1. 9-1 Chapter 8 Maintaining Goodwill in Bad-News Messages © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.

2. 8-2 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Why Indirect Order? The General Indirect Plan Adaptations of the General Plan to Specific Situations – Refused Requests – Claim Messages – Adjustment Refusals – Negative Announcements Chapter Overview

3. 8-3 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Bad news is received more positively when preceded by explanation. Why? Bad news can be shocking. Preparatory words ease the reader into the news. Hearing the (good) reasons first prepares the reader for interpreting the bad news correctly. Even if the reader expects bad news, the effort to spare his/her feelings is appreciated and can help convince the reader of the writer’s position. Why Indirect Order?

4. 8-4 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Begin with a strategic buffer. – Set up your strategy. – Acknowledge any preceding messages. Set up the negative news. Present the bad news positively. Offer an alternative solution. End with goodwill, specifically adapted. The General Indirect Plan

5. 8-5 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. If you or your company is at fault... – an apology, linked with a plan of action, can help to restore goodwill. – Make the apology early in the message and then move on. If you are not directly at fault... – an apology can make you appear in the wrong. – Apologies can have legal implications. When to Make an Apology

6. 8-6 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Preliminary considerations: The news is bad The reader wants something; you must refuse Your goals: – say no – maintain goodwill The first goal is easy; the second requires tact You must present reasons that will convince Refused Requests

7. 8-7 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Begin with words that identify the subject, are neutral, and set up the message. Present reasons using positive language and you- viewpoint. Refuse clearly and positively, embedding where possible to de-emphasize the negative. Include a counterproposal or compromise when appropriate. End with an adapted goodwill comment. Indirect Plan for a Refusal

8. 8-8 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Preliminary considerations: You believe that you deserve an adjustment. The fault lies with the reader. The goal is to present your request convincingly without blaming the reader. Thus, you must think through the situation to develop a strategy that will persuade but not offend. You must choose your tone accordingly. Indirect Claims

9. 8-9 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Begin with words that introduce the problem but do not anger the reader. Describe the problem clearly. Make the account factual, not emotional. Make clear what kinds of damage or problems were caused. Lead systematically to the adjustment request. End with words that leave the door open for future relations with the reader. Indirect Plan for Claim Messages

10. 8-10 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Preliminary considerations: The decision has been made to refuse an unjustified claim. The news is bad. The goal is to present the bad news in a positive way. Thus, you must think through the situation to develop a strategy to explain or justify the decision. Adjustment Refusals

11. 8-11 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Begin with words that are on subject, neutral, and that set up the message Present the strategy that will explain or justify. Make it factual and positive. Lead systematically to the refusal. Then refuse – clearly and positively. End with off-subject, friendly words. Indirect Plan for Adjustment Refusals

12. 8-12 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Presentations of bad news to customers or employees... – generally follow the indirect pattern – especially if news is very disappointing. – Thus, they follow the strategies previously reviewed. Negative Announcements

13. 8-13 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Start with a buffer that sets up the explanation of the bad news. Present the justification. Cover the bad news positively but clearly. Help resolve any problem the bad news creates. End with forward-looking, friendly words. Indirect Plan for Negative Announcements

14. 8-14 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. A direct plan is justified when the bad news – is expected. – is insignificant. – may have positive possibilities. Direct Negative Announcements

15. 8-15 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. When a man sends you an impudent letter, sit right down and give it back to him with interest ten times compounded, and then throw both letters in the wastebasket. -- Elbert Hubbard American Writer, Publisher, and Philosopher Good Advice for Bad News