BCT 10e IM Chapter 9 234-273

9: Writing Negative Messages
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CHAPTER 9: WRITING NEGATIVE MESSAGES

CHAPTER OUTLINE
Using the Three-Step Writing Process for Negative Messages
Step 1: Planning a Negative Message
Step 2: Writing a Negative Message
Step 3: Completing a Negative Message
Developing Negative Messages
Choosing the Best Approach
Using the Direct Approach Effectively
Opening with a Clear Statement of the Bad News
Providing Reasons and Additional Information
Closing on a Positive Note
Using the Indirect Approach Effectively
Opening with a Buffer
Providing Reasons and Additional Information
Continuing with a Clear Statement of the Bad News
Closing on a Positive Note
Adapting to Your Audience
Cultural Variations
Internal Versus External Audiences
Maintaining High Standards of Ethics and Etiquette
Exploring Common Examples of Negative Messages
Sending Negative Messages on Routine Business Matters
Refusing Routine Requests
Handling Bad News About Transactions
Refusing Claims and Requests for Adjustment
Sending Negative Organizational News
Communicating Under Normal Circumstances
Communicating in a Crisis
Sending Negative Employment Messages
Refusing Requests for Employee References and Recommendation Letters
Rejecting Job Applicants
Giving Negative Performance Reviews
Terminating Employment
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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LECTURE NOTES
Using the Three-Step Process for Negative Messages
When you send negative messages, you have five main goals:
To convey the bad news
To gain acceptance for the bad news
To maintain as much goodwill as possible with your audience
To maintain a good image for your organization
To reduce or eliminate the need for future correspondence on the matter
Follow the three-step writing process when writing negative messages.
Step 1: To plan your message
Analyze the situation
Consider your purpose thoroughlyit can be straightforward or more complicated.
Gather information
Select information your audience requires to understand and accept your decision.
Select the right medium
Deliver bad news in person when possible to show respect and to give employees an
opportunity to ask questions.
Define the main idea
This is often more complicated than saying no.
Step 2: To write your message
Adapt to your audience
Pay close attention to effectiveness and diplomacy and demonstrate why youre credible;
remember that your audience does not what to hear what you have to say.
Compose the message
Use language that conveys respect, avoids an accusing tone, and is positive.
Step 3: To complete your message
Revise the message
Make sure your document is clear, complete, and concise.
Revision is even more important for negative messages, because even the smallest flaw
is magnified as readers react to your news.
Produce the message
Make sure your document is clean and professional.
Proofread the message
Make sure your document is error-free.
Distribute the message
Make sure your message is delivered promptly and successfully.
Developing Negative Messages

As you apply the three-step writing process to negative messages, keep three important aspects in
mind:
Determine whether to use the direct approach or indirect approach
Be sensitive to cultural variations
Maintain high ethical standards
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When choosing between the direct and indirect approach for negative messages, consider the
following questions:
Will the bad news come as a shock?
Does the reader prefer short messages that get right to the point?
How important is this news to the audience?
Do you need to maintain a close working relationship with the audience?
Do you need to get the audiences attention?
What is your organizations preferred style?
A negative message using the direct approach
Opens with a clear statement of the bad news
Needs to have a calm, professional tone that focuses on the news and not on individual
failures or other personal factors
Proceeds to the reasons for the negative decision
The extent of your explanation depends on the nature of the news and your relationship
with the reader.
In some cases, explaining bad news is neither appropriate nor helpful.
The notion of apology can mean different things to different people:
Simply an expression of sympathy that something negative has happened
A complete admission of fault and responsibility for specific compensations or
corrections to atone for a mistake
In the event of a serious mistake or accident, you should
Immediately and sincerely express sympathy
Offer help, without admitting guilt
See the advice of your companys lawyers before elaborating
Closes with a positive statement aimed at maintaining a good relationship
Consider offering your readers an alternative solution if you can.
The indirect approach helps readers prepare for the bad news by presenting reasons first.
Dont confuse the purpose of the indirect approach:
It is not meant to obscure bad news, delay it, or limit your responsibility.
It is meant to ease the blow and help readers accept the situation.
When using the indirect approach, a negative message
Opens with a buffer
Provides reasons and additional information
Continues with a clear statement of the bad news
Closes on a positive note
A buffer is a neutral, noncontroversial statement that is closely related to the point of the message:
It establishes common ground with your reader.
It validates the request (if youre responding to one).
A good buffer is relevant and sincere and also:
Expresses your appreciation for being considered
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Assures the reader of your attention to the request

Indicates your understanding of the readers needs
A poorly written buffer:
Trivializes the readers concerns
Diverts attention from the problem with insincere flattery or irrelevant material
Misleads readers into thinking your message actually contains some good news
Once youve written your buffer, evaluate it by asking four questions:
Is it respectful?
Is it relevant?
Is it neutral (implying neither yes nor no)?
Does it provide for a smooth transition to the reasons that follow?
An effective buffer serves as a stepping-stone to the next part of your message, in which you build
up the explanations and information that will culminate in your negative news.
Ideally, your explanation section leads the audience to your negative conclusion before you
come right out and say it.
When giving your reasons for the bad news,
Start with the more positive points first before moving to the increasingly negative ones
Provide enough detail for your audience to understand your reasons
Be concise
By presenting your reasons effectively, you should convince your audience that your negative
decision is justified, fair, and logical.
In some cases, you can use the explanation section to suggest how the bad news might in fact
benefit your reader, but be careful that you dont insult your reader.
Avoid hiding behind company policy to cushion your bad news.
Three techniques for stating bad news clearly and kindly:
De-emphasize the bad news.
Use a conditional (if or when) statement to imply that readers might someday receive a
favorable answer.
Tell your audience what you did, can, or will do (not what you didnt, cant, or wont do).
De-emphasize bad news by
Minimizing the space or time devoted to it
Subordinating it in a complex or compound sentence
Embedding it in the middle of a paragraph or using parenthetical expressions
Even when implying the bad news, be sure your audience understands that it is indeed negative:
Withholding negative information or overemphasizing the positive is unethical and unfair.
When an implied message might leave doubt, state the bad news in direct terms (avoiding
overly blunt language that may cause pain or anger).
To write an effective close, follow these guidelines:
Avoid a negative or uncertain conclusion.
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Limit future correspondence.

Be optimistic about the future.
Be sincere.
Even though bad news is unwelcome in any language, the conventions for passing it on to business
associates can vary from country to country; for example:
French writers take a direct approach.
Japanese writers protect their readers feelings by wording the bad news ambiguously.
Use the tone, organization, and other cultural conventions that your audience expects.
Giving bad news to internal audiences differs from giving it to external audiences:
Two internal groups can interpret news differently
Employees expect to be offered more detail and to be told before the public.
When writing negative messages to outside audiences, you should consider
The diverse nature of the audience
The confidentiality of the internal information
When sending bad news, you have the ethical obligation to
Communicate the information clearly and completely
Communicate the information promptly
Minimize the negative impact of your negative messages
All business messages must pass standards of ethics and etiquette; however, delivering bad news
takes on special consideration for the following reasons:
A variety of laws and regulations dictate the content and delivery of many business messages
with potentially negative comment.
Negative messages can have a significant negative impact on the lives of those receiving
them.
Emotions often run high when negative messages are involved.
It is unethical and perhaps illegal to delay, downplay or distort bad news.
Effectively sharing bad news within an organization requires commitment from everyone involved.
Employees must commit to sending negative messages when necessary and to doing so in a
timely fashion, even when that is unpleasant or difficult.
Managers must commit to maintaining open communication channels, truly listening when
employees have negative information to share, and not punishing employees who deliver bad
news.
Whistleblowers are employees who observe unethical or illegal behavior within their companies
and are unable to resolve the problems through normal channels may have no choice but to resort
to expressing their concerns through company ethics hot lines or even going to the news media if
they perceive no other options.
Recognize that some negative news scenarios will test your self-control and tempt you to respond
with a personal attack.
Remember that negative messages can have a lasting impact on the people who receive them
and the people who send them.
Remember that you have a responsibility to minimize the negative impact of your negative
messages through careful planning and sensitive, objective writing.
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Exploring Common Examples of Negative Messages

Many of the negative routine messages that youll be writing fall into categories such as
Sending negative messages on routine business matters
Sending negative organizational news
Sending negative employment messages
When refusing routine requests, your goal is to
Give a clear negative response
Avoid generating negative feelings
Avoid damaging your or your companys reputation
The direct approach works best for most routine negative responses:
Helping your audience receive your answer quickly and move on to other possibilities
Helping you save time
The indirect approach works best when
The stakes are high for you or for the receiver
You or your company has an established relationship with the person making the request
You are forced to decline a request that you might have said yes to in the past
As you develop your routine negative messages, be sure to
Manage your time carefully
Avoid implying that a matter is still open once it is closed
Offer alternative ideas if you can
Refrain from offering additional assistance or information if it isnt available
When sending bad news about transactions, try to
Modify the customers expectations regarding the transaction
Explain how you plan to resolve the situation
Repair whatever damage might have been done
Bad news about transactions can be of two types:
If there are no customer expectations (say that you have not promised a delivery date, for
example), the message simply needs to inform the customer, with little or no apology.
If there are customer expectations, you need to adjust those expectations, explain how youll
resolve the problem, and sometimes include an apology (the scope of which depends on the
magnitude of mistake).
When refusing claims and requests for adjustment, the indirect method is often the best choice.
When refusing claims, be sure to
Avoid language that might have a negative impact on the reader
Explain why you are refusing the request without hiding behind company policy
Control your emotions and approach the situation as calmly as possible
To avoid being accused of defamation, follow these guidelines:
Avoid abusive language.
Provide accurate information and stick to the facts.
Never let anger or malice motivate your messages.
Consult the legal department on any message that could have legal consequences.
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Communicate honestly, saying what you believe to be true.

Emphasize a desire for a good relationship in the future.
When making negative announcements, be sure to
Match your approach to the situation
Consider the unique needs of each group
Give each audience enough time to react as needed
Give yourself enough time to plan and manage a response
Look for positive angles but dont exude false optimism
Minimize the element of surprise whenever possible
Seek expert advice if youre not sure.
During a crisis, customers, employees, local communities, and others will demand information.
The key to successful communication efforts during a crisis is having a crisis management plan,
which
Defines operational procedures to deal with the crisis
Outlines communication tasks and responsibilities
Clearly specifies which people are authorized to speak for the company
When sending negative employment messages, the indirect approach is usually best.
When choosing media for these messages, use great care.
When refusing requests for employee references and recommendation letters, your message
May be brief and direct if you are communicating with prospective employers
Must be diplomatic and tactful if you are communicating with a job applicant
When delivering bad news to job applicants, you
Choose your approach carefully
Clearly state why the applicant was not selected
Close by suggesting alternatives
The main goals of a negative performance review are to
Improve employee performance by
Emphasizing and clarifying job requirements
Giving employees feedback on their efforts toward fulfilling those requirements
Guiding continued efforts (carefully including both rewards and opportunities)
Set organizational standards
Communicate organizational values
When giving a negative performance review, remember these guidelines:
Confront the problem right away.
Plan what to say.
Deliver the message in private.
Focus on the problem.
Ask for a commitment from the employee.
When writing a termination letter, you have three goals:
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To present the reasons for this difficult action

To avoid statements that might involve the company in legal action
To leave the relationship between the employee and the firm as favorable as possible
In termination letters, present specific justification for asking the employee to leave, and make sure
all the reasons are accurate and verifiable.
ETHICS DETECTIVE
Solving the Case of the Deceptive Soft Sell (p. 254)
Since we cant be sure if the CEO knew when the layoffs were going to come, we cant be certain if
the CEOs actions were ethical or not; however, upon reviewing the message, it does seem that the
CEO was a bit misleading. The statement We remain confident in the companys fundamental
business strategy implies that things will proceed as they have in the past. In lieu of the recent
layoffs, though, the next statement the executive team is examining all facets of company
operations to ensure our continued financial strength should have alerted the reader that things
might be changing if the executive team deemed it necessary (of course, the changes might
include layoffs). Students should discuss the advantages of using direct and indirect approaches
when having to deliver such a message.
COMMUNICATION CHALLENGES AT KPMG (p. 267)

Individual Challenge
One example of an appropriate response is:
The commitments weve made to our own clients prevent us from releasing any auditors
for temporary assignments. However, I would be happy to meet with you to discuss the
techniques Ive been using to manage project workloads.
(This response hints that the other managers project management skills could be the
source of these recurring problems, but it doesnt simply suggest blame. It concludes
with a positive offer of assistance that might alleviate the problems over the long
term.)
Team Challenge
An effective buffer would be:
One of the most important factors I consider when deciding whether to endorse an applicant is
whether he or she is pursuing an opportunity that offers a high probability of success.
(This is an effective buffer because it starts with a calm, objective statement regarding your criteria
for deciding whether to write the letter. The phrase pursuing an opportunity that offers a high
probability of success is less negative than applying for the right job because it suggests the job
might not be the best fit for the employee, rather than the other way around.)
TEST YOUR KNOWLEDGE (p. 268)

1. The five main goals in delivering bad news are to (1) convey the bad news, (2) gain acceptance
for it, (3) maintain as much goodwill as possible, (4) maintain a good image for your
organization, and (5) reduce or eliminate the need for future correspondence.
2. You should adapt your medium and your tone to the audiences needs and preferences in order
to maintain a good relationship and to avoid alienating your readers.
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3. One advantage of using the direct approach to deliver the negative news at the beginning of a
message is that doing so makes the message shorter. Another advantage is that the audience
gets to the main idea in less time. The direct approach makes sense when the audience is known
to prefer reading the bad news first and when readers are unlikely to react very negatively to
the news.
4. When organizing a negative message using the indirect approach, open with a buffer and then
continue with a logical and neutral explanation of the reasons behind the bad news. Next, offer
a clear but diplomatic statement of the bad news. Finally, close with a positive forward-looking
statement that is helpful and friendly.
5. A buffer is a neutral, noncontroversial statement that is closely related to the point of the
message. Some critics believe that buffers are unethical and see them as being manipulative
and dishonest; however, buffers that are sincere are neither manipulative nor dishonest and are
perfectly ethical.
6. When using an indirect approach to announce a negative decision, presenting your reasons
before explaining the decision is a way to convince the audience that your decision is justified,
fair, and logical.
7. Three techniques for de-emphasizing bad news are (1) minimizing the space or time devoted to
the bad news, (2) subordinating the bad news, and (3) embedding the bad news in the middle of
a paragraph or in parentheses.
8. Designating one contact person during a crisis helps prevent the spread of incorrect,
incomplete, or inconsistent information. It enables an organization to carefully control how,
when, and where information about the crisis is shared.
9. Three guidelines for writing rejection letters to job applicants are (1) open with the direct
approach, (2) clearly state why the applicant was not selected, and (3) close by suggesting
alternatives.
10. When giving a negative review to an employee, follow these five steps: (1) confront the
problem right away, (2) plan your message, (3) convey the message in private, (4) focus on the
problem without attacking the person, and (5) ask the employee to make a commitment to
improve.
APPLY YOUR KNOWLEDGE (p. 268)

1. The last thing your audience will remember is the close of your message. A positive close can
help create an upswing from a potentially damaging situation. No one likes bad news, and your
upbeat close can overcome lingering feelings that could interfere in future business
relationships.
2. Because employees may be able to help customers understand the new policy, its best to
inform employees first. Also, explaining the reasons behind the companys action will diffuse
any mistrust employees might feel if they believe information is being withheld. Moreover,
companies can reach their customers through regular monthly statements or with a special
mailing while training employees to carry out the new procedures.
3. Whistle blowing is a controversial activity because the whistleblower may remain
anonymous and thus the organization is not able to face its accuser, its done outside of the
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organization, and a vast majority of whistleblowers have reported being punished in some
way after blowing the whistle.
4. When a company suffers a setback and needs to deliver bad news, the bad news should be
delivered all at once. While some organizations may wish to delay delivering the bad news, it
may be illegal to do so and, at the very least, unethical.
5. The two are not the same. When you de-emphasize the bad news, your intentions are kind, not
manipulative. You still present the facts and deliver the bad news. But you try to get readers to
focus on the positive, or you help them become more willing to understand the reasons for the
bad news.
On the other hand, distorting graphs and charts is an attempt to hide the bad news
altogether or manipulate the audiences perception of reality. Rather than trying to be kind,
youre being evasive or deceptive.
PRACTICE YOUR KNOWLEDGE (p. 269)

Messages for Analysis (p. 269)
Message 9.A
This message is going to top executives who need fast, concise information, so the direct approach
should have been used. The writer also neglected to use the following techniques:
1. Open with a statement of mutual agreement.
2. Get right to the bad news, but let it lead smoothly into a positive focus on cost saving.
3. Appeal to readers company loyalty, leaving job preservation as an unspoken benefit.
4. Use bulleted lists to make sure readers understand pertinent information
5. Close with a positive look to the future.
6. Neither specific information about dates nor a call-back number is included.
Message 9.B
This letter is we oriented and negative. It suffers from these additional problems:
1. The letter fails to thank the reader for writing.
2. The writer sounds irritated that the reader asked for an adjustment, but then the writer
proceeds to invite the reader to come look at new models for purchase.
3. The writer implies that damage was caused by the reader or by someone in the readers
office.
4. Information about the warranty is delivered in a negative way.
5. Although the letter states, you are a valued customer, this statement seems insincere.
6. Instructions for the reader are scattered throughout the letter.
7. The tone is presumptuous.
Message 9.C
This letter is tactless, we oriented, and negative. It suffers from these additional problems:
1. The letter sets a negative tone in the first sentence (regret).
2. The writer fails to thank the student for applying.
3. The we orientation focuses on the problems faced by the company, not those faced by
the student.
4. The notification of rejection is undiplomatic and tactless.
5. The close is dismissive and misleading (Were sure).
6. Closing with an apology is unnecessary and negative.
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Exercises (p. 269)

9.1
The best organizational plan for these messages is as follows:

a. Direct. Although, if you have anything to do with the reason the client is leaving, then
you may want to use a buffer.
b. If its not a special order, then direct is fine.
c. Indirect. Give reasons first.
d. Direct. Routine matter.
e. Indirect. State good news first in buffer.
f. Indirect. Needs buffer and explanation first.
g. Indirect. Needs buffer and explanation first.
h. Indirect. Even though the customer has misused a product, the explanation should not
place blame directly on the customer.
i. Direct. This message is routine for repair departments.
9.2
De-emphasizing the bad newspossible revisions:

a. Even though unused tickets are nonrefundable, your ticket is still valid and may be
used to travel to the same destination within one year from the original ticket date.
b. After a thorough search, we were able to find a supplier that can provide you with a
decorative package similar to your request. Although this packaging does not meet all
of your specifications, we can have it to you in time for your event.
c. Because the MP3 player was immersed in water, we are unable to offer a refund. We
will be happy to repair it for you.
9.3
Since the customer's mistake was related to the complexity of operating a computer, an issue
that affects anyone who uses computers, the writer can find some common ground here:
Thank you for contacting us regarding your phone bill. As a computer user myself, I
certainly appreciate the challenge of getting a computer to operate properly.
An opening such as this, which hints at the complexity of the task the customer was involved
in, diplomatically deflects blame away from the customer but also makes it clear that the
problem was not caused by the phone company. From this starting point, the letter could go
on to explain that Internet dial-up calls consume system resources that other customers could
have been using, so the only way to treat all customers fairly is to have each customer pay
for the telephone time he or she incurs. Such an approach avoids undue attention to the
customers mistake but also emphasizes that company resources were consumed during these
dial-up calls, and its only fair that the person who consumed the resources should pay for
them.
9.4
Students responses will depend on the news releases they choose to analyze. They should be
able to analyze nearly any news release by breaking it down into paragraphs and sentences,
then studying the wording of each element to deduce its intent.
Theres an important difference between a carefully designed buffer and an introduction
that just beats around the bush. So students should be careful to not to confuse a real buffer
with a wordy, poorly written introduction to a direct message.
9.5
Although the company will want to buffer the bad news, readers should learn of the higher
rates in the body of the message, not the close. Students may suggest using a single
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paragraph as a buffer and embedding the rate announcement in the second paragraph (not in
parentheses, but as part of a complex yet understandable sentence). This exercise presents an
opportunity to discuss how communicators must be aware of the legal guidelines that apply to
negative announcements about pricing regulated services such as health care insurance.
EXPAND YOUR KNOWLEDGE (p. 270)
1. The following information should be communicated to an employee during a termination
meeting:
The actual termination meeting should last 10 to 15 minutes and have the sole purpose of
providing a simple and concise statement of the decision to terminate the employment
relationship. Have phone numbers ready for medical or security emergencies.
Prepare what you will say ahead of time. It's a good idea to write it out, and have a
checklist in front of you so that you don't get sidetracked and forget any important
points.
Give an adequate reason for the discharge. Many workers who sue their ex-employers
do so because, at heart, what they really want is a full explanation of why they were
let go, and a chance to give their side of the story. You don't have to spend a lot of time
going over every last detail of the employee's conduct that led to the discharge, but you
should provide a reasonable explanation.
Seek out the employee's explanation or interpretation of events. You may already have
done this when you investigated any misconduct that led to the firing. Even so, you
should allow the employee to have his or her say, and even to vent a little emotion.
Don't interrupt or talk over the person. If the employee feels that he or she was forced
out because of discrimination, harassment, or some other allegedly offensive or illegal
conduct on your part, you'll want to know about it now so that you can alert your
attorney.
Make it clear that the decision is final. If you take the position that the decision has
already been made, all alternatives have been considered, and all the other managers or
owners are in agreement (if there are any others who are involved in decisions of this
nature), and that you are merely giving this information to the worker, you'll find it
easier to keep your cool and keep control of the situation.
Briefly run through the benefits. Briefly cover the vacation pay, separation pay,
continuation of health insurance or life insurance benefits, etc., that you are offering. If
you are attempting to get a release from the employee, now's the time to present it. It's
a good idea to have the employee's final paycheck ready so that he or she has
something positive to carry away from the meeting.
Explain your job reference policy. If it is your policy to provide only job title, dates of
employment, and salary history, now is the time to say so. If you normally give more
information when it is requested in writing by a qualified person (like a prospective
employer), tell the employee. In some states you may be required to provide a service
letter on request. In some cases, you may be willing to provide a satisfactory job
reference or to tell prospective employers that the worker resigned voluntarily, if the
employee is willing to sign a release form.
Collect what's yours from the employee. You'll need to collect any keys, beepers,
company car, company credit cards, or any other property belonging to you from the
employee. You may want to do this now, or you may want to let the employee save
face by allowing him or her to return these items to you at a specific later date.
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If the employee was working on an important project or has any important files,
records, or property belonging to a customer in his or her possession, you'll want to
make arrangements to get these back. We suggest that you make it clear that the
payment of any severance pay or other benefits after discharge depends on the
employee's cooperation with you in this area.
2. It is important to document employee disciplinary actions because, according to the website,

terminating a worker without some form of discipline policy and procedure could land you in
court. Without a clear policy and evidence that the policy was used for the terminated
employee, you could end up in a your word against the employee's situation.
3. When firing an employee for misconduct or poor work, take the following steps:
Establish fair work rules and policies. Your employees need to know what you expect
of them in terms of workplace rules. Many companies create a company handbook (or
hire a freelance writer to do it for them) that contains their key rules, and they give a
copy to every new hire. If you're hiring just a few employees, you don't need to create
a whole handbook, but you should give some thought to the kinds of reasonable rules
your business requires.
Enforce your rules fairly, using progressive disciplinary measures when necessary. You
can have the most reasonable set of rules that's ever been written, but if you don't
enforce your rules, they are useless. For legal purposes, you must apply your rules
equally to all your employees, if you hope to rely on them.
Establish a performance feedback system to let people know how they're doing.
Discipline is not very effective for an employee who doesn't violate any rules but is
incompetent or is not performing work to an acceptable level. Through regular
performance reviews you can bring the worker up to par, or at least document your
attempt to do so.
Investigate the last straw incident thoroughly. Before you fire someone for
misconduct, you should take the trouble to investigate as thoroughly as you can. In
many cases the investigation can be accomplished in just a few hours, so don't ignore
this important step. Sometimes, after investigating, you may decide not to fire the
employee after all.
These concepts have been used with great success by many large and medium-sized
companies. Such companies tend to have big human resource departments that spend a
great deal of time establishing elaborate systems that, in turn, take a lot of time to use.
But don't be alarmed. You can skim the cream off the top of these systems by
borrowing only the essential elements and adapting them to fit your business.
CASE SOLUTIONS (pp. 271-276)

On the following pages are suggested solutions for this chapters cases. They are complete and
fully formatted so that you can copy them onto acetate transparencies.
1. WHEN A RECALL ISNT REALLY A RECALL: VOICE RECORDING

INFORMATION CUSTOMERS THAT AN UNSAFE PRODUCT WONT BE
REPLACED
Two key challenges in this situation are to avoid creating any impression that this is a product recall
and to discourage any follow-on communication that isnt absolutely necessary. At the same time,
of course, the speaker should avoid any blunt statements such as This is not a recall or Do not
return any product youve purchased.
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[75-word recorded message]

Working in conjunction with the U.S. Food and Drug Administration, we are
ending production of Model 500, Model 1000, and Model 2000 enclosed
beds. We have issued a revised manual and warning labels for these models,
and we urge you to move patients to other beds if possible. If your facility
uses any of these beds and you have not received the revised manual and
warning labels, please press zero to speak with an operator.
2. MESSAGE TO THE BOSS: REFUSING A PROJECT ON ETHICAL
GROUNDS
This ethical dilemma is easier than some because the resolution that satisfies your own ethical
standards can also be presented as a wise strategy for the company. Consequently, dont focus
exclusively on your own ethical qualms about the proposed training program, and dont preach. An
indirect approach is clearly called for, since your message is both unanticipated and unwelcome.
Also, bear in mind that the subject line of the e-mail message will set the tone for the message that
follows, so consider it carefully.
Date: August 2, 2009

To: Jen Wilson <jkwilson@electrosales.com>
From: Kell Darooge <kmdarooge@electrosales.com>
Subject: A fresh perspective on the warranty sales training challenge
Hi Jen,
The extended warranty sales training program involves a major revenue
stream, so I want to thank you for placing your trust in me for a project that is
so important to the company. Ive had the opportunity to analyze the data and
think through the project since we spoke, and I wanted to share some new
ideas regarding both the training and the warranties themselves.
In a market as competitive as consumer electronics, our reputation is
obviously a vital asset. As more and more consumers become aware of the
financial parameters of many extended warranties and possibly begin to
question their value, I am concerned that our reputation will suffer. Moreover,
by relying so heavily on revenue from a service that is perceived by many to
be of dubious value, I believe we are jeopardizing the very future of the
company.
In light of this risk, I propose that we proceed in a radically different
direction. Rather than aggressive new sales tactics for the warranties, I
believe we would be better served in the long term by restructuring our
business model in a way that reduces our financial dependence on sales of
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extended warranties. At the very least, we should modify these warranties to

increase the real value they offer our customers.
Jen, I realize the position Im taking on this issue is both unexpected and
practically heretical in the industry today. However, I believe it is the right
position to take, both strategically and ethically.
Thank you for considering my thoughts on this, and I look forward to
speaking with you when we both return to the office next week.
Kelly
3. NOT THIS TIME: LETTER DENYING ADJUSTEMENTS TO A UNION BANK
OF CALIFORNIA CUSTOMER
Use the indirect approach. Open with a reminder of the banks fairness investigating claims. Since
Mrs. Caldwell is a valued customer, take extra pains to explain your reasons, mention her grocers
contact by name, and use simple language. Rather than criticize, use Mr. Tibbitss comments to
suggest logical explanations for the three debits. Dont mention the missing receipts (another form of
shifting blame). Phrase the bad news in terms of what the bank has done, and close with
positive resale by reminding her of the personal service available.
UNION BANK OF CALIFORNIA

P. O. Box 85135, San Diego, CA 92186-5135
(619) 533-7667 * fax: (619) 533-7692
February 26, 2009
Ms. Margaret Caldwell
2789 Aviara Parkway
Carlsbad, CA 92008
Dear Mrs. Caldwell:
RE: Claim #7899
Using our best methods of investigation, we have thoroughly examined your
ATM debit error claim to determine the facts. Weve even contacted Wilsons
Gourmet and interviewed manager Ronson Tibbits about the transactions you
have questioned.
Although the three debits all bear the same transaction number (144002222839837109), this number changes daily, not hourly. So it is possible that
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purchases made at different stores might carry the same number on the same
day. Also, the three transactions were for different amounts, suggesting that
they reflect separate purchases made on the same day and are not duplications.
Mr. Tibbits has assured us that his equipment does not allow illegal use of your
card or numbers when you are not present, nor does he have any reason to
suspect his employees of illegal activity. He suggests that customers often
return for subsequent purchases on the same day for a variety of reasons, such
as a forgotten item or a lunch visit followed by regular shopping at a later hour,
and so on. He reported no equipment failures during the period you have
questioned.
After our thorough review, weve determined that no impropriety occurred and
have closed our files on this claim. If you have any questions about future
transactions, please contact us in writing or call our 24-hour customer service
number at 1-800-555-3737. Your branch manager can also answer any general
questions about your ATM card and its many convenient applications.
Sincerely,
L. Gomez
ATM Error Resolution Investigator
CC: BRANCH MANAGER, CARLSBAD
4. HURRICANE HEADS-UP: ALERTING JETBLUE PASSENGERS ABOUT
POSSIBLE FLIGHT DELAYS AND CANCELLATIONS
Use a brief title to gain attention, and then state the bad news using the direct approach. In a
similar title/information sequence, explain the reason for the possible cancellation.
Aug. 13-15 flights might be delayed or cancelled due to hurricane. City-bycity information will be posted here and at www.jetblue.com.
5. QUICK ANSWER: INSTANT MESSAGE TURNING DOWN EMPLOYEE

REQUEST AT HEWLETT-PACKARD
Use the direct approach, but work an explanation into your refusal (short notice). Dont blame
and dont apologize. Explain further, and then close with encouragement for a future opportunity.
Lewinda, with such short notice, Im forced to deny your request. We need
budget approval from higher up for any conference longer than a day or
farther away than Denver. Also, you would need to write a business
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justification for your attendance. Next time you find a conference you think
will help you serve the company, let me know sooner. If its right, well work
together to make it happen.
6. COFFEE OFFER OVERFLOW: UNDOING A MARKETING MISTAKE AT
STARBUCKS
In this exercise it will be important to convey the bad news quickly, without a great deal of
explanation. Students may benefit from discussing Starbucks actual attempt to justify rescinding
the offer. The company explained in a press release that the coupons had been redistributed
beyond the original intent and modified beyond Starbucks control (Starbucks Yanks Free Coffee
Deal, [Accessed 3 Aug. 2007]
http://articles.moneycentral.msn.com/News/StarbucksYanksFreeCoffeeDeal.aspx).
The direct approach would likely be most effective in this situation. The audience will be
disappointed or angry (one customer, for example, sued the company for $114 million), and the
message should assure them that Starbucks regrets being unable to honor the coupons.
IMPORTANT NOTICE TO OUR CUSTOMERS:

We regret to announce that due to unforeseen circumstances, the Friends and
Family free iced drink promotion has been suspended indefinitely. Starbucks
can no longer honor the online coupons and vouchers associated with this
promotion. These coupons were distributed electronically throughout the
month of August. We apologize for this inconvenience, and appreciate your
business.
August 23, 2006
7. RETAIL REJECTION: TURNING DOWN A REQUEST TO CARRY A
PRODUCT
Using the indirect approach, open with a thank you that also reintroduces the subject. Follow
by including positive information about Lee Valley as a potential business partner, which begins to
explain the reason for the rejection. Imply the rejection by speaking of improvements, and explain
the benefits to the retailer (better chance at success). Wrap up with more encouragement and a
helpful phone number.
Date: September 12, 2009

To: Rashida Peatross <r_peatross@woodplanes.com>
From: Derek Barth <derekbarth@leevalley.com>
Subject: Response to Partnership Request with Lee Valley Tools
Dear Ms. Peatross:
Thank you for introducing us to your new line of hand planes. Our company
is always looking for new products that will meet our customers high
standards, and we pride ourselves on knowing what those customers are
251
buying at any given time. Our commitment to product excellence, customer

knowledge, and price competitiveness has helped make Lee Valley Tools a
leading retailer in Canada and online.
Your wood planes show promise, and before we consider putting your
products in our stores, we want to be sure youll achieve the success you
expect. After reviewing the new design, I believe the products materials
would not appeal to the majority of our customers. The use of a higher-grade
material could improve your products reception among Lee Valley shoppers;
however, your goal might be to not raise the price. If this is the case, may I
suggest that you contact Frederick Tool and Design
(www.fredericktooldesign.com). This company specializes in offering
products that are more moderately priced and are not currently offering
carrying these types of wood planes.
Thank you for your interest in Lee Valley Tools. If you have any other
innovative products you would like to tell our company about, please do not
hesitate to contact me.
Sincerely,
Derek Barth
Assistant to the Vice President, Sales
8. ENOUGH IS ENOUGH: ALERTING A SERVICE PROVIDER THAT ITS
SERVICES WILL NO LONGER BE NEEDED
Since this letter contains bad news, its best to be brief, using the indirect plan. Start with a
reminder of the situation (youve worked with the company for five years) the refusal, followed by
reasons and explanations. The letter should close courteously.
PolicyPlan
Mr. Jason Allred
Midwest Sparkleen
4000 S. Howell Ave.
Milwaukee, WI 53207
Dear Mr. Allred:
252
For the past five years our company has used Midwest Sparkleen for our
interior and exterior cleaning.
As the new owner of Midwest Sparkleen, you know that I have had some
concerns about service and security over the past few months. According to
my records, Ive contacted your company by telephone about the following
issues:
Six separate phone calls to remind workers to take care of spills and
other messes
Three separate phone calls to remind workers not to leave toxic
chemicals in public highways
Two separate phone calls to you to discuss the continual decline of
service
The 11 instances cited above have given me cause for concern; however, last
Thursday the cleaning crew forgot to lock the lobby door and left our entire
facility vulnerable to theft from midnight until 8 A.M. Friday morning.
As a fellow business owner, you realize the importance of making sure that
you can count on the service providers with whom youve contracted. As you
know, our companys annual cleaning contract is set to be renewed next
month. Due to our recent experiences and the inability to resolve these issues,
PolicyPlan will not be renewing our contract with Midwest Sparkleen.
I appreciate your willingness to work with me to try and correct the past
problems. Please let me know if you have any questions.
Sincerely,
9. THATS WHY WE OFFER FREE TRIALS: REJECTING A REFUND
REQUEST
Even though the companys refund request is clearly stated on the website and the customer had to
indicate he read the agreement before the free trial could be downloaded, the challenge when
writing this letter will be to keep ones composure. Since this is bad news, use the indirect
approach, give reasons to support your decision, and close positively.
Date: October 24, 2009

To: Clint Pfau <cpfau@yahoo.com>
From: Alicia Edwards <Alicia_edwards@fookes.com>
Subject: Response to Refund Request
Dear Mr. Pfau:
253
Were pleased that you thought enough about Album Express to purchase it.
As you know, Album Express is a very popular software package that helps
our customers organize photos in attractive online albums and slide shows
and were very proud of it.
After reviewing your message, I see that after purchasing Album Express for
$24.95 you discovered that your computer has only 16 MB of memory and
that you need at least 32 MB of memory to run Album Express.
We understand that there are numerous ways to configure computers, which is
why we provide our customers the opportunity to use all of our products free
of charge for 30 days. In addition to the free trails, our website also clearly
lists the minimum computer requirements for each of our products. Because
of the free trails offered to every customer, our company has instituted a nonrefund policy except in the case of accidental duplicate orders. Since you
ordered a software license, you signified your acceptance of our refund
policy. Thus, we are unable to grant your request for a refund.
We thank you for purchasing Album Express and encourage you research the
possibility of adding an extra 16 MB of memory to your computer. Adding this
extra memory will not only allow you to run Album Express, but will also
improve the performance of your computer.
Sincerely,
10. MOBILE PHONE VIOLATIONS: E-MAIL MESSAGE TO ASSOCIATES AT
WILKES ARTIS LAW FIRM
You must deliver a hard-hitting message that requires a serious tone. You can still soften the bad
news by building up to it with strong, convincing reasons that reach both emotional and intellectual
levels. Your busy audience will appreciate a bulleted list. Remind readers of the policy, and bury the
bad news at the end, in a sentence that also points out a reason for the new penalty. Conclude with a
strong reminder that the company cares and that following policy is in the readers best interest.
Date: 12 January 2009

From: Kristy Barragan, Human Resources
<barragan@wilkesartis.com>
To: [mailing listall staff]
CC:
Attached:
Subject: Life-saving cell phone practices
254
With cellular phone usage increasing exponentially, David Fuss has asked me
to remind you of the Wilkes Artis policy that employees are not to use their
cell phones to conduct business while driving. In its efforts to keep you
healthy and safe, the company would like you to consider the following:
Our no cell-phone while driving policy was developed after the tragic
death of a Virginia teenager (for which a Washington attorney was
eventually incarcerated and then sued along with her law firm).
The National Highway Transportation Safety Administration estimates
that 20 to 30 percent of all driving accidents are cell-phone related.
The mental involvement required for talking on a cell phone constitutes
an unacceptable level of driver distraction; the life you save may be
your own.
To underline the danger, many states are considering banning cell-phone
use by drivers, and more than two dozen countries have already
instituted such laws, including Japan, Israel, Portugal, and Singapore.
Wed like to remind you to pull over, use a hands-free device, or wait until
youve arrived at your destination to make those calls. To encourage your
compliance, first-time violations of company policy will result in immediate
suspension without pay. The only exceptions are instances of a genuine health
or traffic emergency.
We take this threat to your life and health very seriously, and we expect that
you will, too.
11. WERE GOING TO CATCH SOME FLAK FOR THIS: ALERTING
EMPLOYEES TO THE REMOVAL OF A POPULAR PRODUCT
Although this message will be distributed internally, it will still be important to avoid including any
comments you would not want the public to see. The primary goals are to prepare employees for
the negative reaction that will follow removing the Looney Launch from production, and to help
them understand the reasons behind your decision.
LOONEY LAUNCH TO BE DISCONTINUED

September 3, 2009
As you know, the Looney Launch bicycle ramp has turned out to be one of
our companys most popular products. However, we have recently learned of
a lawsuit initiated by the parents of a child who was injured while using the
product. Xtremity Plus is committed to ensuring the safety of our customers.
255
For this reason the Looney Launch will no longer be produced, and open
orders for the product will be canceled. The popularity of the Looney Launch
does not outweigh the potential risks (to our customers and to our company)
associated with its continued distribution.
We will shortly notify retailers of this decision, and you are likely to receive
questions about why we have ceased to offer such a popular product. Please
emphasize our commitment to safety and our continued efforts to offer
exciting and innovative products for extreme sports enthusiasts.
12. LOONEY LAUNCH COMING BACK TO EARTH: INFORMING RETAILERS
ABOUT THE DEMISE OF A POPULAR PRODUCT
This message will contain many of the same elements required in Case 11, although it will differ
slightly because it is intended for an external audience. Students should keep in mind that
retailers have a great deal to lose based on the decision to discontinue the Looney Launch, and
that Xtremity Plus depends on retailers to promote and market their products.
Date: 14 March 2009

From: Loren Cahill, Xtremity Plus <cahill_l@xtremityplus.com>
To: [mailing listall retailers]
CC:
Attached:
Subject: Important Notice on Looney Launch
Dear Licensed Xtremity Plus Retailer,
We appreciate your continued support of our product line, and need to update
you on an important development regarding our popular bicycle ramp, the
Looney Launch.
Many of you are aware that a lawsuit has been filed against our company by
the parents of a child who was injured while using the Looney Launch.
Although the product label clearly warns of the risks associated with this or
any other bicycle ramp, we have voluntarily elected to cease production and
distribution of the Looney Launch. We regret that open orders for the Looney
Launch will be canceled and no further orders for the product will be
accepted. This decision reflects our ongoing commitment to ensuring the
safety of our customers.
Xtremity Plus will continue to offer exciting and innovative products for
extreme-sports enthusiasts, and to pursue our goal of providing outstanding
products and service to our retailers.
256
Sincerely,
Loren Cahill
CEO, Xtremity Sports
13. COMMUNICATING IN A CRISIS: INFORMING THE LOCAL COMMUNITY
ABOUT A SERIOUS ACCIDENT
The fire at the EQ Industrial Systems site in Apex, North Carolina was a large-scale incident that
strained the companys relationship with the surrounding community. A wealth of information
about the fire circulated quickly, and (not surprisingly) some of it turned out to be inaccurate. This
posting should have a just-the-facts feel, and should illustrate the companys commitment to
keep the public well-informed, respond promptly to the disaster and restore the communitys
trust.
Fire Breaks Out at EQIS Apex Facility

October 6, 2009
As the news media has reported, a fire occurred last night (Thursday) around
10:00 p.m. at the EQ Industrial Systems facility in Apex, North Carolina. No
one was in the facility at the time of the fire, and at this point the cause of the
blaze is unknown. A variety of materials are stored at the Apex facility, and
we are currently working to determine which one was the source of the fire.
Two inaccurate rumors about the fire are circulating. First, it has been
reported that our Apex location housed chlorine gas (which is extremely
hazardous). In fact, no chlorine gas was stored there. It is also rumored that
the fire has spread to nearby businesses. As soon as EQ Industrial Systems
learned of the fire, the company hired specially trained industrial firefighters
who have already succeeded in bringing the fire under control.
Whenever an industrial fire occurs, there are concerns about its potential
effects on air quality. Residents in the areas surrounding our Apex facility
were evacuated as a precaution, but should be able to return to their homes
tomorrow pending permission from local authorities. As of Friday afternoon,
tests conducted by the North Carolina State Dept. of Environment and
Natural Resources had not detected anything out of the ordinary in the air.
EQ Industrial Systems would like to thank local law enforcement and fire
departments for their assistance in alerting the public to our toll-free hotline
(1-800-555-1212), which provides updates and other information on this
incident.
257
14. THE ECONOMY CLAIMS ANOTHER ONE: BLOG POST ANNOUNCING

THE CLOSING OF A SHAW INDUSTRIES YARN PLANT
Choose a title that remains neutral about the bad news but hints at positive information included
in the message. Taking the direct approach, state the bad news simply and clearly in the first
paragraph. Explain the reasons for the closing of the plant without dwelling on the problem. Tie this
into the positive news in the second paragraph, using an upbeat quote from the company
president. Conclude with details about the new products and a link to more information.
SHAW INDUSTRIES UPDATE

With more than $5 billion in annual sales, Shaw Industries is the worlds
number one carpet manufacturer. As the worlds number one carpet
manufacturer, our sales are directly related to the housing market and the
continuing struggles in the new-housing market and the inability of many
current homeowners to afford remodeling projects have lowered demand
for carpet. Shaw has many plants around the nation, including the plant in
Milledgeville, Georgia that makes yarn used in the manufacture of
carpeting. Due to the decreased demands in the housing market, the
Milledgeville plant can no longer operate at a profit. After much
discussion and an extensive search for other solutions, we are forced to
close the Milledgeville plant and lay off all 150 plant employees. The plant
will close in three to four weeks.
Shaw is committed to helping relocate our employees are the Milledgeville
plant and as openings become available in other Shaw facilities, we hope
to be able to place some of the workers in those jobs. We are also very
happy to announce that our Milledgeville plant employees will be able to
take advantage of the assistance provided by the State of Georgia, which
includes career counseling, unemployment benefits, and job retraining.
Georgia Labor Commissioner Michael Thurmond promised to help the
affected employees. He noted that The layoff at Shaw Industries in
Milledgeville will create a difficult situation for the workers and their
families, and I want them to know theyre not alone in dealing with this
problem. Our staff will work closely with the laid-off workers, company
officials, and local elected officials in determining how to best assist the
affected employees.
15. PULLING THE PLUG WONT PULL THE PLUG: ALERTING ATV OWNERS
TO A SERIOUS SAFETY PROBLEM
Registered owners have not been alerted to the bad news but will most likely appreciate that the
company is voluntarily recalling these models, so use the direct approach. Soften your news by
creating a reassuring letter that is full of direct, useful information for both retailers and their
customers. Open with a you-oriented promise to provide helpful information. As you explain the
details, remember what your audience and their customers need to know, using each paragraph to
258
both tell and demonstrate Bombardiers concerned, responsible, and pro-active approach. Close
with resale information.
Date: 20 November 2009

From: George Sanchez, Bombardier <g_sanchez@can-am.brp.com>
To: [mailing listall registered owners]
CC:
Attached:
Subject: Voluntary Recall of DS 90 X ATVs
As a registered owner of a Bombardier 2008 or 2009 DS 90 X ATVs
maintaining your safety is of the utmost importance to us. Weve discovered a
potentially hazardous situation with the race ready feature on our DS 90 Xs
and in cooperation with transportation safety authorities in the U.S. and
Canada we are issuing a voluntary recall of these models. This letter answers
questions that you may have about the recent recall of the DS 90 X.
To summarize, this model is equipped with a safety device called a tether
engine shutoff switch, in which a cord is connected to a special switch that
turns off the engine in the event of an emergency. On the affected units,
pulling the cord might not shut off the motor, which is particularly dangerous
if the rider falls offthe ATV will continue on its own until the engine speed
returns to idle. Although we have no reports of injury or harm from the race
ready feature, Bombardier is using all available media to take immediate
steps to alert consumers and recall these models.
To ensure your safety, owners should stop riding your vehicles immediately
and make an appointment with an authorized dealer to have the switch
removed. Of course, Bombardier is happy to provide this free of charge, and
we are happy to offer customers a $50 credit voucher for future purchases of
Bombardier accessories.
We will continue to act quickly to keep you informed of any developments
relating to this or other Bombardier products. If you have questions, please
contact us at www.can-am.brp.com or 1-888-638-5397.
As the leading manufacturer of ATVs, the safety of our users is our numberone priority. We are committed to providing high-quality products that
provide users with premium recreational opportunities and thank you for
choosing to purchase a Bombardier product.
Sincerely,
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Petrova Ericksson
Customer Support and Service Supervisor
16. SORRY, BUT WE DONT HAVE A CHOICE: E-MAIL ABOUT MONITORING
EMPLOYEE BLOGS
An indirect approach would be helpful in this situation because the message is probably
unexpected, and some employees may have a high emotional stake in it as well. You can certainly
sympathize with their concerns over freedom of expression, but make it clear that protecting the
companyfor the good of all employeesis the overriding concern. A good strategy is to start
with a buffer that reminds the audience of the importance of protecting the company. In addition,
some background information about e-mail and IM monitoring will remind employees that much of
their communication is already being monitored and help diffuse any criticism that blogs are being
unfairly singled out for scrutiny.
To: All employees

Subject: Protecting Webcor in the blogosphere
Hello everyone,
As you know, Webcors reputation is vital to our success. Our public image
plays a key role in our relationships with current and potential customers,
suppliers, lenders, government agencies, and community groups. In addition,
our strategic plans, financial plans, and other confidential information need to
be protected for both legal and competitive reasons. These two factors, along
with the need to ensure that company networks arent used to transmit
inappropriate materials, led to the companys decision to being monitoring
employee e-mail messages in 2002 and instant messages in 2004.
In that same spirit of protecting the companys important resources, we will
begin monitoring employee blogs on April 1. as with e-mail and IM, the intent
here is not to spy on anyone or discourage conversations in the online
community but rather to ensure that Webcor maintains a positive culture
internally and a positive reputation externally.
We also do not want to squelch legitimate and constructive criticism within
the company. If you do have a question or concern, I encourage you to speak
with your immediate supervisor. If that conversation doesnt yield satisfactory
answers, please take advantage of our open-door tradition to speak with
any member of senior management.
If you have any questions about the blog monitoring effort, please feel free to
e-mail me or call me at extension 254.
Best regards,
260
Julia Wannamaker
17. REMOVING THE OBSTACLES ON THE ON-RAMP: BLOG POSTING TO

ERNST & YOUNG EMPLOYEES
The challenge in this message is addressing the negative perceptions about the off-ramp
program in a productive way. The program is going to happen, so its not a matter for discussion;
however, if current employees dont believe the program is necessary or fair, its going to
generate friction that will damage morale and productivity. Either a direct or an indirect approach
261
could be used, depending on the tone the writer wishes to establish with the audience. In either
case, acknowledge the anxiety expressed by some employees, explain why management
believes the program is the right choice for the company, and invite continued discussion on the
matternot so people can argue for or against the program, but to make sure than any lingering
concerns are addressed as much as possible.
September 19, 2009

KEEPING E&Y COMPETITIVE: THE IMPORTANCE OF THE
NEW OFF-RAMP PROGRAM
As some of you have heard by now, we will soon be implementing a program
to rehire and reintegrate employees who have left the company for personal
reasons over the years but now wish to return. I understand the anxiety that
you may be feeling, particularly regarding salaries, promotions, and other
important questions. The management team is planning a formal
announcement of the program for next month, but for now Id like to address
your concerns and encourage a productive conversation about this important
change.
First, the management team is unanimous in recognizing the need to institute
this program. The competitive strength of any service firm lies in the quality
of its professional talent. If we dont open our doors to our former associates
when they want to return to the workforce, they will simply go to work for
our competitors. While some employees may welcome this in the short term
because it removes some internal competition for salaries and promotions, in
the long term it will hurt the firm and therefore hurt everyone in the firm.
Second, E&Y has always fostered a fair and supportive workplace for all
employees, and every employee is given equal opportunity to succeed. This
new program does nothing to change that philosophy. No one will receive
preferential treatment, and everyone will continue to be compensated based
on his or her contribution to the firms success.
Third, I have heard some resentment expressed toward employees who left
for personal reasons and now want to return. I would like to remind everyone
that one of the factors that makes E&Y such a great place to work is the value
the company places on the whole person, not just the 9-to-5 employee.
Helping people balance their personal and professional lives gives us a
competitive advantage, and it is a management philosophy to be viewed with
appreciation, not suspicion.
262
However, as strong as these reasons are in favor of the program, I dont wish
to downplay the particular concerns any of you might have about your own
careers as we begin this new phase in the history of the firm. I invite you to
discuss these concerns with your immediate supervisor. If you have comments
or questions of a more general nature, please post them here on the blog.
Doing so will help all of us work through these issues and ensure that the new
program will be a success for everyone here at E&Y.
18. LISTEN TO THE MUSIC, PARTNER: DELIVERING AN ULTIMATUM TO A
BUSINESS ASSOCIATE
This message will be unwelcome at the very least and probably unexpected, so an indirect
approach is called for. The ultimatum needs to be clear and unequivocal, but it can be expressed
in calm, professional language. Dont apologize for spying on the retailer even though the
reader is likely to be angry because of it; you did nothing illegal or unethical and were only
protecting your large investment in the product.
November 9, 2010
Jackson Fletcher
Music99
14014 Preston Pike
Dover, Delaware 19901
Dear Mr. Fletcher:
On behalf of everyone at Stanton, I would like to convey our thanks for your
continued efforts to sell our products. Stanton continues to grow with exciting
new products, and we owe much of our success to our professional partners
in the retail channel.
Our new FinalScratch DJ system has been a huge hit with amateur and
professional DJs alike, thanks to the unique benefits offered by its
breakthrough technology. While this technology has huge advantages, it does
require some expertise on the part of retailers in order to present it accurately
and effectively to potential buyers. We recognized this need before we
introduced the product and responded by creating a special training seminar
that we offered for free to all our retailing partners. Im pleased to report that
those retailers who attended the training are selling FinalScratch efficiently
and profitably.
At the time, Music99 opted not to take advantage of the free training. While
we certainly respect your right to make whatever decisions you deem
263
appropriate for your business, the evidence is clear that the lack of training is
hurting FinalScratch sales in your stores. To understand why the product was
selling so poorly at Music99, we recently conducted some observational
research to see firsthand how your sales consultants were presenting the
product. The results of this investigation were extremely discouraging. Not
only did most Music99 consultants present FinalScratch ineffectively, but
many actually misrepresented the product and its capabilities. On numerous
occasions, we observed buyers settling for a lesser product from our
competitors simply because they were misinformed about FinalScratch.
Im sure you can appreciate our concern and the urgent need to rectify this
situation. We value our relationship with Music99, but any relationship
requires commitment from both parties. To protect our brand, Stanton
management has decided that all retailers who wish to carry our products
must commit to the training necessary to present those products accurately
and effectively. Our factory specialists are available to train your employees
at the earliest possible date. In order to schedule this training or to enable us
to start recruiting other retailers in your market areas, please respond with
your decision by November 20.
We look forward to hearing from you and hope that we will continue to count
Music99 among our successful retail partners for many years to come.
Sincerely,
19. REFINANCING RULES: LETTER EXPLAINING CHANGES AT
PEOPLEFIRST.COM
Using the indirect approach, open with a buffer thanking the couple for their inquiry and customer
loyalty. Explain the reasons for the new policy first, and then phrase the bad news clearly but
without directing the refusal to the Franzones personally. Emphasize the positive by explaining how
Capital Ones policies can also benefit them (e.g., no prepayment fees). Close courteously,
including low-key resale information.
CAPITAL ONE AUTO FINANCE

P.O. Box 260848
Plano, TX 75026-0848
1-800-689-1789
April 4, 2009
Faviola and Mary Franzone
7200 Poplar Avenue
264
Memphis, TN 38197
Dear Mr. and Ms. Franzone:
RE: Auto Loan # 1295949
Thank you for your inquiry regarding Capital One Auto refinancing. We
appreciate your customer loyalty.
When PeopleFirst.com became Capital One Auto Finance, our customers
gained all the benefits of low-cost auto financing provided by our long history
in the financial industry. At that time, all PeopleFirst loans were converted to
Capital One loans. For this reason, we do not refinance loans for customers
seeking a lower rate. However, we never charge a prepayment penalty for our
customers who do find refinancing from another provider. You may pay off
your Capital One Auto loan at any time without additional fees or charges.
We wish you the best in your search for refinancing, and when you think of
purchasing another vehicle, please remember that our loans are among the
most competitively priced in the industry.
Sincerely,
Li Fong
Customer Service Representative
20. SAY GOODBYE TO THE CONCIERGE: PODCAST ANNOUNCING THE
END OF A POPULAR EMPLOYEE BENEFIT.
Because the concierge service is so popular, this announcement is sure to disappoint the
employees whove taken advantage of it. The indirect approach will probably be best, and it will
be important to assure the audience that the company will do all it can to restore the benefit in
the future.
Since it was implemented last year, the employee concierge service has
turned out to be one of our most popular employee benefits. The service is a
time-saving convenience, allowing all of us to direct more of our energy and
time to important matters at work and at home.
Unfortunately, lower-than-expected profits this year have forced us to look for
ways to trim the budget. The recent widespread recall on more than a million
of our dishwashers has made it even more urgent that we cut back on our
265
expenditures. Nonessential expenses are always the first to go in situations

like this, and the concierge service falls into that category.
After Friday of this week, concierge services will be suspended until further
notice. We hope this will be only a temporary interruption of the services, and
when the companys financial situation improves we will certainly revisit this
decision. We value your talents and appreciate your efforts to maintain our
companys status as a leading producer of consumer appliances.
21. A RASH OF RASHES: ALERTING CLOTHING CUSTOMERS TO
POTENTIAL SKIN IRRITATION
This announcement is going to those who visit the website and are
specifically seeking this information, so use the direct approach. Even so,
soften the bad news by turning it into a positive opportunity for Carters.
Keep your upbeat attitude through to the end, and make the expected action as
clear as the feel good benefit.
Tagless LabelsPotential Skin Irritation for 2007 Clothing Line
Carters is a leading manufacturer and retailer of childrens clothing. To keep
our status as a leading manufacturer of childrens clothing we introduced
tagless labels after listening to the requests of numerous customers who were
frustrated by the ways in which the tags poked and scratched their children.
Because were so proud of our reputation, when our company heard some
reports of babies whose skin appeared to be irritated by the tagless labels we
began investigating the report immediately. This post shares our findings
about the potential for skin irritation.
Irritations Limited only to Fall 2007 Products
o If you arent sure when you purchased the clothing, look for a
tagless label with a solid white printed background on which the
label text is printed (as opposed to newer and older garments, in
which the label text is printed directly on the fabric, without the
solid background).
[Insert pictures of both tagless labels]
Irritations Limited to a Few Cases
o Of the 100 million garments sold in the fall 2007 line, the
company has received only 400 complaints of rashes.
266
Irritations Limited to Children with Sensitive Skin(

o Based on a thorough analysis by the company, its suppliers, and
several independent doctors and other specialists, we found that
the labels contain no known skin irritants or abrasive chemicals,
and the problem seems to affect only a very small number of
children with sensitive skin.
After discussions with the U.S. Consumer Products Safety Commission and
because the problem is so limited in scope and the skin rashes are not serious,
we have opted not to recall the clothes. Instead, we advise parents of affected
children to switch to other garments. As is always the case with Carters
clothes, consumers can return unsatisfactory products for a full refund.
22. REACTING TO A LOST CONTRACT: PHONE CALL RESCINDING A JOB
OFFER
This is going to be an extremely difficult conversation, and recognizing that up front is the best
way to approach it. In addition to disrupting the candidates life and livelihood (even if he can get
his old job back, it will be awkward and embarrassing for him), you are losing a top-notch
employee and probably damaging the companys reputation as well (experts in many industries
tend to be well connected, so chances are quite a few people will hear Gunnsteins story). There
is simply no way you can feel good about the content of the message you must deliver, but you
can deliver the message with compassion and professionalism. Recognize that even though this
is a phone call, it needs to be planned as carefully as a written message. Anticipate Gunnsteins
state of mind and his reactions to the news so that you can think through your responses ahead
of time. An indirect approach is called for, but out of respect for him, you must get to the bad
news quickly. Delaying it with general chit-chat or extended explanations of the companys
financial situation is disrespectful to him. A sincere apology is appropriate in this situation
(assuming youll consult with your companys legal staff ahead of time).
[Notes to yourself are shown in regular font; talking points are in bold italics]
1. Identify myself and my company affiliation (Gunnstein will remember
who I am because weve spoken recently).
2. He will likely have one of two possible reactions:
2a. If he has already heard the news about Alion losing the contract, he
will probably mention that he has heard and will ask if this affects
his employment status. This scenario is somewhat easier: he will
already have a key piece of information and will be in a guarded
frame of mind. The news is true, unfortunately, and the loss of
the contract is a major and unexpected blow to the company.
2b. If he hasnt heard about the contract, his mood is likely to be
upbeat, and hell probably assume that Im calling with information
regarding his move or something else related to his new job. I need
to transition him away from the positive frame of mind to the
3.
4.
5.
6.
267
unfortunate reality of the news I need to deliver: I dont know if

youve heard the unfortunate news regarding our Pentagon
contract, but we suffered a major financial blow yesterday, and I
wanted to get in touch with you as soon as possible.
Get right to the bad news so you dont keep him hanging. The loss of
so much revenue without warning immediately changes the
companys financial picture. To stay afloat, the company is being
forced to reduce its workforce. In addition to laying off several
dozen current employees, we will be unable to add new employees
and I regret that I must rescind your job offer.
His reaction is going to one of shock, understandably. Hes likely to be
angry as well, particularly if he has already given notice to his current
employer. Claus, I understand how upset you must be, and please
accept my apologies, both on a personal level and on behalf of
Alion. I hope that by informing you as quickly as possible that we
may have spared you at least some degree of disruption.
Depending on how he responds, I may need to discuss legal issues.
[This information will depend on what youve been instructed to do by
the companys legal staff. For instance, if he signed an employment
contract with a termination clause, the company may owe him a
financial settlement.]
Once Ive delivered the news, extended our sincere apology, and
handled any legal issues that may arise, my next objective is to
conclude the call as positively and professionally as possible.
Everyone here at Alion was excited about the prospect of you
joining the team, and we all regret that this will no longer be
possible. I truly enjoyed our conversations during the interview
process and will miss the opportunity to work with you. I wish you
the best of luck.
23. JUGGLING DIVERSITY AND PERFORMANCE: MEMO GIVING A

NEGATIVE PERFORMANCE REVIEW AT AT&T
First, compliment Jorges job performance. Soften the bad news by saying that you know hes been
trying. Use a helpful, supportive tone, and focus on the action to be taken. Make yourself his partner
in solving the problem, and offer helpful suggestions. Set a deadline for resolution, and encourage
interim checks to keep communication open and express your support. To foster Jorges
commitment, close with another reference to his positive qualities on the job.
MEMO
DATE:
TO:
July 13, 2009

Jorge Guiterrez, Customer Accounts Associate
268
FROM:
Margaret de la Rosa, Billing Adjustments Supervisor
SUBJECT: Performance review
Dear Jorge:
When you first came to work in our department, we were impressed by how
quickly you learned this difficult job. Your math skills are outstanding, and
you have an excellent understanding of the important nuances of the job.
You and I have already discussed the one issue that is holding you back, and I
know you have made some effort to correct the situation. But you must make
a stronger commitment to reducing the number of your personal phone calls
and absences. Everyone has unavoidable emergencies from time to time, but
you need to do more to eliminate those calls and absences that are excessive.
You might discuss this issue with your relatives and friends, impress upon
them how important your job is to you, and explain that your work
environment does not allow you to carry on the casual communications that
theyve been accustomed to. When family and friends do call, you might
politely explain that, except in a true emergency, you cannot speak to them
while your employer is paying you for your time and talent. If these
explanations dont convince them, please let me know. We can sit down
together and map out other strategies that might help. Above all, I want you to
succeed in your position here at AT&T.
You are a valuable asset to this department and to AT&T. We would hate to
lose you over an issue that I believe you can solve, once you focus on the
challenge. Lets give it until mid-September, and then look at the situation
again.
Ill be discussing some of these strategies with you in our meeting today;
please let me know in two weeks if you feel you still need help to show
improvement by September. Well do what we can together to make sure this
issue is resolved before your next performance review. Wed rather focus on
your other fine qualities!
24. CAREER MOVES: E-MAIL REFUSING TO WRITE A RECOMMENDATION
Begin with a buffer. Tell Tom Weiss that his best interests would be served by asking for references
from people who can address his sales abilities. Wish him well. Adopt a tone of helpfulness and
goodwill. Avoid making negative personal comments.
Date: 30 March 2010

From: Felicita Myers <fmyers@linknt.net>
To: Tom Weiss <tomweiss@aol.com>
CC:
BCC:
Attached:
269
Subject: Recommendation letter

Dear Mr. Weiss:
You are to be commended for looking for a job where you can better
use your talents. Because your work with us was in word processing,
bookkeeping, and customer service, you will be better served if you
ask someone who knows your sales abilities to give you a
recommendation.
Best wishes for a successful career in sales.
Sincerely,
Felicita Myers
Office Manager
<fmyers@linknt.net>
Opal Pools and Patios
919 Overland Rd., Pineville SC 29468
Voice: 803-322-8687 Fax: 803-322-8688
25. BAD NEWS FOR 80: FORM LETTER TO UNSUCCESSFUL JOB
CANDIDATES
Begin with a brief, two-sentence buffer. You might thank each candidate for taking an interest in
the university. Also, to indicate that the selection task was not an easy one, you might mention
the number of candidates that applied for the job. Then, without any delay, clearly imply the bad
news. Close the letter by wishing the candidate well in her or his search for a position. Avoid
insincere expressions of regret, and keep the letter short.
MCMICKEN COLLEGE OF ARTS AND SCIENCES

UNIVERSITY OF CINCINNATI
P.O. Box 210037, Cincinnati, OH 45221-0037
513-556-5860 Fax: 513-556-0142 ucaswww.mcm.uc.edu
March 1, 2009
[Inside Address]
Dear [Name]:
Thank you for taking the time to apply for the position of Dean of Arts and
270
Sciences here at the University of Cincinnati. Eighty-five people applied for

the position, so selecting someone was far from easy.
Dr. Constance Pappas has accepted the position. She has a doctorate in
American studies and three years of experience as chair of a history
department. Her qualifications fit our needs well.
Your interest in the University of Cincinnati is gratifying. Best wishes to you
in your search for a deans position.
Sincerely,
Jonathan Smythe, Ph.D., Chair
Deans Selection Committee
eg
26. WHAT WE HAVE HERE IS A FAILURE TO COMMUNICATE: WRITING A
NEGATIVE PERFORMANCE REVIEW
You have several goals in this message. First, its important to document your concerns about
Bridgewaters performance. This may help her improve, but if she fails to do that youll have
something in writing to fall back on later. Second, shes a well-respected and highly qualified
company representative, so you want to make it clear that you value her contributions and are
ready to help her improve her performance in the areas you describe. (This sample response
calls for a meeting, but students should understand that it would be important to follow up with
another document detailing the results of that conversation.)
INTEROFFICE MEMO
DATE:
April 5, 2009
TO:
Elaine Bridgewater
FROM: Karen Sykes
RE:
Intermediate Performance Review
One of my most important responsibilities is helping our employees succeed
and excel at StraightDrive.com. With that goal in mind, I have some
information to share with you regarding your performance as our retail
liaison.
First, I want to let you know how much I appreciate the remarkable
credibility and knowledge youve brought to our company. Your experience
as a former touring pro has earned immediate respect from our retailers and
customers, and has undoubtedly enhanced our sales. Your energy level is
incredible, and youve worked hard to build a strong rapport with the
resellers you assist day in and day out. No one here knows the game as well
271
as you do.
All of this shows that you are well-qualified for the key role you play in
maintaining positive relationships with our retailers. Thats why I was
surprised to learn that weve recently received a number of complaints
regarding your communication with this important group. More specifically,
retailers have expressed dissatisfaction based on:
voice-mail messages that have gone unanswered for days
confusing e-mail messages that require two or three rounds of clarification
reports that are poorly organized and difficult to understand
I am confident that we can work together to eliminate future complaints such
as these. The retail channel is vital to our companys continued success, and
Im sure youll agree that we must do all we can to communicate with our
retailers in ways that help them promote and market our products. Prompt
responses to phone calls and clearly written correspondence not only show
our retailers that we value their business, but reflect our professionalism and
commitment to excellence.
Lets meet early next week to talk over some strategies for addressing these
concerns. I am ready to help in whatever ways I can. Would Tuesday at 9:00
a.m. work for you? Please call me at 5136 to let me know. I look forward to
speaking with you soon.

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9: Writing Negative Messages

CHAPTER 9: WRITING NEGATIVE MESSAGES

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

9: Writing Negative Messages

Developing Negative Messages

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9: Writing Negative Messages

9: Writing Negative Messages

Assures the reader of your attention to the request

9: Writing Negative Messages

Limit future correspondence.

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

9: Writing Negative Messages

Exploring Common Examples of Negative Messages

9: Writing Negative Messages

Communicate honestly, saying what you believe to be true.

9: Writing Negative Messages

To present the reasons for this difficult action

COMMUNICATION CHALLENGES AT KPMG (p. 267)

TEST YOUR KNOWLEDGE (p. 268)

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

9: Writing Negative Messages

APPLY YOUR KNOWLEDGE (p. 268)

9: Writing Negative Messages

PRACTICE YOUR KNOWLEDGE (p. 269)

9: Writing Negative Messages

Exercises (p. 269)

The best organizational plan for these messages is as follows:

De-emphasizing the bad newspossible revisions:

9: Writing Negative Messages

9: Writing Negative Messages

2. It is important to document employee disciplinary actions because, according to the website,

CASE SOLUTIONS (pp. 271-276)

1. WHEN A RECALL ISNT REALLY A RECALL: VOICE RECORDING

9: Writing Negative Messages

[75-word recorded message]

Date: August 2, 2009

9: Writing Negative Messages

extended warranties. At the very least, we should modify these warranties to

UNION BANK OF CALIFORNIA

9: Writing Negative Messages

5. QUICK ANSWER: INSTANT MESSAGE TURNING DOWN EMPLOYEE

9: Writing Negative Messages

IMPORTANT NOTICE TO OUR CUSTOMERS:

Date: September 12, 2009

9: Writing Negative Messages

buying at any given time. Our commitment to product excellence, customer

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

9: Writing Negative Messages

Date: October 24, 2009

9: Writing Negative Messages

Date: 12 January 2009

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

9: Writing Negative Messages

LOONEY LAUNCH TO BE DISCONTINUED

9: Writing Negative Messages

Date: 14 March 2009

9: Writing Negative Messages

Fire Breaks Out at EQIS Apex Facility

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

9: Writing Negative Messages

14. THE ECONOMY CLAIMS ANOTHER ONE: BLOG POST ANNOUNCING

SHAW INDUSTRIES UPDATE

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall