Module 11 is titled “Negative Messages.” In a negative message, the basic information is negative, which means that the reader is going to be disappointed or angry. The use of negative messages is a common occurrence in business. How we present the negative messages and what we write and say can directly affect how our audience will respond to our message. It will also affect how they view us and our organization. The primary purpose of a negative message is to give the reader the bad news. The goal for the writer is to have the reader read, understand, and accept the message. Hopefully we can maintain as much goodwill as possible. Some secondary purposes for a negative message are to build a good image of the writer, the writer’s organization, and to reduce or eliminate future correspondence on the same subject, which creates more work for the writer. The message should convey to the reader that they are taken seriously, our decision is fair and reasonable, and if they were in our shoes, they would make the same decision. Only use a negative subject line if you think the reader may ignore the message. Letters to people outside your organization should be indirect to build goodwill. When writing to your superiors, you need to propose solutions, not just report a problem. When writing to peers and subordinates, try to get their input in dealing with negative situations. Avoid saying that you cannot do something. If you do not have a good reason, omit the reason rather than use a weak one. Even if you have a strong reason, omit it if it makes the company look bad. Be sure that what is stated in the message will be crystal clear to the reader. If you give an alternative, give readers all the information they need to act on it. This allows the reader to reestablish their sense of psychological freedom. Avoid endings that seem insincere. When sending a negative message to your superior, try to recommend a way to deal with a problem. Try to turn the negative message into a persuasive one. If you can use a thank-you in the first paragraph, it will allow you to start out on a positive note.
Module 12 is titled “Persuasive Messages.” The first section in Module 12 is “What is the best persuasive strategy?” There are four basic short-term strategies that exist: direct request, problem-solving persuasion, sales, and reward and punishment. The writer should use the direct request pattern when the audience will do as you ask without any resistance, or when you need a response only from the people who are willing to act. It should also be used when the audience is busy and may not read all the messages received, or when your organization’s culture prefers direct requests. The writer should use the problem-solving pattern when the audience is likely to object to doing as you ask, or when you need action from everyone. It should also be used when you trust the audience to read the entire message, or you expect logic to be more important than emotion in the decision. A strategy that works in one organization may not work somewhere else. Corporate culture is not written down. It is learned by imitation and observation. It is a good idea to observe how the valued employees in your organization format and complete their work. Role models and advice are two ways that organizations communicate their cultures to newcomers. Different ethnic and national cultures also have different preferences.
Module 12 advised that in the 21st century, that businesses depend more and more on persuasion and encouraging their employees to buy in to the goals of the organization in order to get quality work done. Persuasive messages include; orders and requests, proposals and recommendations, sales and fund-raising letters, job application letters, and reports. Reports are used when they are recommending action. Persuasive messages are also used in an effort to change people’s behavior; such as collection letters, performance appraisals, and public service ads designed to reduce such things as drunken driving or drug use. In a direct request, put the request, the topic of the request, or a question in the subject line. When you have a reluctant reader, putting the request in the subject line just gets a quick no before you have a chance to give all of your arguments. One option is to use a directed subject line that makes your stance on the issue clear. Another option is to use common ground or a reader benefit that shows the reader that this message will help him. Although your first paragraph may be negative in a problem-solving message, your subject line should be neutral or positive to show that you are solving a problem, not just reporting one. In direct requests, start with the request. In a problem-solving message, start with the problem you share. Whenever you expect a quick agreement, save the reader’s time by presenting the request directly. Use an indirect approach and the problem-solving pattern of organization when you expect resistance from your reader. The easiest way to learn about objections your audience may have is to ask knowledgeable people in your organization or community. People are more easily persuaded by someone they see as expert, powerful, attractive, or trustworthy. You want to be factual, specific, and reliable. The writer can build emotional appeal by making the reader want to do what you ask. Try to avoid writing messages that sound parental or preachy by using the appropriate tone. Try to offer reasons for the reader to act promptly.
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