Copyright © 2008 by Nelson Education Ltd. Ch. 8-1 Chapter 8 Negative Messages.

transcript

Chapter 8Chapter 8

Negative Messages

Resolving Business ProblemsResolving Business Problems

Call the individual involved. Describe the problem and apologize. Explain:

• Why the problem occurred.• What you are doing to resolve it.• How it will not happen again.

Resolving Business ProblemsResolving Business Problems

Follow up with a letter that• Describes the conversation.• Promotes goodwill.

The Indirect StrategyThe Indirect Strategy

Buffer opening

Reasons first in the body

Bad news follows in the body

Pleasant closing

Buffering the openingBuffering the opening

Best news Compliment Appreciation Agreement Facts Understanding

Evaluating Buffer StatementsEvaluating Buffer Statements

How effective is the following opening for a letter that refuses to give credit?

2. We are delighted to receive your application for credit.

(Gives wrong impression)

Evaluating Buffer StatementsEvaluating Buffer Statements

How effective is the following opening for a letter that refuses a request for a donation?

2. We appreciate the good work your organization is doing to offer early childhood programs that help parents and very young children.(Compliments reader but doesn’t indicate approval)

Presenting the ReasonsPresenting the Reasons

Be cautious in explaining. Explain reader benefits. Explain company policy. Choose positive words. Show that the matter was treated

seriously and fairly.

Cushioning the Bad NewsCushioning the Bad News

Position the bad news. Use the passive voice. Stress the positive. Imply the refusal. Suggest a compromise or an alternative.

Closing PleasantlyClosing Pleasantly

Forward look Alternative Good wishes Special offers Sales promotion

Writing Plan for Refusing Requests or Claims

Buffer Transitions Reasons Bad news Alternative Closing

Example - Refusal of Request for Cash Refund

Dear Mr. Riccio:

You are one of nearly 500 people who took advantage of our membership campaign and joined the MegaGym physical fitness program. We're glad that you have been able to use our excellent training equipment and our workout classes for the past seven months.

Because of our successful membership campaign, we have added several state-of-the-art equipment units, including a high-tech treadmill with a computer that measures progress.

These improvements to MegaGym depend on the contracts signed by people like you. We hire employees, schedule workouts, and buy equipment based on the number of memberships.

Breaking membership contracts would make it impossible to fulfill our promises to our members.

Although your contract payment cannot be refunded, we can postpone your membership.

When you return from your overseas project, you will be able to enjoy remaining five months of your membership.

You can depend on MegaGym to help you get back in shape when you are able to continue your membership.

Sincerely,

Points to Notice in the LetterPoints to Notice in the Letter

•The buffer contains positive but neutral statements.•The transition repeats the expression membership campaign, a key idea from the opening.•The explanation is logical and objective.

Points to Notice in the LetterPoints to Notice in the Letter

•The refusal is softened by position, wording, and alternative.

•The goodwill closing makes the alternative easy to accept.

Writing Plan for Announcing Bad News to Customers and Employees

Buffer• Open with a compliment, appreciation, facts, or

some form of good news.

Transition• Include a key idea or word that leads from the

opening to the reasons.

Reasons• Explain the logic behind the bad news.

• Use positive words.

• Try to show reader benefits, if possible.

Bad News• Position the bad news so that it does not stand

out. Consider implying the bad news.

Alternative• Suggest a compromise, alternative, or

substitute, if possible.

Closing• Look forward positively.

• Provide information about an alternative, if appropriate.

When to Use the Direct PatternWhen to Use the Direct Pattern

• When the bad news is not damaging.

• When the receiver may overlook the bad news.

• When organization policy suggests directness.

• When the receiver prefers directness.

• When firmness is necessary.

Copyright © 2008 by Nelson Education Ltd. Ch. 8-1 Chapter 8 Negative Messages.

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