COMS 3302-8-Putnam

Writing Negative Messages

Chapter 8

Developing Negative Messages—Choosing the Best Approach

Though must be put into how you say “no.” The overall goal is to preserve the business relationship while also adhering to your organization’s standards or expectations. Saying “no” is sometimes a necessity in business. But how we say it is always a consideration. Some factors you need to consider before crafting your response:

  • Will the bad news be a shock to the receiving party?
  • Does the person receiving the bad news prefer it straight up or does this person react better when the news comes gently?
  • How important is this news to the receiver? Big deal or minor matter?
  • What is your current and desired future business relationship with this person?
  • Do you need to get the person’s attention?
  • What does your organization like? Direct or indirect?
  • What kind, if any, follow-up communication do you seek?

The Direct Method is good when you want to make the message short and you want to get to the point quickly.

If you choose the direct method, follow these steps:

  1. Open with the Bad News
  2. Provide the Reasons for the Bad News
  3. Close on an Upbeat or Positive Note

The Indirect Method—facts and evidence come before the main idea (the bad) news. Not necessary for all bad news messages but generally viewed as better in most cases.

*Note: Use the Indirect Method for the “No Deal: Letter from Home Depot to faucet manufacturer” bad news letter

  1. The Buffer—open with neutral, non-controversial sentences that make some type of tacit reference to the subject. The buffer must not say “yes” but neither should it say “no.” (p. 250)
  1. The Reasons and Additional Information—follow the buffer paragraph. The presentation of facts and other evidence that support your coming decision to say “no.” Be logical and rational in this paragraph. The reader should be able to see the inevitable decision that is coming. (p. 250-51)
  1. The Bad News—at the close of the Reasons paragraph you can include the bad news; i.e., the conclusion that should logically flow from what you just presented with evidence. Be clear but be concise and polite. (p 252)
  1. End with a Positive Close—leave your reader with some other options (if possible); be optimistic about the future; don’t apologize if you have not erred; be sincere. (p. 253)

Negative Replies to Routine Requests

“No Deal: Letter from Home Depot to faucet manufacturer.” Make this letter three paragraphs. The buffer should be paragraph #1—short but general about the issues; don’t say yes but don’t say no. Paragraph #2 provides reasons why you—Home Depot—feels it cannot stock the products made by Roseway Manufacturing. Be sure to present enough evidence, but do so in a way that is not overly blunt or mean-spirited in tone. Your presentation of evidence should logically lead to the bad news at the end of the paragraph, and should be a foregone conclusion. And finally, your closing in paragraph #3 needs to reflect courtesy and optimism so that the company can see how it might get Hope Depot business in the future.

Rejecting Job Applications—

  • Normally you should open with the direct approach for this type of bad news. But there is some disagreement here. The trend is moving to direct since any company interested in your employment will call not write. Letters are a clear indicator of rejection so why prolong the obvious? (p. 267)

Giving Negative Performance Reviews—(p. 269)

  • Confront the problem quickly; the longer you wait the less impact your criticism will have
  • Plan your message; don’t ramble or be vague
  • Speak in private; never criticize in front of others.
  • Focus on the problem…not on the personality of the employee.
  • Ask for a commitment from the employee.

Terminating Employment—(p. 270)

Goals for this are (1) present the reasons for the action; (2) be careful with what you say; don’t get your company in legal trouble; and (3) try to keep the relationship on as good of level as possible; don’t inflame the terminated employee.

Termination is linked to either context or performance. Context (external events) is usually easier to deliver for managers. Performance (internal) is interpersonally difficult but also must be performed at times.