Ch. 12 - Bad News Messages

Why is it important to gather facts from a variety of sources so you can make fair, objective decisions before delivering bad news? Multiple select question. 1. Although the situation might be upsetting, usually the solution should not be based on emotion. 2. Your initial interpretation of the situation might not be the only valid way to look at it. 3. After collecting numerous facts, you can direct the focus away from yourself and onto others. 4. Since the consequences of the bad news might be severe, you should be sure of the facts and possible solutions.

1. Although the situation might be upsetting, usually the solution should not be based on emotion. 2. Your initial interpretation of the situation might not be the only valid way to look at it. 4. Since the consequences of the bad news might be severe, you should be sure of the facts and possible solutions.

Which three of the following should be done when giving a negative performance review? Multiple select question. 1. Ask the employee why the performance is not better. 2. Explain how poor individual performance affects the organization. 3. Seek solutions that emphasize optimism for the employee's future with the company. 4. Blame the employee for damaging the well-being of the company.

1. Ask the employee why the performance is not better. 2. Explain how poor individual performance affects the organization. 3. Seek solutions that emphasize optimism for the employee's future with the company.

Which of the following are good strategies to use when delivering negative performance reviews? Multiple select question. 1. Explain that the employee's underperformance affects the organization. 2. To keep the person from becoming defensive, be flexible instead of firm. 3. Investigate reasons for the person's inadequate work. 4. Mention that poor performance limits the person's opportunities at the company.

1. Explain that the employee's underperformance affects the organization. 3. Investigate reasons for the person's inadequate work. 4. Mention that poor performance limits the person's opportunities at the company.

Which of the following is a recommended guideline for delivering bad news? 1. Get to the bad news fairly quickly. 2. Skirt around the bad news to protect the person's feelings. 3. Focus less on facts and more on personal connections. 4. Repeatedly explain how you feel bad for the person.

1. Get to the bad news fairly quickly.

Which of the following questions should you ask when applying the FAIR test? Multiple select question. 1. How accessible or transparent are my motives and reasoning? 2. How factual is my communication? 3. How does my communication impact stakeholders? 4. How will this message affect the market?

1. How accessible or transparent are my motives and reasoning? 2. How factual is my communication? 3. How does my communication impact stakeholders?

Which of the following are recommended practices for written bad-news communications to customers? Multiple select question. 1. Include the same basic elements as other bad-news messages. 2. Point out alternatives the customer can control. 3. Use aggressive verbs and "you" statements. 4. Focus on the effect of customers' actions on the company.

1. Include the same basic elements as other bad-news messages. 2. Point out alternatives the customer can control.

Which of the following statements about performance feedback are true? Multiple select question. 1. It helps you improve your skills. 2. It can be counterproductive if you react to it improperly. 3. It is important, even if it is negative. 4. It tells you little about how to improve your skills.

1. It helps you improve your skills. 2. It can be counterproductive if you react to it improperly. 3. It is important, even if it is negative.

Which of the following statements are true about bad-news messages? Multiple select question. 1. They should be delivered promptly. 2. They should include many complex details and rationalizations. 3. They can be delivered through different appropriate channels. 4. They should show goodwill toward the recipients.

1. They should be delivered promptly. 3. They can be delivered through different appropriate channels. 4. They should show goodwill toward the recipients.

Which of the following are common types of buffers for bad-news messages? Multiple select question. 1. a neutral statement 2. giving a compliment 3. placing blame 4. appreciation

1. a neutral statement 2. giving a compliment 4. appreciation

Which of the following are appropriate for an effective delivery in person of bad news to a client? Multiple select question. 1. a rationale followed by the bad news 2. an explanation of how the news will immediately affect the person's situation 3. a buffer to let the person get ready emotionally to hear the news 4. a closing that focuses on prior disagreements

1. a rationale followed by the bad news 2. an explanation of how the news will immediately affect the person's situation 3. a buffer to let the person get ready emotionally to hear the news

Face-to-face performance reviews Multiple select question. 1. are a regular occurrence for most professionals. 2. are stressful for both managers and employees. 3. tend to be more stressful when they are negative. 4. usually lead to a false sense of optimism.

1. are a regular occurrence for most professionals. 2. are stressful for both managers and employees. 3. tend to be more stressful when they are negative.

You should review bad-news messages Multiple select question. 1. because recipients may misinterpret the news. 2. only if they affect people outside your organization. 3. before the bad news is sent. 4. to make sure you are being respectful.

1. because recipients may misinterpret the news. 3. before the bad news is sent. 4. to make sure you are being respectful.

When giving a negative performance review of an employee, you should 1. comment only on things that you have observed, not thoughts and feelings. 2. focus only on the attitude of the employee. 3. provoke the employee into becoming defensive and speaking up. 4. act as if the employee has personally hurt your feelings.

1. comment only on things that you have observed, not thoughts and feelings.

When making decisions concerning bad news, you should Multiple select question. 1. evaluate your own emotions. 2. verbally attack anyone who questions your assumptions. 3. remove defensiveness and favoritism from your judgment. 4. collect information from different sources.

1. evaluate your own emotions. 3. remove defensiveness and favoritism from your judgment. 4. collect information from different sources.

Delivering bad news with the feelings of the recipient in mind involves Multiple select question. 1. explaining why the decision was made. 2. keeping the entire message indirect. 3. keeping any buffer statement short. 4. stating the bad news quickly.

1. explaining why the decision was made. 3. keeping any buffer statement short. 4. stating the bad news quickly.

The failure to share bad news within an organization Multiple select question. 1. sometimes happens because employees don't want to be blamed when things go wrong. 2. is a characteristic of a high-performing organization. 3. leads to lower morale within the organization. 4. gives top-level officials the impression that things are more positive than they actually are.

1. sometimes happens because employees don't want to be blamed when things go wrong. 3. leads to lower morale within the organization. 4. gives top-level officials the impression that things are more positive than they actually are.

How can people boost their credibility when delivering bad news? Multiple select question. 1. tell the truth in difficult situations 2. view the occasion opportunistically 3. bear responsibility for their own role in the situation 4. try to lessen the negative impact on others who are involved

1. tell the truth in difficult situations 3. bear responsibility for their own role in the situation 4. try to lessen the negative impact on others who are involved

How can people boost their credibility when delivering bad news? Multiple select question. 1. try to lessen the negative impact on others who are involved 2. bear responsibility for their own role in the situation 3. view the occasion opportunistically 4. tell the truth in difficult situations

1. try to lessen the negative impact on others who are involved 2. bear responsibility for their own role in the situation 4. tell the truth in difficult situations

Which of the following were findings from research on the delivery of bad news in the financial industry? Multiple select question. 1. Complex legal jargon increased customer confidence. 2. Complete explanations drastically increased customers' trust in the bank. 3. Clear, specific language promotes trust. 4. Customers suspect banks that use vague language.

2. Complete explanations drastically increased customers' trust in the bank. 3. Clear, specific language promotes trust. 4. Customers suspect banks that use vague language.

Which of the following are good strategies to use when delivering negative performance reviews? Multiple select question. 1. To keep the person from becoming defensive, be flexible instead of firm. 2. Explain that the employee's underperformance affects the organization. 3. Mention that poor performance limits the person's opportunities at the company. 4. Investigate reasons for the person's inadequate work.

2. Explain that the employee's underperformance affects the organization. 3. Mention that poor performance limits the person's opportunities at the company. 4. Investigate reasons for the person's inadequate work.

When is it usually acceptable to provide written notice of bad news to external partners? (Choose every correct answer.) Multiple select question. 1. As long as you do not follow up with a visit or phone call 2. If you are replying to a written request 3. When the bad news is not severe 4. When your audience prefers corresponding in written form

2. If you are replying to a written request 3. When the bad news is not severe 4. When your audience prefers corresponding in written form

Which of the following considerations in timing the delivery of bad news are true? Multiple select question. 1. The timing for delivering bad news has little influence on how people receive the message. 2. If you deliver bad news without knowing the details, you can create unnecessary worry. 3. You can lose credibility if others think you have wrongfully waited to deliver bad news. 4. "Delivering bad news in a timely fashion" means putting off any announcements as long as possible.

2. If you deliver bad news without knowing the details, you can create unnecessary worry. 3. You can lose credibility if others think you have wrongfully waited to deliver bad news.

Which of the following are ways in which you can make the situation better for recipients of bad news? Multiple select question. 1. Assure recipients that they had no role in the problem. 2. Understand how the news affects recipients. 3. Deliver the news in a timely manner. 4. Use the right mix of communication channels.

2. Understand how the news affects recipients. 3. Deliver the news in a timely manner. 4. Use the right mix of communication channels.

Which of the following are ways in which you can make the situation better for recipients of bad news? Multiple select question. 1. Assure recipients that they had no role in the problem. 2. Use the right mix of communication channels. 3. Understand how the news affects recipients. 4. Deliver the news in a timely manner.

2. Use the right mix of communication channels. 3. Understand how the news affects recipients. 4. Deliver the news in a timely manner.

Why should you give feedback only on observable behaviors during a performance review? Multiple select question. 1. Such feedback gives you extra power over employees. 2. You can never be sure that you know someone's thoughts and feelings. 3. If you focus on attitudes, you will seem judgmental. 4. The employee is less likely to become defensive.

2. You can never be sure that you know someone's thoughts and feelings. 3. If you focus on attitudes, you will seem judgmental. 4. The employee is less likely to become defensive.

To soften the blow of bad news in written communications. you could use Multiple select question. 1. an accusatory claim. 2. a buffer statement. 3. a neutral subject line for the message. 4. a letterhead with hearts on it.

2. a buffer statement. 3. a neutral subject line for the message.

Which of the following would be a good example of a buffer in a bad-news message? 1. a wooden table that is placed between the deliverer and recipients of bad news 2. a neutral statement in the subject line of an email 3. free coupons for products or services offered by a company delivering bad news 4. a paragraph accusing the recipient of wrongdoing

2. a neutral statement in the subject line of an email

Face-to-face performance reviews 1. have little emotional impact on managers. 2. are often intensely stressful for managers 3. are among the least stressful experiences for employees. 4. generate less stress when they are negative.

2. are often intensely stressful for managers

When delivering bad news, it is important to 1. deny any wrongdoing. 2. be honest and open. 3. blame upper management. 4. withhold specific details.

2. be honest and open.

In a business situation, after delivering bad news and explaining why things turned out this way, you should 1. ask recipients what additional sacrifices they can make for the company. 2. discuss what this development means for the recipients. 3. explain what is good about it and how it could be worse. 4. discuss what it means for the sender

2. discuss what this development means for the recipients.

Seeking performance feedback at work Multiple choice question. 1. is only a good idea if you are sure it will be positive. 2. helps you develop skills to move ahead. 3. puts you at risk for being made into a scapegoat. 4. is looked upon unfavorably in most organizations.

2. helps you develop skills to move ahead.

When important decisions must be made, but there is not yet much information available, Multiple select question. 1. the safest strategy is to wait quite some time before telling others about the problem. 2. people frequently assume the worst. 3. people tend to spread rumors about what is happening. 4. leaders lose credibility if people think they are withholding information.

2. people frequently assume the worst. 3. people tend to spread rumors about what is happening. 4. leaders lose credibility if people think they are withholding information.

Bad-news messages 1. should be delivered as late as possible to soften the blow. 2. require more of an effort to serve others than other message types. 3. typically generate little emotion in the deliverer. 4. typically include many technical details and specifications.

2. require more of an effort to serve others than other message types.

When discussing bad news, 1. the recipient's nonverbal behavior should be ignored. 2. the delivery of the message can be more important than the content. 3. any emotion shown during the delivery will have little influence on the future. 4. it is wise to avoid giving any nonverbal clues that show your concern.

2. the delivery of the message can be more important than the content.

One major difference between direct and indirect bad-news messages is that 1. direct bad-news messages cannot be delivered in a written form. 2. the order of delivering the news and providing a rationale are switched. 3. the order of easing in with a buffer and showing goodwill are reversed. 4. indirect bad-news messages must follow a direct bad-news message.

2. the order of delivering the news and providing a rationale are switched.

Which of the following are true about discussing the short-term effects of bad news? (Choose every correct answer.) Multiple select question. 1. It is best to avoid discussing the negative consequences, because it is unpleasant and may anger recipients. 2. Focusing on the "silver lining" of the situation is a sure way to help the person feel more optimistic. 3. Skipping a discussion of the negative impact on the recipients will make them see you as detached from their needs. 4. It is important to discuss what the bad news means to recipients, instead of minimizing it.

3. Skipping a discussion of the negative impact on the recipients will make them see you as detached from their needs. 4. It is important to discuss what the bad news means to recipients, instead of minimizing it.

It makes sense to provide bad news in writing to someone when you 1. have bad news with a high level of severity. 2. are providing an informal notice. 3. are replying to a written request. 4. have worked with the person for a long time.

3. are replying to a written request.

When delivering most bad-news messages, you should 1. give the bad news immediately in a brief message 2. hint at the bad news with the expectation that the recipient will ask what the bad news is. 3. ease into the bad news to give the recipient time to adjust to the shock. 4. give the bad news immediately, followed by a discussion of the options available

3. ease into the bad news to give the recipient time to adjust to the shock.

One important aspect of delivering bad-news messages is to 1. tell the news bluntly so it will seem better later. 2. avoid the urge to discuss the long-term outlook. 3. give the news without waiting too long. 4. choose one trusted channel to convey the message.

3. give the news without waiting too long.

The most effective way to deliver bad news with medium to high severity to a long-time business partner or client would be to communicate 1. through email. 2. via social media. 3. in person. 4. through a certified letter.

3. in person.

In a bad-news message, a buffer 1. spells out issues of disagreement between parties. 2. assumes responsibility for bad news. 3. should appear at the beginning of a message. 4. should appear at the end of a message.

3. should appear at the beginning of a message.

To express sympathy for people who are receiving bad news, you should 1. take responsibility regardless of who is at fault. 2. describe your feelings of condolence at length. 3. show genuine concern and appreciation. 4. tell them a story about one time when you received bad news.

3. show genuine concern and appreciation.

In direct bad-news messages, 1. a rationale is provided, then the bad news is delivered. 2. the rationale is used to blame the recipient for the bad news 3. the bad news is delivered, then a rationale is provided. 4. the bad news is delivered, but a rationale is not provided.

3. the bad news is delivered, then a rationale is provided.

The filtering of bad news at each level of an organization is known as 1. the shuttle effect. 2. initial buffering. 3. the mum effect. 4. negative delivery.

3. the mum effect.

Why might you write a bad-news message and then wait to read it again a few days later before sending the message? 1. Most industries require a seven-day confirmation period before information can be released to the public. 2. The wait gives someone else an opportunity to step up and deliver the news so that you do not have to. 3. The longer you wait to give people bad news, the more positively they will respond to your message. 4. Strong emotions from your having just learned about the bad news may have influenced the tone you used when writing the message.

4. Strong emotions from your having just learned about the bad news may have influenced the tone you used when writing the message.

One important consideration when delivering bad news to customers is to 1. explain in detail why you cannot give them what they want. 2. protect the company from liability by repeatedly pointing out the customer's mistakes. 3. make sure they understand that they have little control over the situation. 4. avoid placing the blame for the situation on them.

4. avoid placing the blame for the situation on them.

The statement designed specifically to soften the blow at the beginning of a bad-news message is known as a 1. mum. 2. channel. 3. rationale. 4. buffer.

4. buffer.

Research indicates that when banks told customers why they reached bad-news decisions, 1. the customers felt that they were being patronized. 2. the banks' profits declined steeply. 3. other banks refused to deal with them. 4. it increased the trust that customers felt toward the banks.

4. it increased the trust that customers felt toward the banks.

True or false: Reviewing bad-news messages is important only for written bad-news messages. True false question. True False

False

True or false: For most bad-news messages, the rationale for the bad news is given first. True false question. True False

True