The Writing of Business

Chapter 6: Writing with GRACE in Difficult Situations: Conflict, Disagreement, and Emotion

Complaint Letters

Decide exactly what your problem is and what needs to happen to satisfy you.

Narrate and amplify, as simply and specifically as you can, what happened and why it was problematic for you.

Explain what you would find a satisfactory resolution of this problem and who specifically needs to be involved in this resolution.

Test your argument to be sure
that you've made a plausible claim embodying your needs and goals
that you've cited necessary supporting data
and that you've taken into account the legal and ethical principles and assumptions warranting your claim

Step back from your emotion and think about the problem strategically and rhetorically; the primary goal of you letter should not be emotional catharsis.

To harness your emotion effectively, use the "when you . . ." convention for framing your complaint.

Bad News Letters

Since bad news letters tell your reader no-that you can't solve a problem, fulfill a request, or buy a product or service-you need to find ways to mitigate the reader's discomfort, risk, or inconvenience.

Decide if you want to end negotiations or keep them open.

Make sure your reader knows you've understood: people need to know that they've been heard and understood even if the reply isn't the one they were hoping for.

Consider using the balanced organizational convention, in which your main point, the bad news, is sandwiched in the middle of the letter and stated only once.

Provide alternative solutions to the reader's problem, if possible, and assure him or her of your goodwill.

Choose your format carefully, deciding whether the balanced format is the most appropriate for your goals and reader.

If possible, close with a buffer that affirms a friendly, professional relationship and looks forward to future collaboration.

When you need to bring an association to a close, don't raise false hopes or make statements in your closing that could be construed as commitments to ongoing association.

Negotiation Letters

Start with a firm position based on careful, principled analysis of your real needs.

Determine ahead of time your BATNA: your best alternative to a negotiated agreement. Then you can negotiate firmly and in good faith.

Remember that the primary goal is to keep negotiations moving forward.

Don't be surprised by disagreement, conflict, and emotion.

When disagreement, conflict, and anger occur, resolve to use them productively.

Decide whether this situation, at this moment, constitutes a fight, a game, or a debate.

Move the conflict in the direction of a debate or, preferably, a mutual problem-solving negotiation.

For questions and suggestions, please e-mail us at kilbornj@stcloudstate.edu or rinkster@stcloudstate.edu.

The print version of the Instructor's Manual for The Writing of Business
was written by Robert P. Inkster and Judith M. Kilborn for Allyn and Bacon.
This web version of the manual was coded by Judith M. Kilborn.