Business Communication (2020) PDF

7l Delivering Bad—News Messages LEARNING OBJECTIVES After studying this chapter, ynu will be able to Explain the steps in the inductive outline, and understand its use for specific situations. Discuss strategies for developing the five components of a bad-news message. a Prepare messages refusing re...

7l Delivering Bad—News Messages LEARNING OBJECTIVES After studying this chapter, ynu will be able to Explain the steps in the inductive outline, and understand its use for specific situations. Discuss strategies for developing the five components of a bad-news message. a Prepare messages refusing requests and claims. a Prepare mess ages providing constructive criticism. a Prepare messages communicating negative organizational news. 6 Prepare mess ages responding to crises, @ Prepare messages handling problems with customers’ orders and denying credit. @ CHOOSING AN APPROPRIATE CHANNEL AND ORGANIZATIONAL PATTERN An organization's ability to handle difficult situations with tact and empathy powerfully influences the perceptions news in such a way that the recipient supports the deci» sion and is willing to continue a positive relationship. To Personal delivery, however, 'ies a level of discomfort and the potential for the escalation of emotion. A voice on the telephone triggers the same discomfort as a face-to— face meeting, and the increased difficulty of interpreting the intensity of nonverbal cues over the telephone only adds to the natural discomfort associated with delivering of employees, local citizens, and the public at large. As a skilled communicator, you will attempt to deliver bad accomplish these goals, allow empathy for your audience negative information. to direct your choice of an appropriate channel and outline wheu presenting a logical discussion ofthe facts or an] electronically, whether by email or electronic postings. unpleasant idea. Use tactftil and ePfective language to aid \\’hile you might feel more comfortable avoiding the dis- you in developing a clear, yet sensitive. message. You must be cautious when you deliver batl news comfort of facing the recipient, the impersonal nature of the computer might lead to careless writing that 7-1a Channel Choice and Commitment to Tact Personal deliveiy has been the preferred medium for delivering bad news because it signals the importance of the news and shows empathy for the recipient, Face-tnface deliveiy also provides the benefit of nonverbal com- I I 8 is tactless and lacking in empathy, and, perhaps, may even be defamatory. Stay focused and follow the same communication strategies you would apply if you were spealdng face-to-flace m' Wiiting a more formal message. Regardless of the medium, your objective is to help your audience understand and accept your message, and this munication and immediate feedback, which minimizes requires empathy and tact, “You're fired” became a familiar phrase immortal~ misinterpretation of these highly sensitive messages. izetl by Donahl Trump on the hit show The Apprentice. PART THREE. Communication Through Voice, Electronic, and Written Messages ("imynghi may mime imam; All my“ Kcmwd Mny mil hccupicd “ma. wdupliraed. m wimkoi'm yum. Due in elucimmi rights. we mm my mum-i may tic snppmmi mm the cBmk nnflnrflapkrlsl Editorial "curt-w lm themed than, wppmud cnmcni nan not mutually mm a: overall Icummg mm.“ ("engage Learning towns II: "at n. remove additional runiem a in,» time lliilhtcqil‘m nghu mincmm require it Though such bluntness might work on television. it is rarely reeonnnended in actual work situations. Tat-dess— ness can have serious effects when your personal response fails to soothe negative feeling and ensure a harmonious disappointed by the idea contained in the first sentence. receivers are tempted to concentrate on re tiling (instead ofundm‘s‘mnrliug) supporting details. From the communieator's point ot'\7ie\\', details that relationship with a customer. client. or employee. You support a refusal are very important. It the supporting might find it difficult to show tact when you douht the legit im a -y of a request or simply dont have the time to details are understood and helieved. the message might be readily accepted and gt)o(l business relationships pre» prepare an effective had-news message. W'lleu this con— sewed. Because the reasons liehind tlu‘ had news are so tlict exists. you must remember“ that any message delivered oii behalf ol' the company is a direct reflection Ull the companys image. important. the communicator needs to organize the mes» sage in such away as to emphasize the reasons. Tlie chances of getting your audience to understand the reasons are much better before the biKl news is pre- 7-11: Use of the lnductive Approach to Build Goodwill sented than uflcr the had news is presented. It the bad news precedes the reasons. the message might he discarded before this important portion is even read, or the Just as good news is accompanied hy details, had news disappointment experienced when reading the had news is accompanied by supporting reasons and explanations. might interfere m’tli your audience's ability to compre» hend or accept the supporting explanation. The the-step outline shown in Figlli‘e 7.1 simplifies ll’ the bad news is presented in the first sentence‘ the reaction is likely to he negative: “They ney er gave me a fair chance." “That's unfair." "This just can’t be." Havingr made a value judgment on reading the lirst sentence. receivers are naturally reluctant to change their minds before the last sentence—even though the inten'ening sentences present a valid liasis for doing so. Once the process oforganizing had-news messages. These the steps are applied in messages illustrated in this chapter. Although the outline has five points. a had-news inessage may or may not have five paragraphs. More than one paragraph might he nee n)‘ for conveying supporting CHAPTER 7 Delivering BadNews Messages cum-ism znsio-ugigcummg an my.“ Yuan-d m» m. heuvrned. «alum-l mama ed "mi-ac mm." Duetnckunmu um. um Hum! ymrly mntenl miy hesuppressed1mmlhceHf-vkAmi/nrtflulplulsl blnmul renew ln> nkcmal mm in, wwpmxwd fitment am not manually mm m mcmll Icinmmg upencnw Ceiigage Learning was in “at. in mm mum-a mutant s. m lime llsuhwqmm "gm. mxtm‘lums require a ll9 INDUCTIV [JUTLINE USED IN BAD Letter Memo Written Email Instant message WEhsite Blog Text message Electronic WS MESSAGE OPENING: 1. Begins with neutral idea that leads to refusal or bad news \ i if? BODY: 2 . Presents facts, analysis, and reasons for refusal or bad news 3. States bad news using positive tone and de-emphasis techniques 4. Includes counterproposal or"silver lining"idea when possible or appropriate C L o s r N G .. In person mm“ v ' we ma rr Spoken i 5. Closes with ideas that shift focus away from refusal or bad news, and indicates continuing relationship with receiver reasons. In the illustrations in this chapter, note that the first and final paragraphs are seldom longer than two serr- You might speculate that your audience might become impatient when a message is inductive. Concise, well~writ~ tences. In fact, one-sentence paragraphs at the message's ten explanations are not likely to make a reader impatient. beginning look inviting to read. They relate to the audience's problem, present information not already known, and help your audience understand. THE INDUCTIVE SEQUENCE OF IDEAS HAS THE FOLLOWING ADVANTAGES: V Sufficient identification of the subject of the message without first turning off the audience. b Presentation of the reasons before the refusal, where they are more likely to be understood and will receive appropriate attention. D Avoidance of a negative reaction. By the time the reasons are read, they seem sensible, and the refusal is foreseen. Because it is expected, the statement of refusal does not come as a shock. b De-emphasis of the refusal by closing on a neu— tral or pleasant note. By showing a willingness to cooperate in some way, the sender conveys a desire to be helpful. However, if a receiver becomes impatient while reading a well-mitten explanation, that impatience is less damaging to understanding than would be the anger or disgust that often results fi'orrr encorultering bacl news in the first sentence. 7-1c Exceptions to the Inductive Approach Normally, the writer's purpose is to convey a clear‘ message and retain the recipient's goodwill; thus, the inductive outline is appropriate. In the rare circumstances in which a choice must be made between clarity and goodwill, clarity is the better choice. When the deductive approach will serve a communicators purpose better, it should be used. For example, ifyorr submit a clear and tactful refusal and yoru‘ audience submits a second request, a deductive presentatiorr might be justified in the second refusal. Apparently, the refusal needs the emphasis provided by a deductive outline. lZO PART THREE. Communicatron Through Voice, Electronic, and Written Messages claw-gm zrrzu may rm...“ All mm puma Mny ml hemmed maimed. .. dupltsrlrd. m whvlcnrrn m". m: r.- shaman: "girls. same nma my mum... may he “mam rm.“ lhc cBtmk unanncmmm Edimml review has therual that an) mppmswd content at, not mutually ullerl the overall Icammg etpcrmnvt ("engage Learning Ema n: "a. m remove addltunal mnrem nl an» im tlsubwqmnt nghu restrict-ms require it PLACING A REFUSAL IN THE FIRST SENTENCE CAN BE JUSTIFIED WHEN ONE OR MORE OF THE FOLLOWING CIRCUMSTANCES EXIST: t The message is the second response to a repeated request. P A very small, insignificant matter is involved. b The request is obviously ridiculous, immoral, unethical, illegal, or dangerous. The sender’s intent is to ”shake” the receiver. The sender—recipient relationship is so close and longstanding that satisfactory human relations can be taken for granted. D The sender wants to demonstrate authority. 7-2a Writing the Introductory Paragraph The introdudory paragraph in the badaiews message should accomplish the following objectives: (1) provide a Iiulfei‘ to cushion the batl news that will followi, (2) let the audience know what the message is about without stating the obvious. and (3) sewe as a transition into the discussion of reasons without revealing the bacl news or leading the audience to expect good news. Ifthese objectives caii be accomplished in one sentence, then this sentence can be the first palagraph. Here are several ideas that can] be incorporated into an effective beg’nning paragraph: 0 Compliment. A message denying at customers request could begiii by recognizing the customer's promptness in making payments. - Point of agreement. A sentence that reveals agreement with a statement made in the message could get the message off to a positive discussion of other points. In most situations. the preceding circumstances do not exist. \Vhen they do, a sender‘s goals might be accom- plished by' stating bad news in the first sentence. Q DEVELOPING A BAD-NEWS MESSAGE Developing a bad-news message following the inductive outline is challenging. The following suggestions will aid you in writing the (1) introductory paragraph, (2) explanation. (3) bad-news statement, (4) coun- - Good news. When a message contains a request that must be refused and another that is being answered favorably, beginning with the favorable answer can be effective. - Resale. A claim refusal could begin with some famr— able statement abotit the product. - Review. Refusal of a current request could be intro- duced by referring to the initial transaction or by rexiewing ceitain circumstances that preceded the transaction. ° Gratitude. In spite of the unjustified request. the terproposal or “silver lining" idea, and (5) closing audience might have done or“ saicl something for which you are grateful. An expression of gratitude paragraph. could be used as a positive beginning. AVOID THE FOLLOWING WEAKNESSES WHEN WRITING THE INT ODUCTORY PARAGRAP P Empty acknowledgments of the obvious.”l am writing in response to your letter requesting . . . " or ”Yourmessage on the 14th has been given to me for reply” wastes space and presents points of no value. Beginning with I signals the message might be writer-centered. P Tipping off the bad news too early. ”Although the refund requested in your letter ofMay 1 cannot be approved . . .” might cause an immediate emotional reaction resulting in the message being discarded or it might interfere with understanding the explanations that follow. The neutral statement ” Your request for an adjustment has been considered. However, . . . " does not reveal wh ether the answer is "Yes”or“No," but the use of“however" signals that the answer is “No" before the reasons are presented. Such a beginning has about the same effect as an outright”No." P Starting too positively so as to build false hopes. Empathetic statements such as “I can understand howyou felt when you were asked to pay an extra $54” might lead the audience to expect good news. When a preceding state~ ment has implied that an affirmative decision will follow, a negative decision is all the more disappointing. CHAPTER 7: Delivering Bad—News Messages Copynghl Zillit‘engngc Ixatmng All Rigid; nmca May in! hccupicd wnnmd. unluplmlcd. m wit-dentin pun. Due in eluclmmc nghls. we (had my saw... may he supprmi [mm imam. andlnrflmplcrlsl Editorial review in. themed lhalany “when mom does mt nulflmlly Minn the overall leaning expetmm‘t Ccngagc Leaning mun/u m; w. n. remove additional rut-tern m an» ln’ne ifsubwuwm nghtt restrictions require u 121 7-2b Presenting the Facts, Analysis, and Reasons ' Avoid using ”company policy"as the reason. Disclose the reason behind the policy, which likely will include benefits to the reader. For example, a cus- The reasons section ofthe bad-news message is extremely tomer is more likely to understand and accept a 15% important because people who ai'e refused want to know why: If a message is based on a sound decision, and if restocking fee if the policy is not presented as the “reason" for the refusal. it has been well written, recipients will understand and The principles for developing the reasons section are illustrated in Model document 7A: a Iettei‘ written by' an event planner refusing a request. accept the reasons, and the forthcoming refusal state- ment, as valid. Tt) ' complish this goal. begin with a well-written first paragraph that transitions the reader smoothly into the reasons section. Then develop the reasons sectitm fol- lowing these guidelines: 0 Provide a smooth transition from the opening paragraph to the explanation. The buffer should help set the stage fora logical movement into the discussion of the reasons. ' Include a concise discussion of one or more reasons that are logical to the reader. Rezicl the sectitiii aloud to identify flaws in logic- or the need for additional explanation 0 Show audience benefit and/or consideration. Empha‘ 7-2c Writing the Bad-News Statement A paragraph that presents the reasoning behind a refusal at least partially conveys the refusal before it is stated directly or indirectly. Yet one sentence needs to convey (directly 01“ by implication) the conclusion to which the preceding details have beer] leading. A refusal (bad news) needs to be clear; hmvever, you can subordinate the refusal so that the reasons get the deserved emphasis. The following techniques will help you achieve this goril. 0 Position the bad-news statement strategically. Using the inductive outline positions the bad-news statement in a less important position—sanchviched between all opening buffer statement and a positive size how your audience will benefit from the decision. Avoid insincere, empty statements such as “To improve our sen/ice to you, .. closing. Additionally, the refusal statement should be included in the same paragraph as the reasonS. since placing it in a paragraph b)? itself \Voul(l give STUDY THE FOLLOWING EXAMPLES THAT USE TRANSITION STATEMENTS T0 ACHIEVE A COHERENTOPENING: Your employment application package has been reviewed by too much emphasis to the bad news. \Vl1en the preceding explanation is tactful anti relevant, resent» inent ovei' the bad news is minimized. Positioning the had-news statement in the dependent clause of a complex sentence will also cushion the bad news. Reveals the topic as a reply to a recipient’s employment application. This technique places the bad news in a less visible, less emphatic position. In the sentence, “Although Human Resources. Human Resources personnel . . . the company/iv czm'entfinancial condition prevents Uses "Human Resources personnel” to transition usfi‘oni providing mism- t/iis year, we hope [u make upfor tlwfreczc when conditions iniln‘occ," the emphasis is directed toward a promise of raises at another time. from the first to second pa rag raph . Following yourrequest for permission to submit a proposal to continue subsidizing employees' access to exercise facili- Reveals the subject of the message as a reply to an employee's request. Review the emphasis techniques that yori studied in Chapter 3 as you consider methods for presenting ties, we reviewed recent I22 Use passive voice, general terms, and abstract nouns. bad news with human relations in mind. - Use positive language to accentuate the positive. Sim- records of attendance. In the past two years, attendance . . . ' Uses ”recent” and "attendance”to tie the second paragraph to the first. ply focus on the goocl instead of the bad, the pleas~ ant instead of the unpleasant, or what can he done instead of what cannot be done. Compared with a negative idea presented in negative terms. a nega- tive idea presented in positive terms is more likely to be accepted. When you are tempted to use the PART THREE. Communication Through Voice, EIettron‘ic, and Written Messages Cupynghl znmccnpgc imam; All mm Burned May an! hccopicd vsnnnr-l. lcrluplrcacll. m Windsor m m. Due in rhcimni nghis. 5am thrrd my conical may no suppressed [mm ihccflook undiord'haplcrisi Edimml mat-w i... mm mm app-ma content am not matenally “ma rm avemll learning experience Ccngagc Learning mt»... m; nglii a. remark additional mmem a an, tune ilsuhwqmnl nghh mstnctuins require a LUPING THEE Pl] NTS OF BAD WS MESSA You want your 50“' anniversary celebration to showcase the successful service _\'otn’ organization has delivered to its clients Reveals the subje“ “the during that time. For this reason. it is imperative that V011 have message and "Millions info access to at) event planner who is able to dedicate suf -ient time reasons. and resources to ensure this goal is achim'ed at the highest lewl. Supports the refusal with logical reasoning. Like you. ntu- evenbplanuiug sen'ice has experienced phenomenal growth and success, particularly in the past year. In concrete terms, that means that we are booked with cvcnts six months in advance. States refusalpositively Becatise of Our schedule. we recommend you contact another firm to plan your 50‘“ anniverstu'y celebration. / and dearly "5m? complex sentences and positive language. For other future events. we would he happy to pl'm'idc planning scr- Ends with o forward-looking vices. Please contact us at least six months in advance to schedtde our seniccs. Please call me at 2 message to enhance a—Gl()2 to discuss and schedule these goodwill. sen/ices, ———_ following terms, searcli insteatl fot‘ words or ideas that sound more positive: "fit-mi llitfl li'lli‘ii _ _ ‘ complaint incompetent “151951 regrettable error inexcusable mistake unfortunate failure had “5919“ WW“?! lttiui’t ‘ I wish I could. o Other responsibilities prohibit, but recipient would like to accept. Had you selected our newest calling plan, you could have reduced your monthly rates by 10°lo or ' States a condition under which the answer would have been ”Yes” instead of ”No." Note the use of more. 'l itziz‘i’i‘t-i concise accurate approval durable energetic assist - ' the subjunctive words "had" and “could." “up; ‘t‘fllillni‘l: productive enthusiasm generous recommendation gratitude respect By accepting the new terms, Southern Wood Products would have.l doubled its energy costs. 0 States the obviously unacceptable results of complying with a request. Imply the refusal when the audience can understand the messagowithouta definitestatemant ofthe badnaws. B)” implying the “No" answer. the response has the follmr— lug positive characteristi : (I) it uses positive language, (2) it convevs reasons or“ at least a positive attitude, and (3) it seems more respectful For example, during the noon hour one employee says to another. “\Vill ‘Oll go 7-2d offering a Counterproposal or "Silver Lining" Idea Following negative news with an alternative action. referred to as a counterproposal, “ill assist in preseiving a relationship with the reader. Because it states with me to see this afternoon's baseball game?" “No, Iwon’t," communicates a negative response, but it what yott L'mi do. including seems unnecessarily direct and harsh. The saute mes- a counterproposal might sage (imitation is rejected) caii be clearly stated in air liltllrc’d way (byr implication) by saying I must get my work done, ' 01“ even, I m a football fan." Note the eliminate the need to state the retusal directly. The counteiproposal can follow positive tone of the following implied refusals: a refusal statecl in a tactful, counterproposal in a bad- news message, an alternative to the action requested that f°|l°W5 the negative news and can assist in preserving future relationships with the audience CHAPTER 7: Delivering Bad—News Messages Cimynghl mm rennet on...“ All my“ Ratavcd May an hcuzptcd wound. tnlupltmd. n. mum in “in. Due in rhclNmi "girls. some nmd may conical nut} he suppressed lmm iltc cBmk anflnrtfhaptrlsl mama review has themed than, (who ”mm m, mt Manny arm as overall learning “atom ("engage Learning mm it: no. n remove manna mntem n in, tune assistant." nghu mmcmm rcqun'c it l 23 sensitive manner. When global Internet services and media - De-amphasize the unpleasant part of the message. End company AOL was faced with laying off 2,000 workers. the silver lining offered was a generous severance package and aid in transitioning to other job opportunities.l the bad news previously presented, A statement of While the counterproposal might represent a tangible benefit, at times it is more intangible in nature. on a positive note that takes the emphasis away from refusal (or bad news) in the last sentence or paragraph would place too much emphasis on it. Preferably reasons (instead of bad news) should remain uppermost For instance, in a letter that informs a job applicant that in the audience's mind. Placing bad news last would he or she was not selecterl to fill the position, the counterproposal might be all offer to reconsider the appli- make the ending seem colrl an(l abmpt. When no cant's resume when other appropriate positions become available. Any counteiproposal must, of course, be rea» sonable. For instance, when informing a customer of an inability to meet a promised delivery deadline, an unrea— sonable counterproposal would be to offer the merchandise at no charge. A reasonable counterproposal might be to include some additional items at no charge or to offer a discount certificate gootl for the customer's next order. \Vhen no reasonable countciproposal is apparent, the sender might be able to oflei' a silver lining thought that turns the discussion back in the positive direction. For instance, a statement to tenants announcing an increase in rent might be followed by' a descn'ption of the improved lightingr that will be installed in the parking lot ofthe apartment complex. When offering a counteiproposal or silver lining statement, care must be taken to ensure that the idea does not seem superficial or minimize the recipients situation. 7-2e Closing Positively Aftei' presenting valid reasons and a tactful refusal, fol- lowed by a counteiproposal or“ silver lining statement, a closing paragraph should demonstrate empathy without further reference to the bad news. A pleasant clos- reasonable counteiproposal is apparent, the sender might be able to Offel‘ a silver" lining thought that turns the discussion back in the positive direction. - Add a unifying quality to the message. Make your final sentence an appropriate closing that brings a unify— ing quality to the whole message. Repetition of a word in reference to some positive idea that appears earlier in the message sen/es this purpose well. Avoid restatement of the refusal or direct reference to it. This paragraph is usually shorter thzm the preceding explanatory paragraphs, often one or two sentences. - Include a positive, forward-looking idea. This idea might include a reference to some pleasant aspect of the preceding discussion, or a future aspect of the business relationship, resale or sales promotion, or an offer to help in some way. Consider the following closures that apply these suggestions: Reference to some pleasant aspect ofthe preced'ng ismion: “Your (led. ‘m to nfinanee your nwn‘gnge [031 year' was 11 wise choice. " Home mortgage and other provisions had been mentioned in the earlier part of a letter to a client who was refused a double-indemnity settlement. Us. of rosalo or salts promotional matorlal: ing paragraph should end with an empathetic tone and “Selecting our new hybrid Breeze with its 50-iniles- achieve the following goals: per-gallon fuel usage was a wise decision with today’s AVOID CLUDING THE FOLLOWING TYPES OF STATEM NTS IN THE( OSING PARAGRAPH ) Trite statements that might seem shallow and superficial.The well-worn statement "Thank you for your interest” is often used thoughtlessly. It might seem shallow and superficial. ”When we can be of further help, please do not hesitate to call or write”is also well worn and negative. Furtherhelp might seem especially inappropriate to someone who hasjust read a denial. ) Statements that could undermine the validity of your refusaI.The statement “We trust this explanation is satis» factory” or“We hope you will understand our position” could be taken as a confession of doubt about the validity of the decision. Use of position seems to heighten controversy; positions are expected to be defended. Saying “We are sorry to disappoint you" risks a negative reply:"lf it made you feel so bad, why did you do it?” It can also be interpreted as an apology for the action taken. If a decision merits an apology, its validity might be questionable, b Statements that encourage future controversy. Statements such as “If you have questions, please do not hesitate to let us know” could also beperceived as doubt and possibly communicate a willingness to change the decision. If the decision is firm, including this type of closing could result in your having to communicate the negative message a second time. l24 PART THREE. Communication Through VOlCE, Electronic, and Written Messages Copynght may ("engage imam; All my“ mama Mny ml hocnprcd min-ca. ltduplrclcd. m mam m “in. Due in cloclmmc "gills. mm: mm my control may he mmmcr rmm the ethnic undlnroChupkrl\i mama review in. amino mal any oppressed cnmcnt an. mt nutcnally mm the overall lemmg cxpcrmm’t ("engage Learning mum in; “a. m remove addmonal runtem a am lune llsubwqmnt nghh mstnctnns mm a gas prices," A reminder that the hybrid has superior gas mileage will assist in regaining goodwill after a customer’s request for“ free repair has been refused. An expressinn of willingness to assist in some other way: Specifically, you might offer an alternative solution to the audience's problem, or useful information that could not be presented logicallywith the bad news. “Our represmmtioc will Show you some samples (luring 11 ext weeks sales will." The samples me being proposed as a possible solution to the readers problem. Note that the closing paragraph in Model document 7A is a positive, ft)l‘\’v'k|1'(l~l()t)l(ilig statement. @ REFUSING A REQUEST It‘s a good idea to use the inductive approach (reasons before refusal) for refusing requests for a favor. an action, or ever] a donation. Present cleai'. understandable in a way that minimizes the audience's disappointment. You call examine an agent's refusal to provide an organization with a speaker in Model document 713. This response to prior correspondence uses the same principles of sequence and style that are recommended foi‘ messages that initiatc connnunication about unpleasant topics. The same principles apply whether the communication is a spoken message, letter, memo, or email message Companies have learned that building employee relationships is just as important as developing customer goodwill Refusing employees requests requires sensitiv» ity and complete honest explanations, qualities that are not included in the bad email in Model document 7C, The managers hasty and Vague response to a valued employee's request to create rm exercise facility uses a direct, hlunt approach. In the revision illustrated in Model document 7C, the manager takes the time to prepare a response with a detailed explanation supporting the refusal and a genuine respect for the employee. GOOD EXAMPLE OF A REFUSAL FOR A AVUH Soutli Shores Hotel Group 2700 Ridgeway Drive. Rancho Palos Verde. CA 90731 \ (310) 34045781 “WW. soutlishoresgroupcom March 21. 2019 D1“. john Stokes Maiymolmt College 1375 Bavshore Drh'e Rancho Palos Verde. CA 90731 Dear Dr. Stokes: Introduces the subject witho ut revealing whether the answer will be ”Yes”ar “No.” Gives reasons that will seem logical to the reader. Emphasizing the value of excellent communication skills is critical The success of this endeavor depends on a business professional who Subordinates the refusal by placing it in the dependent clause of a complex sentencel Alludes to providing help in another has the time required to prepare a persuasive and engaging message. form. for the success of today's business organizations. Your commitment to exposing students to business professionals who can] support this goal l)_\' sharing their experiences is to be commended. As you maylmow. South Shores Hotel Group has recently acquired several 11m, ' properties in Central Coast I have liecii relocated to San Luis Ohispo to help with bringing these acquisitions ouboard (in the next six months. —————— CHAPTER 7: Delivering Bad—News Messages Copyright mm L'cngngc mining All Rust-i Rcmwd May ml ktupicd mum-i. miupiimnl. m whvltnr in pan. Due in mum ughls. some llmd Fifty mmcn may be summed lmm um (Emit unannoupuia miiunii min-w lm mm mm at!) unpumi cnmcnt am ml "nu-um nun Inc uvcmll Icummg cxpetmm’t ("engage Learning mum lit naii in mm mMnImlll runiem ii in» mm: ilsubwqmm "gnu restrict-ms Inquire n 125 Although i will he uul‘ ui'tu\\1\ for the toms hie future. South Shores Hotel Gmnp wants to summit ymn worthy enriemnr. Directni' of Mar— . keting Lucy Willis has worked iox' South Shores {or 10 years and would he happy to Sinn'? her experiences with _\mu' students. If _\0ll are inttuk esteti in Lu(-_\"s help. please cult herut (310) 340-6781. e\'t. 13. Closes positively with a counterproposal. Con veys goodwill and provides a telephone numb“ Format Pointer Signs first name only because the writer knows the receiver well. Sincerely, ' ROI’ LOWE." Director of Cni'pomto Crnnmunicntion —___—7 STUDYTHE TECHNIQUES USED TO CUSHION THIS BAD-NEWS STATEMENT: Although Richardson Contracting was selected as the building contractor; expertise with environmentally friendly construc» tion techniques was considered a plus for S and 5 Builders. D States what was done rather than what was not done. } Includes a positive idea ("expertise with environmentallyfriendly construction techniques") to accentuatea positive aspect and cushion the bad news. Uses passive voice (“Richardson Contracting was selected") to depersonalize the message. Places the bad news in the dependent clause of a complex sentence (“although Richardson Contracting was selected"). The positive idea in the independent clause (“expertise with environmentally friendly construction techniques") will receive more attention. UR EXAMPLE OF A REFUSAL TO AN EHUEST New Message To: Tim Hansen [[email protected]] From: Subject: \Vihnu Lennard [\\'ieumrr<l@lILErigineuringumi] i\0 Exercise Fat-liltv This Year Ti nL How can you consider asking for our company to fimti and construct rm exorcise zmi it_\' or eiuliiru'ccs?! Our enipiuycus are here to work not to work olrt. “e are not in the business of exercise. and the cost of constructing such u ilrciiiti‘ would he enormous. VViih the cmuruuy the \vu_\' it is, now is not the time for re uestin work 01‘ rm the weekends. States refusal before explanation. Uses negative language and a condescending tone without giving a complete explanation for the refusal. Offers possible alternative, but the reluctant tone seems insincere. 1 will see if] can et some ueeu'hv exercise facilities gene em Jimees it cut rate, iut i can't guarantee am“ i'esu ts. ——-= 126 PART THREE. Communication Through Voice, Electronic, and Written Messages ("wwnghl may engage imam; All Rush< Rcmycd May m. h< mprcd walnml. It‘lupltcrlcd. m mu: m m yum. Due in mum-K nghls. we nmd mrly tonicnl my he supprmnr lnim ihc (Brink unanrwnrpkrr.i Edimnul mot-w rm menial mm on) upprcxw ‘nnrcnr duh mt mutually mm ltrc utcnll lemmg expertise: Ccngngc Learning wrung n: ngrl n. remove addunnml roman n an» umr: rrturmqmm my.“ miner-ms require it DUB EXAMPLE OF REFUSAL TU AN New Message To: From: Tim Hansen [[email protected]] Wilma Leonard [wleomu'd@l'l LE ngiiieeriiigcoml Cushions the bad news with a sincere compliment for the employee’s Subject: Request foi- Emphaee Exercise Facility Hi Tim. s uggestion. Because we Want vou to work at the hi hest level possible. vour Transitions to reasons suggestion) to constmct an emp cu'ee exercise acil.it_\' on site has and provides a complete been carefully considered. Taking a break (mm work m exercise is an excellent way to energize employees and to ensure a healthy \\'orl<lorcc. (‘ . l _ f _]_ _ explanation for the refusal. Restates thereason to l1l iustifyrefusal. Amshmhng an cmp o) (w exercise an Ii} on site \\ m1 ( w a fime—consumin and ex )ensi\'e )ro ect because of architectural. labor mi ( 'ngmateria costs, Construction min I ()()()-si uarc-iimt facilih' and fittinritwith the l‘et uirec exercisee uinnentwout cost nem' .\' $200,000. Includeslogicalalternative and (loses with a positive look toward future In response toyunr idea I am checking \\1'th misting exercise facilities located near our otfkes to see if we mi ht armn e a reduced membei hi ) ee for employees. T re com ianv mi it ii so )e a i e to \ou men onet . expansion. Format Pointers Sends message by email— the medium preferred by Timr 1 will get back to you as 5001) as l have gathered information about the costs of membership at local facilities. the recipien t. Regards, Includes .siy file to identify the writer andprovide tontazt in formation. “ilma Leonard Human Resources Manager HL Engineering, Inc. Tampa, FL 90349 509-52374211. Fat 50945234200 \\'leonard@l'lLEngineering.min Q DENYING A CLAIM The inductive approach is helpful in communicating this disappointing news to customers. Presenting Companies face the challenging task of refusing claims the explanation for the refusal first leads customers by customers while also maintaining goodwill and building customer loyalty Claim refusals are necessai)’ when awarranty does not apply, has expired. or a customer has misused the product. Companies must also write refusals when customers ask foi' something that a company simply can't do, For example many retailers charge customers a 82540 fee on returned checks A retailer who through the reasoning behind the (leci51011 and helps them imzlmts-tmul the claiiii is unjustified by the time the refusal is presented. Tone is especially impmtant when denying claims. Present the reasons objecth’ely and positively without casting blame or judgment on the customer for the problem, Avoid lecturing a customer 011 the actimis he 01' she should have taker] to receives a customer's request to waive the charge must avoid the problem. Finally, close the message with refuse because the claiiii is inconsistent with the retailer's resale 01“ sales promotional material that indicates that you expect future business Although disappointedwith policies and objectives. CHAPTER 7. Dehvermg BadrNews Messages ("imyngtll znzfl cemge lemme All Rush" imam: Mny no! hemmed unnmd. ltduplmlcll. m who: m m m. Du: m chcilnmc nghls. «mm nmd my some... may he summed lnvm lhc cBimk and/uncimpum Blihmal rmiew has themed mm an) uppreswd mat-m dam not mutually mm Itic avemll leummg c‘pcnenvt ("engage Learning fume me "at or remove addnumai runiem a an» lime ilsubwqmm nghh mslnclmns mm a your decision, customers continue doing business with The company‘s return policy allows customers to companies who make fair, objective decisions and coilinuinicate the reasmis for“ those decisions in a positive, return unsold merchandise at the end of the holiday season. subject to a 15% restocking charge. The return respectful manner. policy is printed clearly on the inside cover of its catalog and in bold print at the bottom of both the piiuted and Internet order forms. Telephone operators explain the Assume a manufacturer of snow skis received the following email from a customer: restocking charge to customers placing orders via the company’s toll-free number. The customers inquiry shows a lack of understand ing of the return policy. Although a frustrated company representative might question why the customer caii’t To: Gala Foster [gfoste‘[email protected] From: Lisa Thompson [[email protected]£cmn] Subjul: Refund error read the retum policy. the response must be more tactful than that illustrated in Figure 7.6. The example in Model document 7D reveals the subject of the message in the first sentence and leads into a discussion of the reasons. Please issue a credit to my account for 5254. Altl‘iotigli you atcepted the four pairs ofskis I returned _\'ou only credited my account for SI.569.75. Because I could Reasons for“ the restocking fee. including;r benefits to the customer, precede the refusal. The tone is positive find no explanation for the discrepancy, I assume an and respectful. The refusal statement uses several (le- en'm' has been made. emphasis techniques to cushion its impact, and the final sentence turns the discussion away from the refusal with reference to future business with the customer. POOH EXAMPLE OF CLAIM DENIAL A more tactful explanation \ ur in i re questioning VOlIr statement has been received. I am 50112: )ut we caimot adjust Your account as You requested. Clear—b: the statement is correct. of the reason for the refusal might prepare the reader for an implied refusal a! the end of the paragraph. Each oi‘ the order forms you have completed states that returns are subject to a 15% restocking charge. Surelv vou saw this information — irinted in |)ol(l )rint oil the order forms. ant our telephone operators a so exp ain our return policy thoroughly when customers place The mndusion does not build goodwill because it is too generic. orders. I am sure vou cal] appreciate the cost and etloi't we incur to - _ restock merchandise after the holiday season is mer. inv further Th 1k» u for {loll} h ques ons, p ease ( 0 not iesi ate to ca oi message us. _—-—— l 28 » PART THREE: Communication Through Voice, Electronic, and Written Messages Copyright 202" ("crime um.“ All mi“ kimed May ml be copied mime-i. n dill-flirted, in wink m» m mu. m In rhcimn: ngiii, same itmd my cunltnl may he snppteswd [mm m (Rank nus/m ("upkrixi milflflflt mvicw in» «and mmry (Wpnxwd rnmu um um nuiuuiiy mm Ii: mun kilmlng upflrnu‘L‘cngnp‘ Learning EMF/c it: my" In mum midiinmi «mum in any um Ilnlhwallll rights retinal-ms requim u nun'rlno'ron SURF & SPORTS i905 sEAtH BOULEVARD HUNTINGIDN KEMH. (A 975m 731 1 TELEPHONE ecosssannn FAX amiss—0553 January 2-14 2019 Legal and Ethical Consideration Avoids corrective language that might insult, belittle, or offend. Lisa Thompson Ski. Skates and Surf 1905 South Pacific‘ Street Uses asubjectline that identifies the subject without San Pedro, CA 97501-7313 revealing the refusal. Ms. Thompson: Restockinp oi" Returned Merchandise The Blue lce skis you stocked this iast season were sltillliilltf crafted and made from tlie most innovative materials availahle. Maintaining a wide selection oi" quality siding products is an cxtelleiit strategy for developing customer loyalty and maximizing your sales. Our refund policies n'm‘ide mu “itli tlie opportunin' to keep a fulli stockedinventoi 'at the owestpossi e cost. You receive it re unds lm- men: iam ise i-etnmed within 10 (law of receipt. Fril' unsold merchandise returned after the priman" selling season, a modest Uses resale to cushion the bad news and/eads into an explanation. Presents a clear explanation of the reasons behind the policy with emphasis on the ways that the reader benefits. lmplies a refusal by stating the amount credited to the lS‘Vt restocking fee is charged to cover our costs for holding this accaun t. merchandise until next season, The credit a ) )lied to four account for i“! 569.75 covers the merchandise t tat \'ou i'cturnet al t re ent oi December. Shifts the emphasis away from the refusal bypresenting a silver lining sales promotion for next season's merchandise. Specifies enclosure to the 2019 season. You (“an Save l0% emphasize the importance of before Septein )er 10. exact items. Sincerely, GM Foster Cala Foster Credit Manager ital on G DENYING CREDIT Once you have evaluated a request fol" credit and have business message is directly or indirectly a sales message. Prospective customers will he disappointed when they cannot buy on a credit basisi However, it you keel) them soltl oil yotii' gootls and sen'ices, they might prefer to buy decided “No“ is the better answer, your primary writing from yott 011 a cash basis instead of seekiiig credit privi- challenge is to refuse credit so tactfully that you keel) the leges elsewhere. business relationship on a cash basis. When requests for When the credit investigation shows that applicants credit ai'e accompanied with all order, your credit refusals might sen‘e as order acknowledgments. Oi" course, every are poor credit risks. too many credit writers no longer regard them as possible customers. They write to them in CHAPTER 7: Deltvering Bad—News Messages (‘tmynghl znzfl mime imam; All mm mime Mny ml knit-tied mini-ca. manner. in mum in “in. Due in team rights. mm: and Fifty tonlcnl may he summit [mm lhc cBmk uni/armament Blitunal mat-w ins Maid tliatan) twitter: mam don mt antenna tu'l'erl the ovcmll Ieammg “prism ("engage Learning mm m: "a. to remove (“Humid mm.“ M all» time “mine.“ "git “new,“ require it YEXPlAIN RE obtain further information from the credit reporting agency D whose name. address, and telephone number are provided. D Writers can show the fairness of the decision. b Receivers are entitled to the truth. b Receivers can learn to adjust bad habits. a cold. matter-of—fact manner. They do not consider that such applicants might still be interested in doing business or] a cash basis and might qualify for" credit later. In credit denials, as in other types of refusals, the major portion of the message should be an explanation for the denial. You cannot expect your audience to agree that your “No" answer is the right answer unless you give the reasons behind it Botlr writers and readers benefit from the explanation ofthe reasons behind the denial, For writers, the explana- tioii helps to establish fair-mindedness: it shows that the decision was not arbitrary. For readers, the explanation not only presents the truth to which they are entitled, it also has guidance value. From it they learn] to adjust habits and, as a result, qualify for credit purchases later. Because ot' the legal implications involved in deny- ing credit, legril counsel should reflew your credit denial messages to ensru'e that they comply with laws related to fair credit practices. For" example, the Equal Credit Opportunity Act (ECOA) requires that the credit appli- cairt be notified ofthe credit decision udthin 30 calendar days following an application. Applicants who are denied credit must be informed of the reasons for the refusal. If the decision was based on information obtained from a A person who has had a bad experience as a result of another person's conduct might be reluctant to write or speak about that experience. However. because one per» son took the time to communicate, many could benefit. Although not always easy' or pleasant, communicating about negatives can be thought of as asocial responsibility. For example, a person who returns from a long st; ta major hotel might, upon returning borne. write a letter“ or email message to the management commending certain employees. Ifthe stay was not pleasant and Weaknesses in hotel operation were detected, a tactfril message pointing out the negatives would probably be appreciated. Future guests could benefit from the effort of that one person. Before communicating about the problem, an iridividual should recognize the following risks: being ste~ reotyped as a complainer, being associated with negative thoughts and perceived in negative terms, and appearing to challenge management's decisions concerning hotel operations. Yet such risks might be worth taking because of the following benefits: - The communicator gets a feeling ofhaving exercised a responsibility. - Management learns of changes that need to be made. - The hotel staff about whom the message is written consumer reporting agency (as opposed to financial statements or other information provided by the applicant), the credit denial must include the name, address, and . Other guests will have more enjoyable stays in the hotel. telephone munber of the agency. It must also remind applicants that the Fair Credit Reporting Ad pr'oyides them the riglrt to know the nature of the information in negatives, the primary consideration is intent, If the intent is to hurt or to get even, the message should not be modifies techniques and is, thus, more successful. When making the decision to communicate about their credit file. In addition, credit denials must include sent. Including false information worrld be an ethical and a standard statement that the ECOA prohibits creditors illegal. To avoid litigation charges and to respond ethically; from discriminating against credit applicants on the basis include only specific facts that you can verify. and avoid of a number of protected characteristics (race, color, reli- evaluative words that present opinions about the person’s gioni, national origin, sex, marital status, and age). To avoid litigation. Fair Cudit Reporting Act a federal law that provides consumers the right to know the nature ofthe information in their credit file and gives them other protections when they apply for and are denied credit l 30 QDELIVERING cowsmucrlvr CRITICISM some companies choose to omit the explanation from the credit denial letter and invite the applicant to call or come in to discuss the rea- character or ability, For example, instead of' presenting facts, the message in Model document 7E judges the staff member sent to work as a temporary administrative assistant. Overall, the message is short, general, and nega~ tive. By comparison, the revision in Model document 7E avoids potential legal and ethical problems by refraining the situation as a direct request. Not all criticisms can he sons. Alternatelv they might reframed in this manner, but refraining negative irres- suggest that the audience sages is a solution to many potential bad-news situations. PART THREE. Communication Through Voice, Electronic, and Written Messages Copyngtn 111111 ("engage Learning All my.“ name Mny mil Mcuprcd wnnmd.ltduplr(1cd.|l| mam in pan. on: u- rinslmmc "girls. sane: tint-l |nrly tank-ill may he «mama Irom incarmt unamcmperm Editorial review ins some ma any app-ma “fluent in, m manually mm til: overall Icammg expcrmnct,Ccngage Learning mm m: nglrl in mm additional content a an, imm ilsuhwqmm rights restrictions requim u non EXAMPLE OF CONSTRUCTIVE EHITIEISM _ This lnf?rmat’on Shall“ be Scott Thomas. a temporarv administrative assistant vour iirm sent to ' ' us. is uot working out well. He is constauth sending and receiving text placed in a second paragraph that describes specific messages. even while clients are waiting for“ help in our lohhy. Tile constant distraction of his tett messaging has resulted in several coin- behaviors in order to maintain ne utrality. plaints t'mm in‘tpnrtant clients. Scott has asked clients to wait up to 20 — minutes while he was text me ging. Although e\'tcnsive knowledge of administrative duties is important The dose would be better at Sentt‘s Lit-k of" respect fni- ntlieis‘ time for outweighs his pmt‘e maintaining goodwill ifit in correct the situation. content. were more Pay-"V9 ”7 ”NEW"! experience and e\pertise. I seriously hope Scott is able to take steps —— GUDU EXAMPLE OF CUNSTRUCTIV E March 17. 2019 Clare Stuits Smits and Associates. Inc. 503 VVestside \’\ av Frames thesituation as a St. Lmtis. M0 fi(i733 direct reques t. Dear Ms. Smits: Your firm has sen'etl mll’ temporary personnel needs for nearly se\ en Provides good reasons for years with excellent results. Scott Thomas, a temporary administrative -— honoring therequest. assistant we acquired from yum firm. has done an excellent jolt of scheduling client appointments and following up with phone calls. \\'hile working at the front desk. Scott's attention is frequently diverted from waiting on clients in his text messaging. The constant Ends with asuggestion that makes honoring the request distraction caused by these messages has mused some of our Clients easier for therecipient. to complain that he is prcoccupicd with pci'sonal matters. More specifically. several important clients said that they had waited up to ‘/ Leg'fl‘mdfthka' co'fSide’ations . Avoids Iegalarrd “QM", 20 minutes while Scott was test messaging at the front desk. (oncerns by reframmg 11 POfEIIfiGIUifiKiSM HS fldifECf Scott is obviously quite good at some aspects olihisjol); his cxpcitise request- in managing administrative duties e\‘plains why he is a representative ol'your lirm. Please convey my concerns to Scott confidentially so that the rest of his time in our nffic-e goes smoothly fnr hoth him and us. ——~ Sincerely. l Format Painter 0 Uses letter channel rather Daniel Abbott than email to communitate a Human Resource Mamtger sensitive message. CHAPTER 7: Delivering Bad—News Messages thiynghl mm reunite teaming All was Banned Mny ml I‘ccuptcd “and. ltduplxnlcd. m whknr in inn. Duo |n emmme "this, same nit-1 prly cunlnll may he summit ImmihccBm-ik lmflurfhu’lklhj Editond review 1... team thalany oppressed one." does not mtenally MINI In: ovemll Icurnmg expcrmncefengng Learning mm lit “pit in remove additional rustlem a! an) tune tlsuhutlmnt "grits wunctmm require it l3l Framing is a persuasive technique used to influence Deloitte Chairperson Sharon Allen, motivating commie a receiver’s perception of a situation. To "rcframe" is to nication patterns are "increasingly critical to retaining talent and preserving the health of today's organizations": take a particular“ approach to a situation and redefine it. In the example provided in Model document TE, the Obviously business and competitive reasons prevent writer has decided to take a critical approach to solving a a company from always being completely transparent with team assignment problem. As discussed, certain legal and ethical risks crur arise from this definition of the situation its staff, but every attempt should be made to do so when possible The best compimies use a variety of cornmunicr ~ These risks can be avoided by refraining the situation, not tion tools that promote an open exchange of honest. can- as one of criticisrrr, but as an opportunity to make a direct request. A direct request is a much less risky, less challeng- did communication and welcome input from employees. ing communication situation because most direct requests videownferencing, phone calls, and discussion boards drive are routine and noncontroversial. As Model document borne relevant messages and allow employees to pose ques~ TE indicates. refraining the situation as a direct request tions to management. This quality two-way communication reduces the need to discuss Thornas' abrasive manner and enables the writer to focus on the positive attribrites that involves employees in corporate strategies; employees who Cho brings to the situation. In other words, the writer has redefined a potential negative situation into a positive one. Newsletters, email updates, town hall or focus meetings, are aware of company goals and potential problems feel connected and accountable, Informed employees are also better prepared for bad news when it must be shiu'ed. Reframing negative situations is almost always a prev ferred method for“ dealing with bad news, unless doing so is deemed manipulative or deceptive. 7-7a Breaking Bad News Assuming this long-term commitment to keel) employees informed, the following suggestions provide guidance in COMMUNICATING NEGATIVE ORGANIZATIONAL NEWS Being able to initiate messages that convey bad news about anization is as important as responding “No" to mes» sages from customers/clients and others outside the company. Employees and the public are seeking, and expecting, honest answers from management about situations adversely affectiirg the corrrpany—slumping profits, mas- sive layoffs. bankruptcy, a variety of major changes in the organization, and negative publicity that affects the overall health of the business and retirement plans, to name a few. Managers who car] communicate negative infor» mation in a sensitive, honest, and timely way can calm fears and doubts and build positive employee and public relations. Effective managers recognize that employee morale, as well as public goodwill, is fragile—easily damaged and difficult to repair. If handled well, these ' Convoy the bad news as soon as possible. Timeliness will minimize damage caused by rumors and will give employees the concern and respect they deserve. Nestle Purina and others in the pet food industry acted early and effectively to recall potentially deadly pet food tainted with wheat gluten from China and to assure pet owners that steps were in place to ensure healthy ingredients would be used in the future} 0 Give a complete, rational explanation of the problem. Be candid about what is happening, why, and its effect on employees, customers, and the public. Provide enough detail to establish your credibility and provide context so that your audience carr understand the situation. Stressing positive aspects will provide needed balance and avoid sngarcoating or minimizing the severity of the news to the point that the message is misunderstoodr Bridgestone, makers ofFirestone tires, was c t4 icizetl for botching its recovery efforts from claims of bad-news messages related to the organization cair be accidents being caused by faulty tires when it initially opportunities to treat employees, customers, and the general public with respect, thus building unity and trust. taking responsibility and seelcing corrective actions.5 Strong internal communication is a key to involv- l32 breaking bad news to employees and the public' attempted to blame Ford for the problems instead of - Show empathy. There is really no gootl way to break bad ing employees in corporate strategies and building an news, such as the amrouncement of layoffs or closures, important sense of community. Transparency can have a to employees. The economic downturn and job insecu- positive effect on an organization’s culture. According to rity have resulted in increased stress for many employ» a recent workplace survey, open, honest commimi “ation ees, which raises the potential for workplace aggression. between corporate leaders and employees can learl to a nrore productive and ethical workplace, According to ing reduce the likelilrootl of an emotional boil over." However, methods that reflect respect and proper tim» PART THREE. Communication Through Voice, Electronic, and Written Messages Cmyngtn znxl ("engage rum"; All my“ Rcm'icd Mny ml mimic-i wnnltd. uuupmm. m wink n! m m, Due in ckcimmt "gins. mm: mm mm tank-ill may he wpmmr rmm tnccflrxik unanncimmm Editorial review has mm um any tippmswd rumour dam not mutually aim ttm overall Icammg “anathema“ Learning Ema m: “gm in mm addnmmi runrem a an, mm: “gamma nghh restrictions require a - Respond to the feelings. Allow people adequate time to react to the bad news. Lister] attentively Antonin Guillem/Shutterstnck.cnm for understanding. and then adth’ess the concerns, issues, and potential problems presented, ' Followaip. Let people know what will happen next— what is expected ol‘ employees or“ customers, and What the company will do and when, Plan to repeat your explanations and assurances that ytm are available to respond to cont-ems in several communications that extend over a giver] timer Consider the company president who emailed employees about a relocation of the company's manufac» truiiig facilih? (Model document 7F ). The president should - “ii-”W” ‘ ’ l ‘ = not be surprised to leam that employees are resisting the relocation; some perceive the company to be an enemyfor uprooting families from their homes simply for financial gain. In the revision (Model document 7C), the president anticipates the employees natural resistance to this stun» hing announcement and crafts a sensitive message. DOR EXAMPLE ATIVE ORGANIZATIONAL \ Introduction shouldserve \m\ “Wig. To: as a buffer to naturally lead the "ad" “7 the ”bad <compan)’ employee» "EW5-" From: Mack Bannock [lnlfllllI]0L‘l\'@MtlllFACT.(‘()ln] Suhject: COMPANY WILL RELOCL‘KTE MARCIJ l Additionalparagraphs sh auld be added to provide an explanation for the move. t); to Ellective March 1, 2018. we will relocate ulll‘ )lani . Franklin. Tennessee, Approved lay the hoard of directors at its last meeting. this relocation will enable the company to better retain key employees and reduce tat costs liy more than 1(l%. All employees wishmg to rel The close ShOUId IEtPEOPle know What Willhnppe" _ , next and what the company will do. in“ the end ofthc “130k. \\'e a ) ire CHAPTER 7: Dehvering Bad—News Messages Cmynghl my my“ imam; All my“ kmma May ml hemmed mun-m miupmm. m wt-vletvr m m. Due in rkclmni nghlx, mm: mm! mm mum-n may he snpptcswil lnvni the monk unamncnqmm Editorial mum. in; tkcmtd um an) uppmxwd “mam the) m n