3. 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
4. Avoiding Three Causes of
Legal Problems
1. Abusive language
Defamation – use of any language that harms a
person’s 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).
5. Avoiding Three Causes of
Legal Problems
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 . . . ).
6. Examples of Bad News Messages
Recommendation refusals
Request refusals
Adjustment refusals
Credit refusals
Order refusals
7. Learning Objectives
• 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.
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 receiver’s profile.
Recognize the sensitivity of the situation.
Anticipate the receiver’s reaction.
Gather supporting information.
Choose relevant facts.
Know your receiver’s 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
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. Techniques for
Bad-News Sentence
• 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
17. 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
18. 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
19. 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
20. The General Indirect 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.
21. 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, and
– to maintain goodwill.
• The first goal is easy; the second
requires tact.
• You must present reasons that will
convince.
Preliminary considerations:
22. 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
23. 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.
Larry_Bragg@callawaygolf.com
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
24. 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.
Larry_Bragg@callawaygolf.com
Request for alumni information
25. 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.
26. 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.
The message plan:
Opening
Body
Closing
27. 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
28. rjluce@uniquesupplies.com
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.
29. Preliminary Considerations in Writing
Credit Refusals (1 of 2)
• Refusals of credit are very negative,
tending to reflect on one’s personal
qualities.
• They should be handled tactfully
– because it is the friendly way to do it, and
– because it is profitable.
• Begin by developing an explanation.
– If finances are weak--can be fairly direct.
– If morals are weak--should be tactful.
30. Brief Review of Procedure for
Credit Refusals (2 of 2)
• Begin with words that
– are neutral, and
– tie in with document being answered.
– set up the strategy (explanation).
• Present the explanation and/or justification.
• As a logical follow-up--refuse tactfully.
– If to a bad moral risk, may be by
implication.
– If to one with weak finances,
• should refuse positively, and
• look hopefully to the future.
• Close with goodwill words that fit the one
case and are friendly and forward-looking.
The message plan:
Opening
Body
Closing
31. Tact in a Credit Refusal (1 of 3)
Dear Ms. Herrera:
Your March 29 order and accompanying request
for credit were genuinely appreciated. We are
especially grateful for your pleasant frankness in
presenting your request for credit. The
statements, trade references, and explanations
were most helpful.
Opening
Click to view
full letter at
once.
32. In checking over them, we find that you have an
unusually heavy burden of invoices to pay within
the next few months. As we see it, burdening
you with more bills to pay at this time simply
would not make good business sense. Thus, we
can sell to you only for cash now. By buying for
cash and taking advantage of the cash discount,
you would be taking a sound step toward
improving the financial health of your business.
Just as soon as your situation is improved, we
shall open your account.
Body
Tact in a Credit Refusal (2 of 3)
33. 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 positively without reference to the refusal.
A request refusal is written when a business must
refuse a request for contributions, use of facilities,
preferential treatment, or special discounts.
Request Refusals
34. Inform the person who made the request why you
cannot provide a positive response.
Provide only employment dates and omit references
to poor performance or unsatisfactory evaluations.
Prepare and transmit an unfavorable written
recommendation using the bad news strategy.
Recommendations
Consider the following three options for providing
poor recommendation messages:
35. 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.
When you cannot make the requested adjustment,
follow the bad news strategy to write an adjustment
refusal.
Adjustment Refusals
36. 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 receiver’s benefits.
A credit refusal for a loan, credit card, extended line
of credit, or credit purchase should apply the bad
news strategy.
37. 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.
38. 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.
39. 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.
40. 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.
41. 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.
42. 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.
