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Chapter 7 Delivering Bad-News Messages Business Communication, 14e Lehman and DuFrene Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning Chapter 7 Preferred Channel for Negative News Debated Personal delivery says message is important, shows empathy for recipient, and is rich in nonverbal cues and feedback. Electronic messages are more honest and accurate and cause less discomfort for sender than personal or telephone delivery. Research by Institute for Operations Research Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning Chapter 7 Inductive Outline: (Pleased or Interested Receiver Reaction) 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 Business Communication, 14th edition by Lehman and DuFrene Copyright Details Main idea 2005 by South-Western, a division of Thomson Learning Chapter 7 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 Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning Chapter 7 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 Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning Chapter 7 Techniques for First Paragraph Business Communication, 14th edition by Lehman and DuFrene 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 Copyright 2005 by South-Western, a division of Thomson Learning Chapter 7 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 Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning Chapter 7 Techniques for Bad-News Sentence Business Communication, 14th edition by Lehman and DuFrene 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 Copyright 2005 by South-Western, a division of Thomson Learning Chapter 7 Include a Counterproposal or “Silver Lining” Counterproposal (tangible or intangible): states what you can do or offer OR “Silver” lining: provides a thought that turns the discussion back into a positive direction Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning Chapter 7 Techniques for Closing Paragraph Business Communication, 14th edition by Lehman and DuFrene Convey an empathetic tone Avoid returning to the bad news Avoid trite, worn-out statements that seem shallow and superficial End with a positive, forwardlooking idea Copyright 2005 by South-Western, a division of Thomson Learning Chapter 7 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 Business Communication, 14th edition by Lehman and DuFrene Copyright 2005 by South-Western, a division of Thomson Learning