1. Copyright © 2017 Pearson Education, Inc.

2. Excellence in Business Communication
Chapter 9
Writing Negative Messages
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3. Learning Objectives (1 of 3)
Apply the three-step writing process to negative messages.
Explain how to use the direct approach effectively when conveying negative news.
Explain how to use the indirect approach effectively when conveying negative news.
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4. Learning Objectives (2 of 3)
Explain the importance of maintaining high standards of ethics and etiquette when delivering negative messages.
Describe successful strategies for sending negative messages on routine business matters.
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5. Learning Objectives (3 of 3)
List the important points to consider when conveying negative organizational news.
Describe successful strategies for sending negative employment-related messages.
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6. Using the Three-Step Writing Process for Negative Messages
(LO 1) Apply the three-step writing process to negative messages.
Delivering negative information is rarely easy and never enjoyable, but with some helpful guidelines, you can craft messages that minimize negative reactions. Whenever you deliver negative news, you have five main goals:
To convey the bad news
To gain acceptance for it
To maintain as much goodwill as possible with your audience
To maintain a good image for your organization
To reduce future correspondence on the matter
Accomplishing all five goals requires careful attention to planning, writing, and completing your message.
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7. Step 1: Planning Negative Messages
Planning Elements
Consider Your Audience and Purpose
Gather the Information You Need
Choose the Right Media and Channel
Choose the Best Approach
When planning negative messages, remember that your audience does not want to hear what you have to say. To minimize the damage to business relationships and to encourage the acceptance of your message, plan carefully. With a clear purpose and your audience’s needs in mind, gather the information your audience will need in order to understand and accept your message.
Selecting the right combination of media and channels is critical. For instance, experts advise that bad news for employees should always be delivered in person whenever possible, both to show respect for the employees and to give them an opportunity to ask questions. However, an increasing number of managers appear to be using and other electronic media to convey negative messages to employees.
Finally, the organization of a negative message requires particular care. A negative message using the direct approach opens with the bad news, proceeds to the reasons for the situation or the decision, and ends with a positive statement aimed at maintaining a good relationship with the audience. In contrast, the indirect approach opens with the reasons behind the bad news before presenting the bad news itself.
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8. Choosing the Approach Copyright © 2017 Pearson Education, Inc.
Figure 9.2 Choosing the Direct or Indirect Approach
Following this decision tree will help you decide whether the direct or indirect approach is better in a given situation. Of course, use your best judgment as well. Your relationship with the audience could affect your choice of approaches, for example.
To decide which approach to take in any situation, ask yourself the following questions:
Do you need to get the reader’s attention immediately? If the situation is an emergency, or if someone has ignored repeated messages, the direct approach can help you get attention quickly.
Does the recipient prefer a direct style of communication? Some recipients prefer the direct approach no matter what, so if you know this, go with direct.
How important is this news to the reader? For minor or routine scenarios, the direct approach is nearly always best. However, if the reader has an emotional investment in the situation, or the consequences to the reader are considerable, the indirect approach is often better, particularly if the bad news is unexpected.
Will the bad news come as a shock? The direct approach is fine for many business situations in which people understand the possibility of receiving bad news. However, if the bad news might come as a shock to readers, use the indirect approach to help them prepare for it.
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9. Step 2: Writing Negative Messages
Writing Elements
Write with Clarity and Sensitivity
Clarify Your Qualifications
Observe Communication Etiquette
Choose Positive, Productive Words
By writing clearly and sensitively, you can take some of the sting out of bad news and help your reader accept the decision and move on. If your credibility hasn’t already been established with an audience, clarify your qualifications so message recipients won’t question your authority or ability.
When you use language that conveys respect and avoids an accusing tone, you protect your audience’s pride. This kind of communication etiquette is always important, but it demands special care with negative messages. Moreover, you can ease the sense of disappointment by using positive words rather than negative, counterproductive ones.
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10. Step 3: Completing Negative Messages
Completing Elements
Revise Your Content
Produce Professional Documents
Proofread Your Work Carefully
Deliver Messages Promptly
The need for careful attention to detail continues as you complete your message. Revise your content to make sure everything is clear, complete, and concise—even small flaws can be magnified in readers’ minds as they react to your negative news. Produce clean, professional documents, and proofread carefully to eliminate mistakes. Finally, be sure to deliver messages promptly; withholding or delaying bad news can be unethical and even illegal. 
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11. Using the Direct Approach for Negative Messages
(LO 2) Explain how to use the direct approach effectively when conveying negative news.
A negative message organized using the direct approach starts with a clear statement of the bad news, presents reasons for the decision (perhaps offering alternatives), and ends with a positive statement aimed at maintaining a good relationship with the audience. Stating the bad news at the beginning can have two advantages: (1) It makes a shorter message possible, and (2) it allows the audience to reach the main idea of the message in less time.
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12. Opening with a Clear Statement of the Bad News
Use the Introductory Paragraph
Avoid Being Overly Blunt
Transition into the News
State Why You’re Writing, If Needed
If you’ve chosen the direct approach to convey bad news, use the introductory paragraph of your message to share that information. To avoid being overly blunt, you can open with a neutral or positive statement that establishes common ground with the reader, then transition into the news. If necessary, remind the reader why you’re writing.
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13. Providing Reasons and Additional Information
Explain Why the News Is Negative
Consider the Nature of the News
Assess Your Relationship with Readers
Determine Whether to Apologize
In most cases, follow the direct opening with an explanation of why the news is negative. The extent of your explanation depends on the nature of the news and your relationship with the reader. However, you will encounter some situations in which explaining negative news is neither appropriate nor helpful, such as when the reasons are confidential, excessively complicated, or irrelevant to the reader.
Should you apologize when delivering bad news? Some experts have advised that a company should never apologize, even when it knows it has made a mistake; the apology might be taken as a confession of guilt that could be used against the company in a lawsuit. However, judges, juries, and plaintiffs tend to be more forgiving of companies that express sympathy for wronged parties; an apology can also help repair a company’s reputation.
The best general advice in the event of a serious mistake or accident is to immediately and sincerely express sympathy and offer help if appropriate, without admitting guilt; then seek the advice of your company’s lawyers before elaborating.
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14. Closing on a Respectful Note
Show Respect for the Recipient
Consider Alternative Solutions
Try to Include Positive Statements
Avoid Creating False Hopes
After you’ve explained the negative news, close the message in a way that respects the impact the negative news is likely to have on the recipient. If appropriate, consider offering your readers an alternative solution if you can, and if doing so is a good use of your time. Look for opportunities to include positive statements, but avoid creating false hopes. Ending on a false positive can leave readers feeling disrespected, disregarded, or deceived.
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15. Using the Indirect Approach for Negative Messages
(LO 3) Explain how to use the indirect approach effectively when conveying negative news.
The indirect approach helps readers prepare for the bad news by outlining the reasons for the situation before presenting the bad news itself. However, the indirect approach is not meant to obscure bad news, delay it, or limit your responsibility. The purpose of this approach is to ease the impact of the bad news and help readers accept it. When done poorly, the indirect approach can be disrespectful and even unethical. When done well, it is a good example of “you-oriented” communication crafted with attention to both ethics and etiquette.
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16. Opening with a Buffer Express Your Appreciation Assure Your Reader
Neutral Statement
Express Your Appreciation
Assure Your Reader
Show That You Understand
Introduce the Subject Matter
Establish Common Ground
Messages using the indirect approach open with a buffer—a neutral, noncontroversial statement that establishes common ground with the reader. Depending on the circumstances, a good buffer can express your appreciation for being considered, assure the reader of your attention to the request, indicate your understanding of the reader’s needs, introduce the general subject matter, or simply establish common ground with your readers.
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17. Types of Buffers Copyright © 2017 Pearson Education, Inc.
A good buffer is relevant and sincere. In contrast, a poorly written buffer might trivialize the reader’s concerns, divert attention from the problem with insincere flattery or irrelevant material, or mislead the reader into thinking your message actually contains good news.
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18. Providing Reasons and Additional Information
Introduce Negative Points Gradually
Provide Concise, Sufficient Details
Don’t Hide Behind Company Policy
An ideal explanation section leads readers to your conclusion before you come right out and say it. The reader has followed your line of reasoning and is ready for the answer. By giving your reasons effectively, you help maintain focus on the issues at hand and defuse emotions that always accompany bad news. An effective way to do this is to start with positive or neutral points and move through progressively negative points. Provide enough detail for the audience to understand your reasons, but be concise. 
Avoid hiding behind company policy to cushion your bad news. Skilled and sympathetic communicators explain company policy so that the audience can try to meet the requirements at a later time.
If you’ve done a good job of laying out your reasoning, then you’ve done everything you can to prepare the reader for the main idea, which is the negative news itself.
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19. Continuing with a Clear Statement of the Bad News
•Deemphasize the Bad News
•Use a Conditional Statement
•Stress What You Can Do or Have Done
Three techniques are especially useful for saying "no" as clearly and as kindly as possible.
First, de-emphasize the bad news:
Minimize the space and time devoted to the bad news.
Subordinate the bad news within a complex or compound sentence.
Embed the bad news in the middle of a paragraph or use parenthetical expressions.
However, keep in mind that it's possible to abuse de-emphasis. State the bad news clearly; then transition to any positive news that might balance the story.
Second, use a conditional statement (if or when) to imply that the audience could have received, or might someday receive, a favorable answer (such as “When you have more managerial experience, you are welcome to reapply”). Such a statement could motivate applicants to improve their qualifications.
Third, emphasize what you can do or have done, rather than what you cannot do. By focusing on the positive and implying the bad news, you can make the impact less personal and soften the blow.
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20. Closing on a Respectful Note
Avoid an Uncertain Conclusion
Limit Future Correspondence
Express Optimism if Appropriate
Be Sincere and Avoid Clichés
The conclusion is your opportunity to emphasize your respect for your audience, even though you’ve just delivered unpleasant news. A positive close builds goodwill, offers suggestions for action, provides a look toward the future, and is sincere.
Whatever type of conclusion you use, follow these guidelines:
Avoid an uncertain conclusion. If the situation or decision is final, avoid statements, such as “I trust our decision is satisfactory,” which can imply that the matter is open to discussion or negotiation.
Limit future correspondence. Encourage additional communication only if you’re willing to discuss your decision further.
Express optimism if appropriate. If the situation might improve in the future, share that with your readers if it’s relevant.
Be sincere. Steer clear of clichés that are insincere in view of the bad news. If you can’t help, don’t say, “If we can be of any help, please contact us.”
Keep in mind that the close is the last thing audience members have to remember you by. Even though they’re disappointed, leave them with the impression that they were treated with respect.
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21. Maintaining Ethics and Etiquette
(LO 4) Explain the importance of maintaining high standards of ethics and etiquette when delivering negative messages.
All business messages demand attention to ethics and etiquette, of course, but these considerations take on special importance when you are delivering bad news—for several reasons.
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22. Maintain High Standards of Ethics and Etiquette
Adhere to Legal and Regulatory Requirements
Approach with Care and Sensitivity
Consider Audience’s Emotional State
First, a variety of laws and regulations dictate the content and delivery of many business messages with potentially negative content, such as the release of financial Information by a public company.
Second, negative messages can have a significant negative impact on the lives of those receiving them. Even if the news is conveyed legally and conscientiously, good ethical practice demands that these situations be approached with care and sensitivity.
Third, emotions often run high when negative messages are involved, for both the sender and the receiver. Senders need to manage their own emotions and consider the emotional state of their audiences.
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23. Sending Negative Messages on Routine Business Matters
(LO 5) Describe successful strategies for sending negative messages on routine business matters.
Professionals and companies receive a wide variety of requests and cannot respond positively to every single one. In addition, mistakes and unforeseen circumstances can lead to delays and other minor problems that occur in the course of business. Occasionally, companies must send negative messages to suppliers and other parties. Whatever the purpose, crafting routine negative responses and messages quickly and graciously is an important skill for every businessperson.
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24. Making Unexpected Negative Announcements
Open with a Buffer 1
Provide Reasons and Information 2
Deliver the Announcement 3
Close the Message Appropriately 4
Many negative messages are written in response to requests from an internal or external correspondent; but on occasion, managers need to make unexpected announcements of a negative nature. Although such announcements happen in the normal course of business, they are generally unexpected. Accordingly, except in the case of minor changes, the indirect approach is usually the better choice. Therefore, open with a buffer that establishes some mutual ground between you and the reader, advance your reasoning, announce the change, and close with as much positive information and sentiment as is appropriate under the circumstances.
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25. Rejecting Suggestions and Proposals
Unsolicited Proposals
Solicited Proposals
Internal
External
Managers receive a variety of suggestions and proposals, both solicited and unsolicited, from internal and external sources.
For an unsolicited proposal from an external source, you may not need to respond if you don’t already have a working relationship with the sender.
However, if you need to reject a proposal that you solicited, you owe the sender an explanation, and because the news will be unexpected, the direct approach is better.
In general, the closer your working relationship, the more thoughtful and complete you need to be in your response. For example, if you are rejecting a proposal from an employee, explain your reasons fully and carefully so that the employee can understand why the proposal was not accepted and so that you don’t damage an important working relationship.
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26. Refusing Routine Requests
Manage Your Time Carefully
If The Matter’s Closed, Say So
Offer Alternatives If Possible
Saying "no" is a routine part of business and shouldn't reflect negatively on you. The direct approach will work best for most routine negative responses. Your audience gets the answer quickly, and it saves you time. The indirect approach works best if the stakes are high, if you or your company has an established relationship with the person making the request, or you are forced to deny a request that you may have granted in the past.
Consider the following points as you develop routine negative messages:
Manage your time carefully. Focus your limited time on the most important relationships and requests; craft quick, standard responses for less important situations.
If the matter is closed, do not imply that it is still open. If your answer is truly “no,” then avoid phrases such as “Let me think about it and get back to you” as a delaying tactic.
Offer alternative ideas if you can. However, use your time wisely. Unless the relationship is vital to your company, you probably should not spend time researching alternatives for the other person.
Do not imply that other assistance or information might be available if it is not. A disingenuous attempt to soothe hostile feelings could simply lead to another request you will have to refuse.
Don’t Imply Further Assistance
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27. Handling Bad News About Transactions
These Messages Have Three Goals:
Modify the Customer’s Expectations
Explain Your Plan of Action
Repair the Business Relationship
Bad news about transactions is always unwelcome and usually unexpected. These messages have three goals:
Modify the customer's expectations regarding the transaction.
Explain how you plan to resolve the situation.
Repair whatever damage might have been done to the business relationship.
The content and tone of each message can vary widely, depending on the nature of the transaction and your relationship with the customer. If you have not done anything specific to set the customer's expectations—such as promising delivery within 24 hours—the message simply needs to inform the customer, with little or no emphasis on apologies. If you did set the customer's expectations but you can’t meet them, your task is more complex. In addition to resetting the customer's expectations and explaining how you will resolve the problem, some messages may need to include an element of apology.
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28. Effective Negative Message Regarding a Transaction
Figure 9.4 Effective Negative Message Regarding a Transaction
This message, which is a combination of good and bad news, uses the indirect approach—with the good news serving as a buffer for the bad news. In this case, the customer wasn’t promised delivery by a certain date, so the writer simply informs the customer when to expect the rest of the order. The writer also takes steps to repair the relationship and encourage future business with her firm.
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29. Refusing Claims and Requests for Adjustments
Employ These:
Avoid These:
• Positive Tone
• Understanding
• Explanations, Facts
• Appropriate Close
• Negative Tone
• Accusations
• Abusive Language
• Anger or Malice
Almost every customer who makes a claim or requests an adjustment is emotionally involved; therefore, the indirect approach is usually the best approach for a refusal. Your job as a writer is to avoid accepting responsibility for the unfortunate situation and yet avoid blaming or accusing the customer.
Pay special attention to the tone of your message. Avoid language that might have a negative impact on the reader. Instead, demonstrate that you understand and have considered the complaint. Then, rationally explain why you are refusing the request (using facts and accurate information). Close on a respectful and action-oriented note.
When dealing with customers, chances are good that you will get a request that is outrageous. You may even be convinced that the person is not telling the truth. However, resist the temptation to call the person dishonest or incompetent. If you do, you could be sued for defamation, a false statement that tends to damage someone's character or reputation. Therefore, avoid reacting emotionally by using abusive language, anger, or malice when you reply. Instead, stick to the facts and provide accurate information. Communicate honestly and emphasize a desire for a good relationship in the future.
Note: If you think a situation might have legal consequences, consult your company’s legal advisors before you respond.
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30. Sending Negative Organizational News
(LO 6) List the important points to consider when conveying negative organizational news.
As a manager or business owner, you might need to issue negative announcements regarding some aspect of your products, services, or operations. These messages include news of significant changes that negatively affect one or more groups (such as losing a major contract or canceling a popular product); announcements of workforce reductions; and crisis communication regarding environmental incidents, workplace accidents, or other traumatic situations.
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31. Guidelines for Negative Announcements (1 of 2)
Match the Approach to the Situation
Consider the Needs of Each Group
Minimize the Element of Surprise
Plan and Manage a Response
Negative situations will test your skills as a communicator and as a business leader. Inspirational leaders try to seize such situations as an opportunity to reshape or reinvigorate the organization, and they offer encouragement to those around them.
When making negative announcements, follow these guidelines:
Match your approach to the situation. For example, in an emergency such as product tampering or a toxic spill, get to the point immediately.
Consider the unique needs of each group. When a facility closes, for instance, employees need time to find new jobs, and community leaders may need to be prepared to help people who have lost their jobs.
Minimize the element of surprise whenever possible. Give affected groups as much time as possible to prepare and respond.
If possible, give yourself enough time to plan and manage a response. Make sure you are ready with answers to expected questions.
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32. Guidelines for Negative Announcements (2 of 2)
Be Positive But Not Falsely Optimistic
Seek the Advice of Experts
Use Multiple Channels to Reach Out
Be Open and Transparent
Look for positive angles but avoid false optimism. Laying off 10,000 people does not give them “an opportunity to explore new horizons.” It is a traumatic event that can affect employees, their families, and their communities for years. The best you may be able to do is thank people for their past support and wish them well in the future.
Seek expert advice. Many significant negative announcements have important technical, financial, or legal elements that require the expertise of lawyers, accountants, or other specialists.
Use multiple channels to reach out to affected audiences. Provide information through your normal communication network. In addition, reach out and participate in conversations taking place in the social media landscape.
Be open and transparent. Mark Price, managing director of the UK grocery chain Waitrose, puts it perfectly: “We recognize that we have to be increasingly open and transparent. You can’t close down businesses now; you can’t bunker up if there’s a problem. You’ve got to go the other way.”
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33. Sending Negative Employment Messages
(LO 7) Describe successful strategies for sending negative employment-related messages.
All managers must convey bad news about individual employees from time to time. You can use the direct approach when writing to job applicants or when sending a negative reference to a prospective employer. But it’s best to use the indirect approach when giving negative performance reviews to employees; they will most certainly be emotionally involved. In addition, choose the media for these messages with care. Written messages let you control the message and avoid personal confrontations, but one-on-one conversations are more sensitive and promote the interaction often needed to confront problems and discuss solutions.
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34. Refusing Requests for Recommendations
Conciseness
Directness
Requested by Employers
Requested by Employees
Diplomacy
Preparation
Managers may get requests for recommendations from other employers or from past employees. When sending refusals to prospective employers, your message may be brief and direct.
Letters to the applicants themselves are another matter. Any refusal to cooperate may appear to be a personal slight and/or a threat to the applicant's future. Diplomacy and preparation help readers accept your refusal.
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35. Refusing Social Networking Recommendation Requests
Three Basic
Approaches
Ignoring
Refraining
Responding
Making recommendations in a social networking environment is more complicated than with a traditional recommendation letter because the endorsements you give become part of your online profile.
Fortunately, social networks give you a bit more flexibility when it comes to responding to these requests. One option is to simply ignore or delete the request. Another option is to refrain from making recommendations at all, and just letting people know this policy when they ask.
If you choose to make recommendations and want to respond to a request, you can write as much or as little information about the person as you are comfortable sharing.
Whatever you decide, remember that it is your choice.
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36. Rejecting Job Applications
Personalize the message.
Express your appreciation.
Remain courteous and polite.
Avoid offering explanations.
Don’t imply future consideration.
Close with a positive, courteous tone.
Although rejections are routine communications, they are not always easy to write because recipients are emotionally invested in the decision. Moreover, companies must be aware of the possibility of employment discrimination lawsuits, which have been on the rise in recent years; therefore, rejections must also be written in a way that doesn’t suggest any hint of discrimination. Expert opinions differ on the level of information to include in a rejection message, but the safest strategy is a minimal approach that includes the following elements:
Personalize the message by using the recipient’s name.
Open with a courteous expression of appreciation for being considered.
Convey the negative news politely and concisely.
Avoid explaining why an applicant was rejected or why other applicants were chosen.
Don’t state or imply that the application will be reviewed at a later date.
Close with positive wishes for the applicant’s career success.
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37. Giving Negative Performance Reviews
Document performance problems.
Evaluate all employees consistently.
Maintain a calm, objective tone.
Focus on opportunities for improvement.
Keep job descriptions up to date.
Performance reviews are designed to clarify job requirements, give employees feedback on their performance, and establish a personal plan of action for the future. Performance reviews also help companies set organizational standards, communicate organizational values, and document evidence of performance.
If you need to write a review that includes negative information, keep the following points in mind:
Document performance problems. You will need this information in order to write an effective appraisal and to support decisions about pay, promotions, or termination.
Evaluate all employees consistently. Consistency is not only fair but also helps protect the company from claims of discriminatory practices.
Write in a calm, objective voice. The employee is not likely to welcome your negative assessment, but you can manage the emotions of the situation by staying professional in your writing.
Focus on opportunities for improvement. This information can serve as the foundation for an improvement plan for the coming year.
Keep job descriptions up to date. If a job evolves over time in response to changes in the business, the employees’ current activities may no longer match an outdated job description.
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38. Terminating Employment
Present Reasons
Don’t Discriminate
Obey Policy & Law
Avoid Insults
Seek Advice
Deliver in Person
If an employee’s performance cannot be brought up to company standards, or if other factors cause a reduction in the workforce, a company often has no choice but to terminate employment. As with other negative employment messages, termination is fraught with emotions and legal ramifications, so careful planning, complete documentation, and sensitive writing are essential. Termination messages should always be written with input from the company’s legal staff, but here are some general writing guidelines to bear in mind:
Clearly present the reasons for this action, whether it is the employee’s performance or a business decision unrelated to specific employees.
Make sure the reasons are presented in a way that cannot be construed as unfair or discriminatory.
Follow company policy and any relevant legal guidelines (such as employment contracts) to the letter.
Avoid personal attacks or insults of any kind.
Ask another manager to review the letter before issuing it. An objective reviewer might spot troublesome wording or faulty reasoning.
Deliver the termination letter in person if at all possible. Arrange a meeting that will ensure privacy and freedom from interruptions. 
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