Writing Bad-News

Messages

©2005 Pearson Business Communication Essentials Chapter 8 - 1

Education Canada
 From The Real World
Often audiences seem to have a premonition
that bad news is coming and just as often
move to a worst-case scenario. Similarly, bad
news is difficult to contain; rumour often
precedes fact. Credibility, for you and your
organization, can hinge on the speed with
which you get the difficult information out to
communities, audiences, or individuals.
Kevin Gass, Vice-President, Marketing and Communication
B.C. Lotteries Corporation

©2005 Pearson Business Communication Essentials Chapter 8 - 2

Education Canada
Three-Step Writing Process
1 2 3
Planning Writing Completing

Analyze the Organize the Revise the

Situation Message Message

Investigate the Compose the Produce the

Topic Message Message

Adapt to the Proofread the

Audience Message

©2005 Pearson Business Communication Essentials Chapter 8 - 3

Education Canada
 Strategies for
Bad-News Messages
• Convey the message
• Gain acceptance
• Maintain goodwill
• Promote a good corporate image
• Minimize future correspondence
©2005 Pearson Business Communication Essentials Chapter 8 - 4
Education Canada
Audience-Centered Tone

The “You” Attitude

Positive Wording

Respectful Language

©2005 Pearson Business Communication Essentials Chapter 8 - 5

Education Canada
 The Direct Approach
Flow of the Message

Bad News Reasons Positive

Close

Step 1 Step 2 Step 3

Substance of the Message

©2005 Pearson Business Communication Essentials Chapter 8 - 6

Education Canada
 The Indirect Approach
Flow of the Message

Buffer Reasons Bad Positive

News Close

Step 1 Step 2 Step 3 Step 4

Substance of the Message

©2005 Pearson Business Communication Essentials Chapter 8 - 7

Education Canada
 Begin With a Buffer
Sincere

Relevant

Not Misleading

Neutral
©2005 Pearson Business Communication Essentials Chapter 8 - 8
Education Canada
 Begin With a Buffer
Respectful

Succinct

Assertive

Brief
©2005 Pearson Business Communication Essentials Chapter 8 - 9
Education Canada
 Provide Reasons
That Support the Refusal
• Cover positive points

• Provide relevant details

• Highlight benefits

• Minimize company policy

• Avoid apologizing
©2005 Pearson Business Communication Essentials Chapter 8 - 10
Education Canada
 State the Message

De-emphasize the Bad News

Use a Conditional Statement

Focus on the Positive

Avoid Blunt Language

©2005 Pearson Business Communication Essentials Chapter 8 - 11
Education Canada
 Close With Confidence

Maintain a Positive Tone

Limit Future Correspondence

Be Optimistic About the Future

Remain Confident and Sincere

©2005 Pearson Business Communication Essentials Chapter 8 - 12
Education Canada
 Writing Bad-News
Messages
• Routine requests
• Organizational news
• Employment
information
©2005 Pearson Business Communication Essentials Chapter 8 - 13
Education Canada
 Routine
Workplace Requests

Business Invitations
Information and Favors

©2005 Pearson Business Communication Essentials Chapter 8 - 14

Education Canada
 The Status of Orders

Ship Part Ship None

of the Order of the Order

©2005 Pearson Business Communication Essentials Chapter 8 - 15

Education Canada
 Claims and Adjustments
Things to Employ Things to Avoid

Courtesy and Tact Accepting Blame

Indirect Approach Accusations

Understanding Negative Language

Possible Alternatives Defamation

©2005 Pearson Business Communication Essentials Chapter 8 - 16

Education Canada
 Organizational News
Products Operations

©2005 Pearson Business Communication Essentials Chapter 8 - 17

Education Canada
 Letters of
Recommendation
Requested Requested
by Businesses by Individuals

Practice Recognize
Be Direct State Facts
Diplomacy Feelings

©2005 Pearson Business Communication Essentials Chapter 8 - 18

Education Canada
Performance Reviews
Review Job
Requirements

Provide
Feedback

Develop a
Plan of Action
©2005 Pearson Business Communication Essentials Chapter 8 - 19
Education Canada
 Negative
Performance Reviews
• Confront the problem
• Plan the message
• Maintain privacy
• Focus on the problem
• Obtain commitment
©2005 Pearson Business Communication Essentials Chapter 8 - 20
Education Canada
Employment Applications
Use a
Direct Approach

State Reasons
Clearly

Suggest
Alternatives
©2005 Pearson Business Communication Essentials Chapter 8 - 21
Education Canada
 Real World Applications

If company policy changes, should you

explain those changes to employees and
customers at about the same time, or
should you explain to the employees
first? Why or why not?

Let’s discuss!

©2005 Pearson Business Communication Essentials Chapter 8 - 22

Education Canada
 Real World Applications

Is intentionally de-emphasizing bad

news the same as distorting graphs and
charts to de-emphasize unfavourable
data? Why or why not?
Let’s discuss!

©2005 Pearson Business Communication Essentials Chapter 8 - 23

Education Canada