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1. BUS 305 Week 6
2. Week 6 Business correspondence and proposals Read chapters 6
and 8 Monday review bad news communications Finish surveys for
analytical reports Wednesday administer surveys Writing assignment
3 due Wednesday!
3. Agenda Analyze bad news messages to verify that they reflect
the six Cs of effective messages, acceptable message formats, and
the bad news strategy. Prepare bad news messages by applying the
CBO approach and the bad news strategy.
4. BufferBuffer ReasonsReasons Bad NewsBad News CloseClose The
Indirect Pattern
5. The Indirect Pattern BUFFER a neutral or positive opening
that does not reveal the bad news REASONS an explanation of the
causes for the bad news BAD NEWS a clear but understated
announcement of the bad news that may include an alternative or
compromise CLOSE a personalizing, forward-looking, pleasant
statement
6. Avoiding Three Causes of Legal Problems 1. Abusive language
Defamation use of any language that harms a persons reputation
Libel written defamation Slander spoken defamation 2. Careless
language Statements that are potentially damaging or that could be
misinterpreted (the factory is too hazardous for tour groups). 3.
Good-guy syndrome Statements that ease your conscience or make you
look good (I thought you were an excellent candidate, but we had to
hire . . . ).
7. Examples of Bad News Messages Recommendation refusals
Request refusals Adjustment refusals Credit refusals Order
refusals
8. Apply the CBO Approach Plan a message. Identify the
objective. Visualize the audience. Gather supporting information.
Organize the information. Compose a draft. Choose words. Construct
sentences. Assemble paragraphs. Choose paragraph locations.
Complete a message. Proofread. Edit. Revise. Finalize.
9. Plan a Message Identify the objective. Maintain goodwill.
Show a benefit or suggest an alternative. Visualize the audience.
Know the receivers profile. Recognize the sensitivity of the
situation. Anticipate the receivers reaction. Gather supporting
information. Choose relevant facts. Know your receivers background.
Organize the information. Use the indirect pattern. Apply the
five-part bad news strategy.
10. Begin with a neutral or pleasant statement. Begin with a
buffer. Choose words carefully. Avoid misleading the receiver.
Explain the reason(s) for the referral. Explain why you cannot do
what the receiver wants. Use the passive voice to avoid sounding
accusatory. State or imply the refusal. State the refusal
concisely. State what can be done rather than what cannot be done.
Avoid negative words. Offer an alternative solution or action.
Offer a constructive suggestion, substitute, counterproposal, or
alternate course of action. Explain how the receiver may benefit.
End with a positive, friendly statement. Conclude with a positive
statement. Avoid trite expressions. Close with action required by
the receiver. Compose a Draft
11. Complete a Message Proofread. Edit. Revise. Finalize.
12. Bad News Messages Requests Recommendations Adjustments
Credits Orders
13. Bad News Strategy Follow the indirect pattern.
Opening--Begin with neutral or pleasant statement.
Explanation--Explain the reason(s) for the refusal. Message
Objective--State or imply the refusal. Additional
Information--Offer an alternate solution or action. Closing--End
with a positive, friendly statement.
14. 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
15. 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
16. Include a Counterproposal or Silver Lining Counterproposal
(tangible or intangible): states what you can do or offer Silver
lining: provides a thought that turns the discussion back into a
positive direction OR
17. Techniques for Closing 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
18. 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
19. The Bad News Plan Begin with a strategic buffer Words that
set up your strategy and Acknowledge any preceding messages Develop
the strategy Present the bad news positively End with goodwill,
specifically adapted
20. Brief Review of a Procedure for a Refused Request The news
is bad. The reader wants something; you must refuse. Your goals
are: to say no, an to maintain goodwill. The first goal is easy;
the second requires tact. You must present reasons that will
convince. Preliminary considerations:
21. Indirect Plan for Bad News 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. The message plan: Opening Body
Closing
22. Mr. Bragg, Your study of the progress of State University
graduates is most commendable. We are pleased that you would ask
our help in your efforts. [email protected] In reviewing
the requirements of your project, we find that it would be
necessary to search through the personnel files of each of our
10,000 employees. As our regular staff is already working at
capacity, may we suggest that we make our files available to you or
your representatives? We ask only that you protect the
confidentially of the information in the files. We would be pleased
to give you working space in the records center. And we would
assure you of the cooperation and assistance of our records
personnel. As another alternative, may we suggest that you use a
part-time student worker who is already acquainted with our files.
From time to time, Ms. Mary Mahoney has worked in Request for
alumni information
23. We expect that these suggestions will help you in
completing your project. We look forward to reading the results in
the Alumni Bulletin. Terry As another alternative, may we suggest
that you use a part-time student worker who is already acquainted
with our file system. From time to time, Ms. Mary Mahoney has
worked in our file center. We estimate that she could do your work
in about five weeks, working her customary twenty hours a week. The
cost would be about $900. If you prefer this arrangement, we would
be pleased to contact her for you. center. And we would assure you
of the cooperation and assistance of our records personnel.
[email protected] Request for alumni information
24. Preliminary Considerations in Writing Adjustment Refusals
(1 of 2) 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.
25. Brief Review of Procedure for Adjustment Refusals (2 of 2)
Begin with words that are off subject, are neutral, and 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. Opening Body Closing
26. Mr. Mertz: Thank you for your check for $945.07 on Invoice
C 2005. Although it is a small matter, I feel that you will want to
look over this invoice. Probably you just looked at the wrong
column, but you will see that you wrote the check for the amount
less the discount. As you know, the discount is allowed only when
payment is made within ten days of billing. As Invoice C2005 is now
45 days past this date, we are crediting your account with $945.07,
leaving an unpaid balance of $29.23. I am confident you will
understand. Working with you and your excellent organization, Mr.
Mertz, is always a pleasure. We look forward to serving you again
real soon. Ray Rojas Jason Mertz Payment on Invoice C2005
27. [email protected] Special paneling concern We are
grateful for the role we have played in constructing your
distinctive building. We stand ready to meet your future needs to
the letter. Dominic Terrado be between you and your architect. I am
confident that you will see the justice in our decision.
28. Credit Refusals Begin with a pleasant, timely buffer. Give
reasons for the refusal. Imply or state the refusal. Make a
counterproposal. End with attention on the receivers benefits. A
credit refusal for a loan, credit card, extended line of credit, or
credit purchase should apply the bad news strategy.
29. Order Refusals Begin with a buffer. Ask for needed
information for incomplete orders; give a reason for delayed and
unfilled orders. State or imply the delay plan or the refusal.
Offer a resale or an alternative solution. End with a positive
statement. Write an order refusal message when you are unable to
fulfill or ship an order in a timely manner.
30. Begin with a neutral or pleasant statement. Begin with a
buffer. Choose words carefully. Avoid misleading the receiver.
Explain the reason(s) for the refusal. Explain why you cannot do
what the receiver wants. Use the passive voice to avoid sounding
accusatory. State or imply the refusal. State the refusal
concisely. State what can be done rather than what cannot be done.
Avoid negative words. Offer an alternate solution or action. Offer
a constructive suggestion, a substitute, a counterproposal, or an
alternate course of action. Explain how the receiver may benefit.
End with a positive, friendly statement. Conclude with a positive
statement. Close with action required by the receiver. Avoid trite
expressions. Bad news applications follow the bad news
strategy.
31. Recommendation Refusals Open with a neutral statement that
relates to the receiver. Offer an explanation. State or imply the
unfavorable recommendation. Offer an alternate solution or action
if possible. End with a positive statement.
32. Request Refusals Begin with a pleasant or neutral statement
that relates to the receiver. Give at least one reason for the
refusal. Imply or state the refusal. Offer a helpful solution or
suggestion. End with a positive statement without reference to the
refusal.
33. Adjustment Refusals Begin with a pleasant, relevant
statement. Give a factual basis for the refusal. Imply or state an
impersonal refusal. Include a resale statement and/or an offer to
help. End pleasantly; emphasize receiver action when needed.
34. Order Refusals Begin with a buffer; the opening statement
may identify the order by date, number, and description. Ask for
needed information if the order was incomplete; give a reason for
the refusal if the order will be delayed or will not be filled.
State or imply the delay plan or the refusal. Offer a resale or an
alternate solution. End with a positive statement.