Types of Bad News Messages in Business Communication

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Bovee, C. & Thill, J. (2010). Fundamentals of Business Communication: A Competency-Based Approach to Vital Business English (4th edition). Upper Saddle River, NJ: Prentice Hall. Communication will take place in a predictable way between students, health professionals and the community, but remote parents will want to know not only the status of their child, but also that of the university. For example, a written message that necessarily contains negative news can be written in the form of a press release that provides important information such as the number of students affected, the responsiveness of the health system, past experiences and contacts for more details and updates. This message is being read over and over again as parents, journalists and people across the country want to know more about the situation. Like any corporate communication, it must be clear and concise. Last but not least, you want to politely end your message and look to the future. Don`t mention the bad news anymore! Mallet, L., Vaught, C.

& Brinch, M. (1999). The emergency communication triangle. Centers for Disease Control and Prevention, National Institute for Occupational Safety and Health, U.S. Department of Health and Human Services. Pittsburgh, PA: Pittsburgh Research Laboratory. If your company is publicly traded, prematurely announcing software full of bugs or programming errors that lead to imperfect performance can cause the company`s share price to plummet. How you share this information within your organization affects how it is received. If your written internal note briefly states that the software development process has been extended with additional improvements, the focus shifts from negative to positive. While negative news, delay in posting, persists, focusing on the benefits of overtime can affect employees` views and make a difference in how the message is received outside the organization. Sarcasm, blasphemy, shouting or derogatory or derogatory remarks are an obstacle to clear communication.

In addition, such language may be interpreted as defamatory or detrimental to the person`s reputation, which may have a negative impact on their future income. In written form, this is called defamation. When they say it out loud, it`s called slander. While defamation may be harder to prove, no defamatory remarks should be part of your negative message. Mobile phones are increasingly being used to record conversations, and you just never know if your words will come back to you in a short period of time. Represent yourself, the company and the recipient of your message with professionalism and avoid offensive or defamatory remarks. After successfully writing enough stamps and reasons to put the reader`s mind in a polite mood, this is the perfect time to receive the bad news. Since bad news is the logical result of reasons, the reader is psychologically prepared to understand it.

Nevertheless, it is possible that the reader reacts emotionally because he is careless with the news. So be careful and try to write it down as painless as possible. There are two techniques to say the news clearly, but the reader will not recognize the pain. Give your speaker access to the location you have designated as a trouble point to coordinate communications and activities, and allow them to prepare and respond to inquiries. When crisis communication is handled professionally, it does not seek to withhold or mislead information, but to minimize “incident damage” by providing the necessary facts, even if they are unpleasant or even tragic (Business Communication for Success, 2015, 17.3). You wrote Brian a strict email. They attached a list of all the last dates he was late and made several statements about the quality of his work. You indicated that he needs to improve and stop being late, or whatever. But was your email harassment? Could it be considered beyond the reach of surveillance and interpreted as evil or cruel? And do you even know if Brian received it? If there was no answer, do you know if it achieved the desired business outcome? A written message can certainly be part of the desired approach, but how it is presented and conveyed is just as important as what it says. Let`s look at our fourth approach to this scenario. The third part of the negative news message is about the bad news itself, and the emphasis here is on clarity and accuracy.

While you want to spread the bad news clearly, try not to highlight it. In this section, we will look at several scenarios that can be communicated internally (within the organization) and externally (outside the organization), but we realize that the boundaries can be blurred when communication flows outside and through an organization or company. Internal and external communication environments often overlap. Rumors of planned layoffs may appear in local media, and you may be asked to address concerns within the organization. Similarly, a product that has failed internal quality control tests requires several additional tests and improvements before it is ready for the market, but when this information leaves the organization, it can affect the company`s reputation, future contract prospects, and the company`s ability to secure financing. Of course, the clarity and brevity of such messages are crucial to maintaining friendly relationships with your audience (Guffey et al., 2016, p. 190). The justification explains the context or context of the bad news before the bad news itself is conveyed. Suppose you need to reject a request, request a refund, or request information. In such cases, the explanation could describe the strict acceptance criteria and high quality of the entries received as part of the competition, the company`s refund policy or authorized disclosure policy, or the legality of contractually bound confidentiality. Your goal with the explanation is to be persuasive so that the reader says, “That sounds reasonable” and accepts bad news as inevitable given the situation you are describing. On the other hand, if you pass off bad news as mysterious and arbitrary decisions, your audience will likely feel like they`ve been treated unfairly and could even get even worse with a lawsuit or a “Yelptribution” – avenging injustice on social media.

While a statement is ethically necessary, you never admit liability approved by legal counsel without your company`s written permission if it is possible that the justification is considered feasible (i.e., the offended party may bring a claim for damages). This combined approach of an oral and written message is increasingly the norm in corporate communication. Figure 4.11.2 An example of bad news transmitted using the indirect approach A crisis communication team includes people who can decide what action to take, carry out those actions, and provide expertise or training in relevant areas. If your answer is only about another person, a private face-to-face meeting is the best option, but it may not be available. More and more people are working and participating in projects remotely, on the Internet, and only know each other by e-mail, telephone or videoconference/videoconference. A face-to-face meeting can be inconvenient or impossible. So how do you personally deliver negative news? Thanks to the best option available for both parties. Written comments can be an option via email, but it takes time to prepare, send, receive, process and respond – and the written word has its drawbacks. Misunderstandings and misinterpretations can easily occur, with little opportunity for constructive feedback to examine meanings and clarify perceptions. 2.

Your company`s revenue has decreased for two consecutive quarters. You should inform your sales team that their hours and base salary will be reduced by 20% if the company is to break even this quarter. While you may have a few members of your sales team who are underperforming, you can`t afford to run out of staff now, so you need to keep the whole team for now. Write negative news in both direct and indirect approaches and inform your sales team of the news in accordance with the advice of § 8.3.2 and § 8.3.5 above. If your job is to provide a compelling justification that could cause the recipient of bad news to accept it as reasonable, be careful with the details you disclose. For example, if you turn down a candidate, you need to be very careful not to put all your cards on the table by dividing or even summarizing the scorecards of the winning and rejected candidates. .