Explain how to use the indirect approach effectively when conveying negative news.
The indirect approach helps prepare readers for the bad news by presenting the reasons for it first. However, the indirect approach is not meant to obscure bad news, delay it, or limit your responsibility. Rather, the purpose of this approach is to ease the blow and help readers accept the situation. When done poorly, the indirect approach can be disrespectful and even unethical. But when done well, it is a good example of audience-oriented communication crafted with attention to ethics and etiquette. Showing consideration for the feelings of others is never dishonest.
Use the indirect approach when some preparation will help your audience accept your bad news.
Messages using the indirect approach open with a buffer: a neutral, noncontroversial statement that establishes common ground with the reader (refer to Figure 9.1). A good buffer can express your appreciation for being considered (if you’re responding to a request), assure the reader of your attention to the request, or indicate your understanding of the reader’s needs. A good buffer also needs to be relevant and sincere.
A well-written buffer establishes common ground with the reader.
In contrast, a poorly written buffer might trivialize the reader’s concerns, divert attention from the problem with insincere flattery or irrelevant material, or mislead the reader into thinking your message actually contains good news.
Poorly written buffers mislead or insult the reader.
Consider these possible responses to a manager of another department who requested some temporary staffing help from your department (a request you won’t be able to fulfill):
Our department shares your goal of processing orders quickly and efficiently.
As a result of the last downsizing, every department in the company is running shorthanded.
You folks are doing a great job over there, and I’d love to be able to help out.
Those new state labor regulations are driving me crazy over here; how about in your department?
Establishes common ground with the reader and validates the concerns that prompted the original request—without promising a positive answer
Establishes common ground, but in a negative way that downplays the recipient’s concerns
Potentially misleads the reader into concluding that you will comply with the request
Trivializes the reader’s concerns by opening with an irrelevant issue
Only the first of these buffers can be considered effective; the other three are likely to damage your relationship with the other manager—and lower his or her opinion of you. Table 9.2 shows several types of effective buffers you could use to tactfully open a negative message.
Given the damage that a poorly composed buffer can do, consider every buffer carefully before you send it. Is it respectful? Is it relevant? Does it avoid any chance of misleading the reader? Does it provide a smooth transition to the reasons that follow? If you can answer yes to every question, you can proceed confidently to the next section of your message. However, if any nagging doubts suggest that your buffer sounds insincere or misleading, it probably is, in which case you’ll need to rewrite it.
An effective buffer serves as a transition to the next part of your message, in which you build up the explanations and information that will culminate in your negative news. An ideal explanation section leads readers to your conclusion before you come right out and say it. In other words, the reader has followed your line of reasoning and is ready for the answer. By giving your reasons effectively, you help maintain focus on the issues at hand and defuse the emotions that always accompany significantly bad news. In the blog post that announced Chargify’s new pricing model (see page ), for example, CEO Lance Walley explained how the company’s costs had risen as it worked to improve the reliability and security of its services.7