Communicating Negative News
Give the real reason for doing something, unless the reason is too technical or creates liabilities. Karl P.Keller, First Chicago NBD Investment Services
In a negative message, you expect your reader to be disappointed or angry. Such messages include rejections, refusals, announcements of policy changes, requests that reader may find insulting or intrusive, poor performance appraisals, disciplinary notices, and product recalls or notices or defects.
In many negative situations, you will still be required to deal with the reader. You want to be able to structure a negative message so that it creates a positive or neutral effect rather than negative. Even when it is not possible to make the reader happy with the news we must convey, you still want readers to feel that:
- They have been taken seriously
- Your decision is fair and reasonable
- If they were in your shoes, they would make the same decision
The following notes are lengthy. In other words, you may start to scan the content. I do recommend that you keep this information in mind for future use as a professional. You might want to print it out in case you find yourself in the position of giving bad news to your manager, peers, or subordinates.
Don't forget to do the online exercise at the end of the notes.
Pattern for Organizing Negative Messages
The following pattern can help you maintain goodwill with the reader of your negative message:
- When you have a reason that readers will understand and accept, give the reason before the negative message (e.g., refusal, rejection). Research shows that readers who described themselces as "totally surprised" had much more negative feelings and described their feelings as being stronger than did those who expected the refusal.
- Give the negative information or refusal just once, clearly. Inconspicuous refusals can be missed, making it necessary to say no a second time.
- Present an alternative or compromise, if one is available. An alternative not only gives readers another way to get what they want but also suggests that you care about helping them meet their needs.
- End with a positive, forward-looking statement.
Giving Bad News to Managers
Your manager expects you to solve problems by yourself. But sometimes, solving a problem requires more authority or resources than you have. When you give bad news to your manager, also recommend a way to deal with the problem. Turn the negative message into a persuasive one by using the following pattern:
- Describe the problem. Tell what's wrong, clearly and unemotionally.
- Tell how it happened. Provide the background. What underlying factors led to this specific problem?
- Describe the options for fixing it. If one option is clearly best, you may need to discuss only one. But if the reader will think of other options, or if different people will judge the options differently, describe all the options, giving their advantages and disadvantages.
- Recommend a solution and ask for action. Ask for approval so that you can go ahead to make the necessary changes to fix the problem.
Giving Bad News to Peers or Subordinates
When you must pass along serious bad news to peers or subordinates, use the following variation of the pattern to managers:
- Describe the problem. Tell what's wrong, clearly and unemotionally.
- Present an alternative or compromise, if one is available.
- If possible, ask for input or action. People in the audience may be able to suggest solutions. And workers who help make a decision are far more likely to accept the consequences.
Buffers
Traditionally, textbooks recommended that negative messages open with buffers (i.e., neutral or positive statements that allow you to delay the negative message). Recent research suggests that buffers do not make readers respond more positively, and since good buffers are difficult to write, the standard pattern for negative messages do not include them. However, in special situations, you may want to use a buffer.
To be effective, a buffer must put the reader in a good frame mind, not give the bad news but not imply a positive answer either, and provide a natural transition to the message. The following kinds of statements can be used as buffers:
- Start with any good news or positive elements the letter contains. For example, with a letter announcing that drive-up windows will be closed for two days while automative teller machines are installed at a bank, the following buffer is appropriate: Starting Thursday, June 26, you'll have access to your money 24 hours a day at First National Bank.
- State a fact or provide a chronology of events. For example, with an announcement of a new dues structure that will raise member's dues, the following is a good buffer to use: As a result of the new graduated dues schedule - determined by vote of the Delegate Assembly last December and subsequently endorsed by the Executive Council - members are now asked to establish their own dues rate and to calculate the total amount of their remittance.
- Refer to enclosures in the letter. For example, a letter announcing an increase in parking rental rates could use the following buffer: Enclosed is a new sticker for your car. You may pick up additional ones in the office if needed. Please destroy old stickers bearing the signature of "L.S. LaVoie."
- Thank the reader for something he or she has done. For example, a letter refusing a job offer could use the following buffer: Thank you for scheduling appointments for me with so many senior people at First National Bank. My visit there March 14 was very informative.
- State a general principle. For example, the following buffer could be used in a letter announcing that an insurance company will now count traffic tickets, not just accidents, in calculating insurance rates: Good drivers should pay substantially less for their auto insurance. The Good Driver Plan was created to reward good drivers (those with 5-year accident-free records) with our lowest available rates. A change in the plan, effective January 1, will help keep those rates low.
Exercise
- Read the following "bad news" scenario. The owner of five Seattle restaurants was losing money. If he closed his newest restaurant - his biggest money loser - he would have to repay immediately the $1 million he had borrowed to open it. So he decided to eliminate the central office and give individual managers 100% power and responsibility - 100% PAR. This decision and program would result in obvious changes to how the restaurants functioned, as well as layoffs.
- Email to me what you would do to handle this situation if you were the owner. I will then send you the "rest of the story" and tell you what the owner actually did in this situation.
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