Bcpp6e ippt ch10
Transcript of Bcpp6e ippt ch10
Business Communication: Process and Product, 6eMary Ellen Guffey
Copyright © 2008
Chapter 10Chapter 10Negative Negative MessagesMessages
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 2
Negative MessagesNegative MessagesThe IndirectPattern
Delivering Bad News Sensitively
Avoiding LegalProblems
Damage Controlwith Customers
CommunicatingBad News: Goals
The 3-x-3 Writing Process
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 3
© Tom Grill / Corbis
Primary Goals Make the receiver
understand and accept the bad news
Maintain a positive image of you and your organization
Goals in Goals in Communicating Bad Communicating Bad NewsNews
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 4
© Tom Grill / Corbis
Secondary Goals Reduce bad feelings Convey fairness Eliminate future
correspondence Avoid creating legal
liability or responsibility for you or your organization.
Goals in Goals in Communicating Bad Communicating Bad NewsNews
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 5
The Indirect PatternThe Indirect PatternA neutral or positive opening that does not reveal the bad news
BufferBuffer
An explanation of the causes for the bad newsReasonsReasonsA clear but understated announcement of the bad news; may include alternative or compromise
Bad NewsBad News
A neutral or positive opening that does not reveal the bad news
ClosingClosing
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 6
Analyze the bad news. Anticipate the effect of
the bad news on the receiver.
If the bad news is serious, use techniques to reduce the pain.
If the bad news is minor, announce it directly.
Applying the Applying the Writing ProcessWriting Process
Prewriting
AnalyzeAnticipateAdapt
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 7
Applying the Applying the Writing ProcessWriting Process
Gather information and brainstorm for ideas.
Jot down all reasons you have to explain the bad news.
List your strongest reasons first.
Outline the indirect pattern.
WritingResearchOrganizeCompose
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 8
Put yourself in the receiver’s shoes.
Is the message too blunt? Too subtle? Is it clear?
Proofread for format, punctuation, and correctness.
RevisingEditProofreadEvaluate
Applying the Applying the Writing ProcessWriting Process
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 9
Avoiding Three Avoiding Three Causes of Legal Causes of Legal ProblemsProblemsAbusive language
Language that harms a person’s reputation
Defamation
Libel
SlanderWritten defamationSpoken defamation
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 10
Avoiding Three Avoiding Three Causes of Legal Causes of Legal ProblemsProblemsCareless language
Statements that are potentially damaging or that could be misinterpreted
Example: The factory is too hazardous for tour groups.
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 11
Avoiding Three Avoiding Three Causes of Legal Causes of Legal ProblemsProblems
Dangerous statements that ease your conscience or make you look good (I thought you were an excellent candidate, but we had to hire…).As an agent of the organization, express only views of the organization.
The good-guy syndrome
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 12
Avoiding Three Avoiding Three Causes of Legal Causes of Legal ProblemsProblems Use plain paper for your personal
views or business. Avoid supplying information that
could be misused. Don’t admit or imply responsibility without checking with legal counsel.
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 13
Cautious explanationReader or other benefitsCompany policy explanationPositive wordsEvidence that matter
was considered fairly and seriously
Four-Part Strategy for Four-Part Strategy for Delivering Bad NewsDelivering Bad News
Buffer ReasonsBest newsComplimentAppreciationAgreementFactsUnderstandingApology
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 14
Forward lookInformation about alternativeGood wishesFreebiesResaleSales Promotion
Four-Part Strategy for Four-Part Strategy for Delivering Bad NewsDelivering Bad News
Bad News ClosingEmbedded placementPassive voiceImplied refusalCompromiseAlternative
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 15
Techniques for Delivering Techniques for Delivering Bad News SensitivelyBad News Sensitively
Buffering the Opening Start with the part of the message
that represents the best news. Pay a compliment, show
appreciation for a past action, or refer to something mutually understood.
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 16
Techniques for Delivering Techniques for Delivering Bad News SensitivelyBad News Sensitively
Avoid raising false hopes or thanking the receiver for something you are about to refuse.
Consider apologizing if you or your company erred. If you apologize, do so sincerely and take responsibility.
Buffering the Opening
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 17
Techniques for Delivering Techniques for Delivering Bad News SensitivelyBad News SensitivelyPresenting the Reasons Explain clearly why the request
must be denied, without revealing the refusal.
Show how your decision benefits the receiver or others, if possible.
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 18
Techniques for Delivering Techniques for Delivering Bad News SensitivelyBad News Sensitively Explain company policy without
using it as an excuse. Choose positive words. Avoid
negative words such as cannot, claim, denied, error, failure, unwitting.
Show that the matter was treated seriously and fairly.
Presenting the Reasons
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 19
Techniques for Delivering Techniques for Delivering Bad News SensitivelyBad News Sensitively
Cushioning the Bad News Consider positioning the bad news
strategically by sandwiching it between other sentences.
Consider subordinating the bad news (although we can’t loan our equipment, we wish you well in…)
Consider using the passive voice (although our equipment can’t be loaned…).
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 20
Techniques for Delivering Techniques for Delivering Bad News SensitivelyBad News Sensitively
Accentuate the positive by describing what you can do, not what you can’t do.
Consider implying the refusal, but be sure it is clear.
Suggest a compromise or an alternative, if available.
Cushioning the Bad News
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 21
Techniques for Delivering Techniques for Delivering Bad News SensitivelyBad News SensitivelyClosing Pleasantly
Look forward to future relations. Supply more information about an
alternative, if you have presented one.
Offer good wishes, compliments, or freebies (coupons, samples, gifts).
Avoid referring to the refusal. Use resale or sales promotion if
appropriate.
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 22
1. Call the individual involved.2. Describe the problem and apologize.3. Explain
a. Why the problem occurredb. What you are doing to resolve itc. How you will prevent it from happening
again.4. Follow up with a letter that documents
the phone call and promotes goodwill.
Damage Control: Dealing Damage Control: Dealing With Disappointed With Disappointed CustomersCustomers
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 23
““Before”—Ineffective Before”—Ineffective Customer Request Customer Request RefusalRefusal
Dear Ms. Trumbo:We regret to inform you that we cannot allow you to convert the lease payments you have been making on your Canon X1000 color copier toward its purchase, much as we would love to. We understand that you have been making regular payments for the past 16 months.Our established company policy prohibits such conversion of leasing monies. Perhaps you have noticed that we offer extremely low leasing and purchase prices. Obviously, these low prices would never be possible if we agreed to many proposals such as yours. Because we are striving to stay in business, we cannot agree to your request asking us to apply all 16 months of rental payments toward the purchase of our popular new equipment.It is our understanding, Ms. Trumbo, that you have had the Canon X1000 color copier for 16 months, and you claim that it has been reliable and versatile. We would like to tell you about another Canon model—one that is perhaps closer to your limited budget.Sincerely,
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 24
Critical Thinking QuestionsCritical Thinking Questions1.What is the purpose of the
letter? What goals should the sender have?
2.What prevents this letter from achieving those goals?
3.What pattern of development would work best for this letter? Has it been followed?
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 25
Critical Thinking QuestionsCritical Thinking Questions4.What idea could be used as
a buffer to open an improved version of this letter? Write a buffer.
5.How could the bad news be subordinated? Write a statement that subordinates the bad news.
6.What friendly news could be used in the closing? Write a closing statement.
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 26
““After”—Improved After”—Improved Refusal of RequestRefusal of Request
Dear Ms. Trumbo:We’re happy to learn that you are enjoying the use of the Canon X1000 color copier you’ve been leasing for the past 16 months.Like our many other customers, Ms. Trumbo, you have discovered that Canon copiers supply remarkable versatility and reliability. One of the reasons we’re able to offer these outstanding copiers at such low leasing rates and equally low purchase prices is that we maintain a slim profit margin. If our program included a provision for applying lease payments toward purchase prices, our overall prices would have to be higher. Although lease payments cannot be credited toward purchase price, we can offer you other Canon models that are within your price range. The Canon 600 delivers the same reliability with nearly as many features as the top-of-the-line Canon X1000.Please let us demonstrate the Canon 600 to your staff in your office, Ms. Trumbo. Our representative, Seth Simmons, will call you during the week of May 5 to arrange an appointment.Sincerely,
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 27
BufferBuffer Provide some good news (if
possible), praise, appreciation, agreement, or understanding.
Discuss facts leading to the reasons section.
Managing Negative Managing Negative Organization NewsOrganization News
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 28
Explain what caused the decision necessitating the bad news.
Use objective, nonjudgmental, and nondiscriminatory language.
Show empathy and fairness.
ReasonsReasons
Managing Negative Managing Negative Organization NewsOrganization News
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 29
Explain the bad news clearly, but don’t accentuate it.
Avoid negative language.
Bad NewsBad News
Managing Negative Managing Negative Organization NewsOrganization News
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 30
End on a positive, friendly note. For job refusals, extend good wishes.
ClosingClosing
Managing Negative Managing Negative Organization NewsOrganization News
EndEnd Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 10, Slide 31