A negative-news message that is organized indirectly should begin with a buffer.

Essay Tuttor,

This assignment is a little confusing to me. The clarification I got is Part 1 messages 1-4 just determine if messages are direct or indirect. Then for Part 2 , rewrite the statement starting with a buffer and add the conclusion with a resolution. This would be 3 paragraphs long in APA format.

Type of Assignment: Negative Message (Informal)

Length ... Three paragraph format

Assignment Format ... Submit assignment in the assingment area (no attachment)

____________________________________________

Helpful Hints ...

Negative Messages ...

P1 ... need to determine if the message is indirect / or direct ... start with buffer.

P2 ... details and facts of the first paragraph.

P3 ... follow up with time, dates and resolution.

Two-part assignment ...

Part 1 - 9.1 (a-d) from the end of the chapter. Determine if message should be direct or indirect approach in Paragraph 1.

Part 2 - 9.3 from the end of the chapter. Rewrite one of the items to start with a buffer

Part 1 - 9.1

our Task Identify which organizational strategy you would use for the following messages: direct or indirect.

1. A message from health-care provider CareFirst BlueCross BlueShield in which it must tell its 1.1 million members that their information in the form of names, birth dates, e-mail addresses, and subscriber information was compromised by hackers who obtained access to the company's website. The only good news is that member encryption prevented the cybercriminals from gaining access to social security numbers; medical claims; and employment, credit card, and other financial data.

2. A letter from a theme park refusing the request of a customer who wants free tickets. The customer was unhappy that she and her family had to wait in line a very long time to ride the new Delirium thrill roller coaster.

3. An announcement to employees that a financial specialist has canceled a scheduled lunchtime talk and cannot reschedule.

4. A message from a car insurance company that it will no longer insure family members who drive the family car. Customers may expand their policies with more comprehensive coverage at a higher cost.

9.3Opening Indirect Messages With a Buffer

A buffer is a device to reduce shock or pain. To buffer the pain of bad news, begin with a neutral but meaningful statement that makes the reader continue reading. The buffer should be relevant and concise and provide a natural transition to the explanation that follows. The individual situation, of course, will help determine what you should put in the buffer. Avoid trite buffers such as Thank you for your letter.

Not all business communication authors agree that buffers increase the effectiveness of negative messages. However, in many cultures softening bad news is appreciated. Following are buffer possibilities.

Best News.

Start with the part of the message that represents the best news . For example, a message to customers who purchased mobile device insurance announced a progressive rate increase that was tied to the replacement value of each smart device. Only customers with very expensive handsets will experience price increases. You might start by reminding customers about the value of insuring a mobile device, As a reminder, your Premium Electronics Protection provides the benefit of a replacement device when your smartphone is accidentally damaged, including liquid damage, loss, theft, and malfunction. Although devices are becoming increasingly expensive, no changes will be made to your deductible amount or coverage.

Compliment.

Praise the receiver's accomplishments, organization, or efforts, but do so with honesty and sincerity. For instance, in a letter declining an invitation to speak, you could write, The Thalians have my sincere admiration for their fund-raising projects on behalf of hungry children. I am honored that you asked me to speak Monday, November 5.

Appreciation.

Convey thanks for doing business, for sending something, for showing confidence in your organization, for expressing feelings, or simply for providing feedback. Suppose you had to draft a letter that refuses employment. You could say, I appreciated learning about the hospitality management program at Cornell and about your qualifications in our interview last Friday. Avoid thanking the reader, however, for something you are about to refuse.

Agreement.

Make a relevant statement with which both reader and receiver can agree. A letter that rejects a business loan application might read, We both realize how much falling crude oil prices on the world market have devastated domestic oil production.

Facts.

Provide objective information that introduces the bad news. For example, in a memo announcing cutbacks in the hours of the employees' cafeteria, you might say, During the past five years, the number of employees eating breakfast in our cafeteria has dropped from 32 percent to 12 percent.

Understanding.

Show that you care about the reader. Notice how in this letter to customers announcing a product defect, the writer expresses concern: We know that you expect superior performance from all the products you purchase from OfficeCity. That's why we're writing personally about the Omega printer cartridges you recently ordered.

When to Use the Indirect Strategy

The indirect strategy does not reveal the bad news immediately. This strategy, at least theoretically, enables you to keep the reader's attention until you have been able to explain the reasons for the bad news. Some writing experts suggest that the indirect strategy “ill suits today's skeptical, impatient, even cynical audience.”https://ng.cengage.com/static/nbapps/glossary/images/footstar.png Others have argued the relative merits of both approaches and their effects on the receiver.https://ng.cengage.com/static/nbapps/glossary/images/footstar.png To be sure, in social media, bluntness seems to dominate the public debate. Directness is equated with honesty; hedging, with deceit.

Regardless, many communicators prefer to use the indirect strategy to soften negative news. Whereas good news can be revealed quickly, bad news may be easier to accept when broken gradually. Even a direct bad-news message can benefit from sandwiching the negative news between positive statements.https://ng.cengage.com/static/nbapps/glossary/images/footstar.png Here are typical instances in which the indirect strategy works well:

· When the bad news is personally upsetting. If the negative news involves the receiver personally, such as a layoff notice, the indirect strategy makes sense. Telling an employee that he or she no longer has a job is probably best done in person and by starting indirectly and giving reasons first. When a company has made a mistake that inconveniences or disadvantages a customer, the indirect strategy also makes sense.

· When the bad news will provoke a hostile reaction. When your message will irritate or infuriate the recipient, the indirect method may be best. It begins with a buffer and reasons, thus encouraging the reader to finish reading or hearing the message. A blunt announcement may make the receiver stop reading.

· When the bad news threatens the customer relationship. If the negative message may damage a customer relationship, the indirect strategy may help salvage the customer bond. Beginning slowly and presenting reasons that explain what happened can be more helpful than directly announcing bad news or failing to adequately explain the reasons.

· When the bad news is unexpected. Readers who are totally surprised by bad news tend to have a more negative reaction than those who expected it. If a company suddenly closes an office or a plant and employees had no inkling of the closure, that bad news would be better received if it were revealed cautiously with reasons first.

When to Use the Direct Strategy

The direct strategy saves time and is preferred by some who consider it to be more professional and even more ethical than the indirect strategy. The direct strategy may be more effective in situations such as the following:

· When the bad news is not damaging. If the bad news is insignificant (such as a small increase in cost) and doesn't personally affect the receiver, then the direct strategy makes sense.

· When the receiver may overlook the bad news. Changes in service, new policy requirements, legal announcements—these critical messages may require boldness to ensure attention.

· When the organization or receiver prefers directness. Some companies and individuals expect all internal messages and announcements—even bad news—to be straightforward and presented without frills.

· When firmness is necessary. Messages that must demonstrate determination and strength should not use delaying techniques. For example, the last in a series of collection letters that seek payment on an overdue account may require a direct opener.

Security breach messages provide a good example of how to employ the direct strategy in delivering bad news. Notice in Figure 9.2 that the writer, Garrett Blake, is fairly direct in announcing that consumer identity information was lost at Well Point Federal Credit Unio

Closing Pleasantly

After explaining the bad news sensitively, close the message with a pleasant statement that promotes goodwill. The closing should be personalized and may include a forward look , an alternative, good wishes, freebies , resale information, or a sales promotion . Resale refers to mentioning a product or service favorably to reinforce the customer's choice. For example, you chose our best-selling model.

Forward Look.

Anticipate future relations or business. A letter that refuses a contract proposal might read: Thanks for your bid. We look forward to working with your talented staff when future projects demand your special expertise.

Alternative Follow-Up.

If an alternative exists, end your letter with follow-through advice. For example, in a letter rejecting a customer's demand for replacement of landscaping plants, you might say: I will be happy to give you a free inspection and consultation. Please call 301-746-8112 to arrange a date for my visit. In a message to a prospective home buyer: Although the lot you saw last week is now sold, we do have two excellent lots available at a slightly higher price. In reacting to an Internet misprint: Please note that our website contained an unfortunate misprintoffering $850-per-night Bora Bora bungalows at $85. Although we cannot honor that rate, we are offering a special half-price rate of $425 to those who responded.

Good Wishes.

A letter rejecting a job candidate might read: We appreciate your interest in our company, and we extend to you our best wishes in your search to find the perfect match between your skills and job requirements.

Freebies.

When customers complain—primarily about food products or small consumer items—companies often send coupons, samples, or gifts to restore confidence and to promote future business. In response to a customer's complaint about a frozen dinner, you could write: Your loyalty and your concern about our frozen entrées are genuinely appreciated. Because we want you to continue enjoying our healthy and convenient dinners, we are enclosing a coupon that you can take to your local market to select your next Green Valley entrée.

Resale or Sales Promotion.

When the bad news is not devastating or personal, references to resale information or promotion may be appropriate: The computer workstations you ordered are unusually popular because of their stain-, heat-, and scratch-resistant finishes. To help you locate hard-to-find accessories for these workstations, we invite you to visit our website where our online catalog provides a huge selection of surge suppressors, multiple outlet strips, security devices, and PC tool kits.

Avoid endings that sound canned, insincere, inappropriate, or self-serving. Don't invite further correspondence (If you have any questions, do not hesitate …), and don't refer to the bad news.

Part 2

9.3

1. We appreciate your interest in our organization, but we cannot extend an employment offer to you at this time.

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