Duscussion
4/8/22, 8:41 PM Writing a Bad-News Message
https://learn.umgc.edu/d2l/le/content/624457/viewContent/24899842/View 1/13
Writing a Bad-News Message
The negative news message delivers news that the audience does not want to hear, read,
or receive. Delivering negative news is never easy. Whether you are informing someone
they are being laid off or providing constructive criticism on their job performance, how
you choose to deliver the message can influence its response (Bovee & Thill, 2010). Some
people prefer their bad news to be direct and concise. Others may prefer a less direct
approach. Regardless whether you determine a direct or indirect approach is warranted,
your job is to deliver news that you anticipate will be unwelcome, unwanted, and possibly
dismissed.
In this reading we will examine several scenarios that can be communicated internally
(within the organization) and externally (outside the organization), but recognize that the
lines can be blurred as communication flows outside and through an organization or
business. Internal and external communication environments often have a degree of
overlap. The rumor of anticipated layoffs may surface in the local media, and you may be
called upon to address the concern within the organization. In a similar way, a product
that has failed internal quality control tests will require several more tests and
improvements before it is ready for market, but if that information leaves the
organization, it can hurt the business’ reputation, prospects for future contracts, and the
company’s ability to secure financing.
Communication is constantly present, and our ability to manage, clarify, and guide
understanding is key to addressing challenges while maintaining trust and integrity with
employees, stakeholders, and the public.
There are seven goals to keep in mind when delivering negative news, in person or in
written form:
1. Be clear and concise in order not to require additional clarification.
Learning Resource
4/8/22, 8:41 PM Writing a Bad-News Message
https://learn.umgc.edu/d2l/le/content/624457/viewContent/24899842/View 2/13
2. Help the receiver understand and accept the news.
3. Maintain trust and respect for the business or organization and for the receiver.
4. Avoid legal liability or erroneous admission of guilt or culpability.
5. Maintain the relationship, even if a formal association is being terminated.
6. Reduce the anxiety associated with the negative news to increase comprehension.
7. Achieve the designated business outcome.
Let’s examine our first scenario:
You are a supervisor and have been given the task of discussing repeated tardiness with
an employee, Chris. Chris has frequently been late for work, and the problem has grown
worse over the last two weeks. The tardiness is impairing not only Chris’s performance
but also that of the entire work team. Your manager has instructed you to put an end to it.
The desired result is for Chris to stop his tardiness behavior and improve his performance.
You can
stop by Chris’s cubicle and simply say, “Get to work on time or you are out”,
invite Chris out to a nice lunch and let him have it,
write Chris a stern email, or
ask Chris to come to your office and discuss the behavior with him in private.
While there are many other ways you could choose to address the situation, let’s examine
each of these four alternatives in light of the goals to keep in mind when presenting
negative news.
First, you could approach Chris in his work space and speak to him directly. Advantages
include the ability to get right to the point right away. Disadvantages include the strain on
the supervisor-employee relationship as a result of the public display of criticism, the
possibility that Chris may not understand you, the lack of a formal discussion you can
document, and the risk that your actions may not bring about the desired results.
The goals include the desire to be clear and concise in order not to require additional
clarification. This possible response does not provide the opportunity for discussion,
feedback, or confirmation that Chris has clearly understood your concern. It fails to
address the performance concern and limits the correction to the tardiness. It fails to
demonstrate respect for all parties. The lack of tact apparent in the approach may reflect
negatively on you as the supervisor, not only with Chris but with your manager as well.
4/8/22, 8:41 PM Writing a Bad-News Message
https://learn.umgc.edu/d2l/le/content/624457/viewContent/24899842/View 3/13
When you need to speak to an employee about a personnel concern, it is always best to
do it in private. Give thought and concern to the conversation before it occurs, and make
a list of points to cover with specific information, including grievances. Like any other
speech, you may need to rehearse, particularly if this type of meeting is new to you.
When it comes time to have the discussion, issue the warning, back it up in writing with
documentation and don’t give the impression that you might change your decision.
Whether the issue at hand is a simple caution about tardiness or a more serious
conversation, you need to be fair and respectful, even if the other person has been less
than professional. Let’s examine the next alternative.
Let’s say you invite Chris to lunch at a nice restaurant. There is linen on the table,
silverware is present for more than the main course, and the water glasses have stems.
The environment says “good job” in its uniqueness, presentation, and luxury. Your word
will contradict this nonverbal message. The juxtaposition between the environment and
the verbal message will cause tension and confusion, which will probably be an obstacle
to the receiver’s ability to listen. If Chris doesn’t understand the message, and the
message requires clarification, your approach has failed. The contrast between the
restaurant setting and the negative message does not promote understanding and
acceptance of the bad news or correction. Furthermore, it does not build trust in the
relationship, as the restaurant invitation might be interpreted as a “trap” or a betrayal.
Let’s examine yet another approach.
You’ve written Chris a stern email. You’ve included a list of all the recent dates when he
was late and made several statements about the quality of his work. You’ve indicated he
needs to improve, and stop being late, or else. But was your email harassment? Could it be
considered beyond the scope of supervision and interpreted as mean or cruel? And do
you even know if Chris has received it? If there was no reply, do you know whether it
achieved its desired business outcome? A written message may certainly be part of the
desired approach, but how it is presented and delivered is as important as what it says.
Let’s examine our fourth approach to this scenario.
You ask Chris to join you in a private conversation. You start the conversation with an
expression of concern and an open-ended question: “Chris, I’ve been concerned about
your work lately. Is everything all right?” As Chris answers, you may demonstrate that you
are listening by nodding your head, and possibly taking notes. You may learn that Chris
has been having problems sleeping, or that his living situation has changed. Or Chris may
decline to share any issues, deny that anything is wrong, and ask why you are concerned.
You may then state that you’ve observed the chronic tardiness and name one or more
specific mistakes you have found in Chris’s work, ending with a reiteration that you are
concerned. This statement of concern may elicit more responses and open the
conversation up into a dialogue where you come to understand the situation, Chris sees
4/8/22, 8:41 PM Writing a Bad-News Message
https://learn.umgc.edu/d2l/le/content/624457/viewContent/24899842/View 4/13
your concern, and the relationship is preserved. Alternatively, in case the conversation
does not go well, you will still keep a positive attitude even as you document the meeting
and give Chris a verbal warning.
Regardless of how well or poorly the conversation goes, if Chris tells other employees
about it, they will take note of how you handled the situation and it will contribute to
their perception of you. It guides their expectations of how you operate and how to
communicate with you, as this interaction is not only about you and Chris. You represent
the company and its reputation, and your professional display of concern as you try to
learn more about the situation sends a positive message. While the private, respectful
meeting may not be the perfect solution, it is preferable to the other approaches we have
considered.
One additional point to consider as you document this interaction is the need to present
the warning in writing. You may elect to prepare a memo that outlines the information
concerning Chris’s performance and tardiness and have it ready should you want to
present it. If the session goes well, and you have the discretion to make a judgment call,
you may elect to give him another week to resolve the issue. Even if it goes well, you may
want to present the memo, as it documents the interaction and serves as evidence of due
process should Chris’s behavior fail to change, eventually resulting in the need for
termination.
This combined approach of a verbal and written message is increasingly the norm in
business communication. In the next two sections, we’ll compare and contrast
approaches, verbal and written, and outline several best practices in terms of approach.
But first, we’ll outline the four main parts of a negative news message:
1. buffer or cushion
2. explanation
3. negative news
4. redirect
The first part of a negative news message, verbal or written, involves neutral or positive
information. This sets the tone and often serves as a buffer or cushion for the information
to come. Next, an explanation discusses why there is an issue in the first place. This may
be relatively simple, quite complex, or uncomfortable. In a journal article titled “Further
Conceptualization of Explanations in Negative News Messages,” Mohan Limaye (1997)
made the clear case that not only is an explanation a necessary part of any negative news
message, it is an ethical and moral requirement. While an explanation is important, never
admit or imply responsibility without written authorization from your company cleared by
4/8/22, 8:41 PM Writing a Bad-News Message
https://learn.umgc.edu/d2l/le/content/624457/viewContent/24899842/View 5/13
legal counsel. The third part of the negative news message involves the bad news itself,
and the emphasis here is on clarity and accuracy. Finally, the redirect may refocus
attention on a solution strategy, an alternative, or the subsequent actions that will take
place. The table, "Negative News Message Sample Script," provides an example that might
apply in an external communication situation.
Negative News Message Sample Script
Parts
of the
Negati
ve News
Messa
ge Example
Buffer
or
Cushio
n
Thank you for your order. We appreciate your interest in our product.
Explan
ation
We are writing to let you know that this product has been unexpectedly
popular, with over 10,000 requests on the day you placed your order.
Negati
ve
News
This unexpected increase in demand has resulted in a temporary out-of-
stock/backorder situation. We will fulfill your order, received at 11:59
p.m. on 09/09/2009, in the order it was received.
Redire
ct
We anticipate that your product will ship next Monday. While you wait,
we encourage you to consider using the enclosed $5 off coupon toward
the purchase of any product in our catalog. We appreciate your business
and want you to know that our highest priority is your satisfaction.
4/8/22, 8:41 PM Writing a Bad-News Message
https://learn.umgc.edu/d2l/le/content/624457/viewContent/24899842/View 6/13
In "Negative News Message Sample Script," the neutral or positive news comes first and
introduces the customer to the overall topic. The explanation provides an indication of the
purpose of the communication, while the negative message directly addresses how it
affects the customer. The redirect discusses specific actions to take place. In this case, it
also includes a solution strategy enhanced with a soft-sell message, a subtle, low-pressure
method of selling, cross-selling, or advertising a product or service. Whether you are
delivering negative news in person or in writing, the four main parts of a negative
message can help you meet all seven goals.
Before we move to the verbal and written delivery of the negative news message, we
need to offer a word of counsel. You want to avoid legal problems when communicating
bad news. You cannot always predict how others are going to respond, but you can
prepare for and deliver your response in ways that lower the risk of litigation in four ways:
avoid abusive language or behavior
avoid contradictions and absolutes
avoid confusion or misinterpretation
maintain respect and privacy
Sarcasm, profanity, shouting, or abusive or derogatory language is an obstacle to clear
communication. Furthermore, such language can be interpreted as defamatory, or harming
the reputation of the person, possibly having a negative impact on their future earnings.
In written form, it is called libel. If you say it out loud, it is called slander. While slander
may be harder to prove, no defamatory remarks should be part of your negative news
message. Cell phones increasingly serve to record conversations, and you simply never
know if your words will come back to you in short order. Represent yourself, the business,
and the receiver of your message with professionalism and avoid abusive or defamatory
language.
You also want to avoid contradictions, as they only serve to invite debate. Make sure your
information is consistent and in agreement with the general information in the
conversation. If one part of the information stands out as a contradiction, its importance
will be magnified in the context and distract from your main message. Do not provide
more information than necessary. Polarizing, absolute terms like “always” and “never” are
often part of sweeping generalizations that are open to debate. Instead of saying, “You are
always late,” choose to say, “You were late 16 times in May.” To avoid confusion or
misinterpretation be precise and specific.
4/8/22, 8:41 PM Writing a Bad-News Message
https://learn.umgc.edu/d2l/le/content/624457/viewContent/24899842/View 7/13
Always maintain respect and privacy. Making a negative statement about an employee in
front of a group of coworkers can be considered ridicule or harm, and may be actionable
and involve legal ramifications. In addition to the legal responsibility, you have the overall
goal of demonstrating professionalism as you represent yourself and your company in
maintaining the relationship with the employee, even if the end goal is termination.
Employees have retaliated against their organizations in many ways, from discouraging
remarks to vandalism and computer viruses. Your goal is to avoid such behavior, not out of
fear, but out of professionalism and respect for yourself and your organization. Open lines
of communication present in a relationship can help reduce the risk of relational
deterioration or animosity.
Negative Message Checklist
1. clear goal in mind
2. clear instructions from supervisor (legal counsel)
3. clear understanding of message
4. clear understanding of audience/reader
5. clear understanding of procedure and protocol
6. clear, neutral opening
7. clear explanation without admission of guilt or culpability
8. clear statement of impact or negative news
9. clear redirect with no reminders of negative news
10. clear results with acceptance or action on negative news
Presenting Negative News in Person
Most of us dislike conflict. It may be tempting to avoid face-to-face interaction for fear of
confrontation, but delivering negative news in person can be quite effective, even
necessary, in many business situations. When considering a one-on-one meeting or a
large, formal meeting, consider the preparation and implementation of the discussion.
The first step involves a clear goal. Stephen Covey (1989) recommended beginning with
the end in mind. Do you want your negative news to inform, or to bring about change, and
if so, what kind of change and to what degree? A clear conceptualization of the goal
allows you to anticipate the possible responses, to plan ahead, and to get your emotional
“house” in order.
4/8/22, 8:41 PM Writing a Bad-News Message
https://learn.umgc.edu/d2l/le/content/624457/viewContent/24899842/View 8/13
Your emotional response to the news and the audience, whether it is one person or the
whole company, will set the tone for the entire interaction. You may feel frustrated, angry,
or hurt, but the display of these emotions is often more likely to make the problem worse
than to help solve it. Emotions can be contagious, and people will respond to the
emotional tone of the speaker.
If your response involves only one other person, a private, personal meeting is the best
option, but it may not be available. Increasingly people work and contribute to projects
from a distance, via the internet and may only know each other via email, phone, or video
conferencing services. Therefore, a personal meeting may be impractical or impossible.
How then does one deliver negative news in person? By the best option available to both
parties. Written feedback may be an option via email, but it takes time to prepare, send,
receive, process, and respond—and the written word has its disadvantages.
Miscommunication and misinterpretation can easily occur, with little opportunity for
constructive feedback to check meanings and clarify perceptions.
The telephone call allows both parties to hear each other’s voices, including the words,
the inflection, the disfluencies, and the emotional elements of conversation. It is
immediate in that the possibility of overlap is present, meaning not only is proximity in
terms of voice as close as possible, but both parties may experience overlaps as they take
turns and communicate. Telephone calls allow for quick feedback and clarification
questions and allow both parties an opportunity to recycle and revisit topics for
elaboration or a better understanding. They also can cover long distances with reasonable
clarity. Voice over Internet Protocol (VoIP) allows you to do the same with relatively little
cost.
While there are distinct advantages, the telephone lacks part of the nonverbal spectrum
available to speakers in a live setting. On the telephone, proximity is a function of
response time rather than physical space and the degree to which one person is near
another. Time is also synchronous, though the telephone crosses time zones and changes
the context as one party may have just arrived at work while the other party is leaving for
lunch. Body language gets lost in the exchange as well, although many of us continue to
make hand gestures on the phone, even when our conversational partners cannot see us.
Paralanguage, or the sounds we hear that are not verbal, including pitch, tone, rate,
rhythm, pace, articulation, and pronunciation, are all available to the listener. As we can
see, the telephone call allows for a richer communication experience than written
communication, but cannot convey as much information as would be available in person.
Just as a telephone interview may be used for screening purposes while a live interview is
reserved for the final candidates, the live setting is often considered the best option for
delivering negative news.
4/8/22, 8:41 PM Writing a Bad-News Message
https://learn.umgc.edu/d2l/le/content/624457/viewContent/24899842/View 9/13
Live and in person may be the best option for direct communication with immediate
feedback. In a live setting, time is constant. The participants may schedule a breakfast
meeting, for example, mirroring schedules and rhythms. Live, face-to-face communication
comes in many forms. The casual exchange in the hallway, the conversation over coffee,
and the formal performance review meeting all have interpersonal communication in
common.
If you need to share the message with a larger audience, you may need to speak to a
group, or you might even have to make a public presentation or speech. If the speech
needs a feedback loop, we often call it a press conference, as the speech is followed by a
question and answer session. From meeting in the hallway to live, on-stage, under camera
lights and ready for questions, the personal delivery of negative news can be a challenging
task.
Presenting Negative News in Writing
Writing can be intrapersonal, between two people, group communication, public
communication, or even mass communication. One distinct advantage of presenting
negative news in writing is the planning and preparation that goes into the message,
making the initial communication more predictable. When a message is delivered orally in
an interpersonal setting, we may interrupt each other, we sometimes hear what we want
to, and it often takes negotiation and listening skills to grasp meaning. While a written
message, like all messages, is open to interpretation, the range of possibilities is narrowed
and presented within the frame and format designed by the source or author.
The written message involves verbal factors like language and word choice, but it can also
involve nonverbal factors like timing and presentation. Do you communicate the message
on letterhead, do you choose the channel of email over a hard copy letter, or do you
compose your written message in your best penmanship? Each choice communicates
meaning, and the choice of how you present your written message influences its
reception, interpretation, and the degree to which it is understood.
Let’s consider several scenarios of the written message that delivers negative news.
a community disaster such as illness (e.g., a swine flu epidemic), earthquake, wildfire,
plane crash, or a terrorism incident
an on-the-job accident with injuries or even death
a product defect resulting in injuries, illness, or even death to consumers
an unsuccessful product test (e.g., a new software system that isn’t going to be
ready for launch as planned)
4/8/22, 8:41 PM Writing a Bad-News Message
https://learn.umgc.edu/d2l/le/content/624457/viewContent/24899842/View 10/13
a company merger that may result in reductions in workforce or layoffs
In business communication, we often categorize our communication as internal or
external. Internal communication is the sharing and understanding of meaning between
individuals, departments, or representatives of the same business. External
communication is the sharing and understanding of meaning between individuals,
departments, or representatives of the business and parties outside the organization.
Across the five scenarios, we’ll consider each of these categories in turn.
The confirmation of swine flu (H1N1) may first occur with a laboratory report (itself a
written document), but it is normally preceded by conversations between health care
professionals concerned over the symptoms exhibited by patients, including a high fever, a
cough, sore throat, and a headache. According to Sally Redman, a registered nurse at
Student Health Services at Washington State University–Pullman, over 2,000 students (of
the 19,000 total student population) presented symptoms on or around August 21, 2009
(Yardley, 2009).
Communication will predictably occur among students, health care professionals, and the
community, but parents will want to know not only the status of their child but also of the
university. A written message that necessarily contains negative news may be written in
the form of a press release, for example, noting important information like the number of
students affected, the capacity of the health care system to respond, the experience to
date, and whom to contact for further details and updates. This message will be read over
and over as parents, reporters, and people across the country want to learn more about
the situation. Like all business communication, it needs to be clear and concise.
Our next scenario offers a learning opportunity as well. An on-the-job accident affects
employees and the company, and like our previous example, there will be considerable
interest. There may be interpersonal communication between company representatives
and the individual’s family, but the company will want to communicate a clear record of
the occurrence with an assurance, or statement that the contributing factors that gave
rise to the situation have been corrected or were beyond the control of the company and
its representatives.
In addition to a statement of record, and an assurance, the company will certainly want to
avoid the implication or indication of guilt or culpability. In the case of a product defect
resulting in injuries, illness, or even death to consumers, the implication of guilt or
culpability will be a relevant point of consideration. Perhaps a voluntary recall will be
ordered, proactively addressing the risk before an accident occurs. It may also be the case
4/8/22, 8:41 PM Writing a Bad-News Message
https://learn.umgc.edu/d2l/le/content/624457/viewContent/24899842/View 11/13
that the recall order is issued by a government agency. Again, a written statement
delivering negative news, in this case the recall of a product that presents a risk, must be
written with care and consultation of legal counsel.
If your company is publicly traded, the premature announcement of a software program
full of bugs, or programming errors that result in less than perfect performance, can send
the company’s stock price plummeting. How you release this information within the
organization will influence how it is received. If your written internal memo briefly states
that the software program development process has been extended to incorporate
additional improvements, the emphasis shifts from the negative to the positive. While the
negative news (the delay of release) remains, the focus on the benefits of the additional
time can influence employees’ views, and can make a difference in how the message is
received outside the organization.
The awareness of a merger, and the possibility of a reduction in workforce or layoffs, will
be discussed along the grapevine at work and will give rise to tension and anticipation of
negative news. You could simply write a short memo, “To All Employees,” not include any
contact information, and have an assistant walk around and place copies on everyone’s
chair or desk during the lunch hour. But let’s look at the message this would send to
employees. The written communication includes nonverbal aspects like timing and
presentation as well as verbal aspects like language and word choice. The timing itself
suggests avoidance of conflict, and a reluctance to address the issue with transparency.
The presentation of a memo in hard copy form on your chair from an unidentified
company representative will certainly cause confusion, may be mistaken for a prank, and
could cause considerable stress. It will contribute to increased tensions rather than
solidarity, and if trust is the foundation for all effective communication, it violates this
principle.
Negative news may not be easy to deliver, but it is necessary at times and should be done
with clarity and brevity. All parties should be clearly identified. The negative news itself
should be clear and concise. The presentation should be direct, with authority and
credibility. Communication occurs between people, and all humans experience concern,
fear, and trepidation of the unknown. The negative news message, while it may be
unwelcome, can bring light to an issue.
As we mentioned at the beginning of the section, some people prefer their bad news to
be direct and concise, while others prefer a less direct approach. Let’s weigh the pros and
cons of each approach. The table, "Direct and Indirect Delivery," contrasts the elements of
the two approaches.
Direct and Indirect Delivery
4/8/22, 8:41 PM Writing a Bad-News Message
https://learn.umgc.edu/d2l/le/content/624457/viewContent/24899842/View 12/13
Direct
Delivery Direct Example
Indirect
Deliver
y Indirect Example
Positive
introdu
ction
Thank you for your
request for leave.
Negative news
message as
introduction
Your request for leave
has been denied.
Negativ
e news
messag
e
We regret to inform you
that your request has
been denied.
Conclusion Please contact your
supervisor if you need
more information.
Conclus
ion
Please contact your
supervisor if you need
more information.
The direct approach places the negative news at the beginning of the message, while the
indirect approach packages the negative news between a positive introduction,
sometimes called a buffer or cushion, and a conclusion. Your negative message may
include the rationale or reasons for the decision.
The direct approach is often associated with a message where the audience values
brevity, and the message needs to be concise. A positive introduction often introduces the
topic, but not the outcome. An effective negative news statement clearly states the
message while limiting the possibility of misinterpretation. An effective closing statement
may provide reasons, reference a policy, or indicate a procedure to follow for more
information.
4/8/22, 8:41 PM Writing a Bad-News Message
https://learn.umgc.edu/d2l/le/content/624457/viewContent/24899842/View 13/13
Delivering negative news involves a buffer or cushion statement, an
explanation, the negative news itself, and a redirecting statement.
Whether you choose a direct or an indirect approach, the message
should be delivered clearly and concisely, with respect for the receiver
and the organization.
References
Bovee, C., & Thill, J. (2010). Business communication essentials: A skills-based approach
to vital business English (4th ed.). Upper Saddle River, NJ: Prentice Hall.
Covey, S. (1989). The seven habits of highly effective people. New York, NY: Simon &
Schuster.
Limaye, M. R. (1997, June 1). Further conceptualization of explanation in negative
messages. Business Communication Quarterly, 60(2), 38–50.
Yardley, W. (2009, September 6). 2,000 Washington state students report signs of swine
flu. The New York Times. Retrieved from
http://www.nytimes.com/2009/09/06/health/06flu.html?_r=1
Licenses and Attributions
Chapter 17: Negative News and Crisis Communication
(https://saylordotorg.github.io/text_business-communication-for-success/s21-negative-
news-and-crisis-commu.html) from Business Communication for Success was adapted
by Saylor Academy and is available under a Creative Commons Attribution-
NonCommercial-ShareAlike 3.0 Unported (https://creativecommons.org/licenses/by-nc-
sa/3.0/) license without attribution as requested by the work's original creator or
licensor. UMGC has modified this work and it is available under the original license.
© 2022 University of Maryland Global Campus
All links to external sites were verified at the time of publication. UMGC is not responsible for the validity or integrity
of information located at external sites.
Key Points