1. BUS 305 Week 6

2. Week 6 Business correspondence and proposals Read chapters 6 and 8 Monday review bad news communications Finish surveys for analytical reports Wednesday administer surveys Writing assignment 3 due Wednesday!

3. Agenda 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.

4. BufferBuffer ReasonsReasons Bad NewsBad News CloseClose The Indirect Pattern

5. 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

6. Avoiding Three Causes of Legal Problems 1. Abusive language Defamation use of any language that harms a persons 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). 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 . . . ).

7. Examples of Bad News Messages Recommendation refusals Request refusals Adjustment refusals Credit refusals Order refusals

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 receivers profile. Recognize the sensitivity of the situation. Anticipate the receivers reaction. Gather supporting information. Choose relevant facts. Know your receivers 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

11. Complete a Message Proofread. Edit. Revise. Finalize.

12. Bad News Messages Requests Recommendations Adjustments Credits Orders

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. 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

17. 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

18. 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

19. The Bad News 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

20. 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, an to maintain goodwill. The first goal is easy; the second requires tact. You must present reasons that will convince. Preliminary considerations:

21. 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

22. 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

23. 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

24. 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.

25. 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. Opening Body Closing

26. 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

27. 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.

28. 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 receivers benefits. A credit refusal for a loan, credit card, extended line of credit, or credit purchase should apply the bad news strategy.

29. 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.

30. 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.

31. 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.

32. 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.

33. 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.

34. 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.