 2014 Pearson Education, Inc.Chapter 8 - 9

The Direct Approach Copyright © 2014 Pearson Education, Inc.Chapter State the Negative NewsExplain the Negative NewsClose the Message

State the Bad News Copyright © 2014 Pearson Education, Inc.Chapter DirectDirect ProfessionalProfessional

Explain the Bad News Copyright © 2014 Pearson Education, Inc.Chapter ReasonsReasons InformationInformation

Close the Message Copyright © 2014 Pearson Education, Inc.Chapter RespectfulRespectful PositivePositive

Summary of Discussion Copyright © 2014 Pearson Education, Inc.Chapter

Using the Indirect Approach for Negative Messages Copyright © 2014 Pearson Education, Inc.Chapter

Copyright © 2014 Pearson Education, Inc.Chapter The Indirect Approach 1 Open With a Buffer Statement 2 Provide Reasons and Information 3 State the Bad News 4 Close on a Respectful Note

Copyright © 2014 Pearson Education, Inc.Chapter Open with a Buffer Respectful Relevant Neutral

Copyright © 2014 Pearson Education, Inc.Chapter Positive or Neutral Progressively Negative The Main Idea Reasons and Information

Copyright © 2014 Pearson Education, Inc.Chapter State the Bad News Deemphasize the News Use a Conditional Statement Emphasize Positive Aspects

Copyright © 2014 Pearson Education, Inc.Chapter Write a Positive Close Avoid Uncertainty Limit Correspondence Express Optimism Be Sincere

Summary of Discussion Copyright © 2014 Pearson Education, Inc.Chapter

Sending Negative Messages on Routine Business Matters Copyright © 2014 Pearson Education, Inc.Chapter

AnnouncementsAnnouncements Copyright © 2014 Pearson Education, Inc.Chapter Open With a Buffer Statement 2 Provide Reasons and Information 3 Make the Announcement 4 Close the Message

Copyright © 2014 Pearson Education, Inc.Chapter Workplace Proposals Internal External Solicited Unsolicited

Copyright © 2014 Pearson Education, Inc.Chapter Manage your time carefully If the matter is closed, say so Offer alternatives, if possible Dont imply further assistance Routine Requests

Copyright © 2014 Pearson Education, Inc.Chapter Status of Transactions Modify Expectations Explain Your Plan Mend the Relationship

Copyright © 2014 Pearson Education, Inc.Chapter Claims or Adjustments Things to EmployThings to Avoid Emotional Response Abusive Language Anger or Malice Negative Tone Understanding Accurate Information Courtesy and Respect Positive Tone

Summary of Discussion Copyright © 2014 Pearson Education, Inc.Chapter

Sending Negative Employment Messages Copyright © 2014 Pearson Education, Inc.Chapter

Requested by Businesses Requested by Businesses Conciseness Directness Requested by Individuals Requested by Individuals Diplomacy Preparation Copyright © 2014 Pearson Education, Inc.Chapter RecommendationsRecommendations

Copyright © 2014 Pearson Education, Inc.Chapter Social Network Requests Ignoring Refraining Responding

Job Applications Personalize the message Express your appreciation Convey the negative news Avoid offering explanations Dont imply future consideration Close with a positive, courteous tone Copyright © 2014 Pearson Education, Inc.Chapter

Copyright © 2014 Pearson Education, Inc.Chapter Performance Reviews Meeting Feedback Coaching

Copyright © 2014 Pearson Education, Inc.Chapter Documentation Consistency Objectivity Job Description Improvement Negative Performance

Copyright © 2014 Pearson Education, Inc.Chapter Terminating Employment Present Reasons Avoid Discrimination Follow Policies & Laws Avoid Personal Attacks Seek Advice Deliver in Person

Summary of Discussion Copyright © 2014 Pearson Education, Inc.Chapter

Sending Negative Organizational News Copyright © 2014 Pearson Education, Inc.Chapter

Copyright © 2014 Pearson Education, Inc.Chapter Negative Announcements Match the Approach to the Situation Consider the Needs of Each Group Minimize the Element of Surprise Plan and Manage a Response

Copyright © 2014 Pearson Education, Inc.Chapter Negative Announcements Avoid False Optimism Seek the Advice of Experts Use Multiple Media to Reach Out Be Open and Transparent

Summary of Discussion Copyright © 2014 Pearson Education, Inc.Chapter

Responding to Negative Information in Social Media Copyright © 2014 Pearson Education, Inc.Chapter

Copyright © 2014 Pearson Education, Inc.Chapter Online Challenges Online RumorsOnline Rumors False InformationFalse Information Attack ReputationsAttack Reputations

Respond Effectively Copyright © 2014 Pearson Education, Inc.Chapter Engaging Monitoring Evaluating Responding

Summary of Discussion Copyright © 2014 Pearson Education, Inc.Chapter

Copyright © 2014 Pearson Education, Inc.Chapter Writing Negative Messages

Copyright © 2014 Pearson Education, Inc.Chapter