©2016 Cengage Learning. All Rights Reserved.

May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Goals in Communicating
Negative News

• Explaining clearly and completely

• Projecting a professional image
• Conveying empathy and
sensitivity
• Being fair
• Maintaining friendly relations

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 2
 Use the Direct Strategy
• When the bad news is not
damaging
• When the receiver may
overlook the bad news
• When the organization or
receiver prefers directness
• When firmness is necessary

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 3
 Use the Indirect Strategy
• When the bad news is personally
upsetting
• When the bad news will provoke a
hostile reaction
• When the bad news threatens the
customer relationship
• When the bad news is unexpected

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 4
 Comparing Strategies for
Delivering Negative News

Direct Strategy Indirect Strategy

• Bad News • Buffer
• Reasons • Reasons
• Pleasant Close • Bad News
• Pleasant Choice

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 5
 Four-Part Indirect Strategy
for Bad News

Buffer Reasons Bad News Closing

Open with a Explain the Reveal the End with a
neutral but causes of the bad news personalized,
meaningful bad news without forward-
statement before empasizing it. looking,
that does not disclosing it. Provide an pleasant
mention the alternative or statement.
bad news. compromise, Avoid referring
if possible. to the bad
news.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 6
 What Is a Buffer?
• A device to reduce shock or pain
• A neutral, but meaningful statement
that makes the reader continue
reading
• A concise, relevant first paragraph
providing a natural transition to the
explanation that follows

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 7
 Various Buffer Types

• Best news
• Compliment
• Appreciation
• Agreement
• Facts
• Understanding

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 8
 Presenting the Reasons
for the Negative News
• Explain the reasons leading up to the
no clearly.
• Cite reader benefit or benefits to
others, if plausible.
• Explain the rationale behind your
company’s policy.
• Choose positive words to keep the
reader in a receptive mood.
• Show fairness and serious intent.
©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 9
 Other Techniques for
Cushioning the Bad News

• Position the bad news strategically.

• Use the passive voice.
• Highlight the positive, if plausible.
• Imply the refusal.
• Suggest a compromise or an
alternative.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 10
 Closing Pleasantly

Forward Look • Anticipate future relations or

business.
Alternative • Give follow-through advice or
offer an alternative, if available.
Good Wishes • Express sincere feelings, e.g.,
thank the reader, if applicable.
Freebies • Send a coupon, sample, or gift, if
available, to restore confidence.
Resale or Sales Promotion • Invite the reader
to consider your other products or services.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 11
 Saying No to
Typical Requests and Claims

• Requests for favors, money,

information, and action
• Claims from disappointed customers
• Invitations
• Rate increases and price hikes
• Serious problems with orders
• Credit refusals
©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 12
 Writing Plan for Refusing Typical
Requests and Claims
Buffer
• Start with a neutral statement,
such as a compliment,
appreciation, quick review of the
facts, or an apology.
• Include a key idea that acts as a
transition to the reasons.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 13
 Writing Plan for Refusing Typical
Requests and Claims
Reasons
• Present valid reasons for the refusal.
• Avoid words that create a negative tone.
Bad News
• De-emphasize the bad news by using the
passive voice, accentuating the positive,
or implying a refusal.
• Suggest a compromise, alternative, or
substitute, if possible.
©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 14
 Writing Plan for Refusing Typical
Requests and Claims
Closing
• Strive to renew good feelings with a
positive statement.
• Avoid referring to the bad news.
• Consider including resale or sales
promotion.
• Look forward to continued business.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 15
© helen cingisiz/Fotolia
 Dealing With Disappointed
Customers in Print

• Call or e-mail the individual

immediately.
• Describe the problem and
apologize.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 16
 Dealing With Disappointed
Customers in Print
Explain the following:
• Why the problem occurred
• What you are doing to resolve it
• How you will prevent it from
happening again
Promote goodwill by following up
with a message that documents the
phone call or e-mail message.
©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 17
 Responding by
E-mail and in Hard Copy
Written messages are important
in these situations:
• When you cannot reach the customer
personally
• When you need to establish a record
of the incident
• When you wish to confirm follow-up
procedures
• When you want to promote good relations
©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 18
 Why Consumers Complain Online

• Customers may receive faster responses to

tweets than to customer service calls.
• Griping in public may help other consumers
avoid the same problems.
• Public complaints can improve the
complainer’s leverage in solving a problem.
• Sending a 140-character tweet is much
easier than writing a complaint e-mail.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 19
 Responding to Negative Posts
and Reviews Online
What smart businesses do:
• Verify the situation.
• Respond quickly and
constructively.
• Consider freebies.
• Learn how to improve.
• Accept the inevitable.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 20
 Managing Bad News
Within Organizations

• Telling the boss that something

went wrong
• Confronting an employee about
poor performance
• Announcing declining profits, lost
contracts, harmful lawsuits, public
relations controversies, and
changes in policy
©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 21
 Announcing Bad News
to Individuals or Groups

• Gather all the information.

• Prepare and rehearse.
• Explain past, present, and future.
• Consider taking a partner.
• Think about timing.
• Be patient with the reaction.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 22
 Announcing Bad News to
Employees and the Public

• Smart organizations involved in a crisis

usually communicate the news openly.
• Managers explain the organization’s
side of the story honestly and promptly.
• Morale can be destroyed when
employees learn bad news through the
grapevine or from media.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 23
 Announcing Bad News to
Employees and the Public

• Whenever possible, management

may want to deliver bad news
personally.
• Organizations deliver bad news
through multiple channels, print
and digital.

©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 24
©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 7 / Slide 25
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