ch07
DESCRIPTION
Delivering Bad News StatementTRANSCRIPT
Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning
Chapter 7
Delivering Bad-News Messages
Business Communication, 14eLehman and DuFrene
Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning
Preferred Channel for Negative News Debated
Chapter 7
Personal delivery says message is important, shows empathy for recipient, and is rich in nonverbal cues and feedback.
Research by Institute for Operations Research
Electronic messages are more honest and accurate and cause less discomfort for sender than personal or telephone delivery.
Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning
Inductive Outline: (Pleased or Interested Receiver Reaction)
Chapter 7
Present a neutral idea that leads to the reasons for refusal or bad news
Present facts, analysis, and reasons for refusal State the refusal or bad news using positive
tone and de-emphasis techniques Includes a counterproposal or “silver lining”
idea Close with an idea that shifts
emphasis away from the refusal and indicates a continuing relationship with reader
Main idea
Details
Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning
Advantages of Inductive Outline
Identifies the subject of the letter without revealing the refusal, keeping the reader receptive to reasons that follow
Presents reasons before the refusal to increase understanding and acceptance ─ Avoids possible initial negative reaction ─ Places greater emphasis on reasons than on refusal
De-emphasizes the refusal by closing positively
Chapter 7
Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning
Techniques for De-emphasizing Negative Ideas
Techniques for De-emphasizing Negative Ideas
Use an inductive outline that positions bad news between a logical explanation and a goodwill closing
Use positive language that accents the good
Imply the bad news if possible
Offer a counterproposal that shows a desire to help
Use stylistic techniques: complex sentence, general terms, abstract nouns, subjunctive mood, and passive voice
Chapter 7
Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning
Techniques for First Paragraph
Begin with a buffer — something about which both sides can agree
Avoid empty acknowledgments of the obvious
Avoid tipping off the bad news too early
Avoid starting too positive so as to build false hopes
Chapter 7
Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning
Techniques for Reasons and Explanation Section
Provide a smooth transition from the opening to the explanation
Precede the bad news with one or more reasons that are logical to the reader
Show reader benefit and/or consideration
Avoid using “company policy” as the reason
Chapter 7
Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning
Techniques forBad-News Sentence
Place negative news in buried position
Avoid unnecessary use of negative words
State the bad news once; avoid restating or returning to it
Emphasize any positive aspect Follow bad news with a
counterproposal when possible
Chapter 7
Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning
Include a Counterproposal or “Silver Lining”
Counterproposal (tangible or intangible): states what you can do or offer
Chapter 7
“Silver” lining: provides a thought that turns the discussion back into a positive direction
OR
Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning
Techniques forClosing Paragraph
Convey an empathetic tone
Avoid returning to the bad news
Avoid trite, worn-out statements that seem shallow and superficial
End with a positive, forward-looking idea
Chapter 7
Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning
Strategies for Strong Internal Communication
Convey bad news as soon as possible
Give employees a complete, rational explanation of the problem
Show empathy and respond to employees’ feelings
Follow up
Chapter 7