Transcript Rhetorical Situation

Chapter 7
Delivering Bad-News
Messages
Business Communication, 14e
Lehman and DuFrene
Business Communication, 14th edition by Lehman and DuFrene
Copyright
2005 by South-Western, a division of Thomson Learning
Chapter 7
Preferred Channel for
Negative News Debated
Personal delivery says
message is important,
shows empathy for recipient,
and is rich in nonverbal cues
and feedback.
Electronic messages are
more honest and accurate
and cause less discomfort
for sender than personal or
telephone delivery.
Research by Institute for Operations Research
Business Communication, 14th edition by Lehman and DuFrene
Copyright
2005 by South-Western, a division of Thomson Learning
Chapter 7
Inductive Outline:
(Pleased or Interested Receiver Reaction)
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Present a neutral idea that leads to the reasons
for refusal or bad news
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Present facts, analysis, and reasons for refusal
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State the refusal or bad news using positive
tone and de-emphasis techniques
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Includes a counterproposal or “silver lining”
idea
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Close with an idea that shifts
emphasis away from the refusal
and indicates a continuing
relationship with reader
Business Communication, 14th edition by Lehman and DuFrene
Copyright
Details
Main idea
2005 by South-Western, a division of Thomson Learning
Chapter 7
Advantages of Inductive Outline
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Identifies the subject of the letter without
revealing the refusal, keeping the reader
receptive to reasons that follow
Presents reasons before the refusal to increase
understanding and acceptance
─
─
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Avoids possible initial negative reaction
Places greater emphasis on reasons than on refusal
De-emphasizes the refusal by closing positively
Business Communication, 14th edition by Lehman and DuFrene
Copyright
2005 by South-Western, a division of Thomson Learning
Chapter 7
Techniques for De-emphasizing
Negative Ideas

Use an inductive outline that positions bad news
between a logical explanation and a goodwill closing
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Use positive language that accents the good
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Imply the bad news if possible
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Offer a counterproposal that shows a desire to help
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Use stylistic techniques: complex sentence, general
terms, abstract nouns, subjunctive mood, and
passive voice
Business Communication, 14th edition by Lehman and DuFrene
Copyright
2005 by South-Western, a division of Thomson Learning
Chapter 7
Techniques for First Paragraph
Business Communication, 14th edition by Lehman and DuFrene

Begin with a buffer —
something about which
both sides can agree
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Avoid empty
acknowledgments of the
obvious
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Avoid tipping off the bad
news too early

Avoid starting too positive
so as to build false hopes
Copyright
2005 by South-Western, a division of Thomson Learning
Chapter 7
Techniques for Reasons
and Explanation Section
 Provide a smooth transition
from the opening to the
explanation
 Precede the bad news with
one or more reasons that
are logical to the reader
 Show reader benefit and/or
consideration
 Avoid using “company
policy” as the reason
Business Communication, 14th edition by Lehman and DuFrene
Copyright
2005 by South-Western, a division of Thomson Learning
Chapter 7
Techniques for
Bad-News Sentence
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Business Communication, 14th edition by Lehman and DuFrene
Place negative news in buried
position
Avoid unnecessary use of
negative words
State the bad news once; avoid
restating or returning to it
Emphasize any positive aspect
Follow bad news with a
counterproposal when possible
Copyright
2005 by South-Western, a division of Thomson Learning
Chapter 7
Include a Counterproposal
or “Silver Lining”
Counterproposal (tangible or
intangible): states what you can do
or offer
OR
“Silver” lining: provides a thought
that turns the discussion back into a
positive direction
Business Communication, 14th edition by Lehman and DuFrene
Copyright
2005 by South-Western, a division of Thomson Learning
Chapter 7
Techniques for
Closing Paragraph
Business Communication, 14th edition by Lehman and DuFrene
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Convey an empathetic tone
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Avoid returning to the bad
news
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Avoid trite, worn-out
statements that seem
shallow and superficial
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End with a positive, forwardlooking idea
Copyright
2005 by South-Western, a division of Thomson Learning
Chapter 7
Strategies for Strong
Internal Communication
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Convey bad news as soon
as possible
Give employees a complete,
rational explanation of the
problem
Show empathy and respond
to employees’ feelings
Follow up
Business Communication, 14th edition by Lehman and DuFrene
Copyright
2005 by South-Western, a division of Thomson Learning