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In terms of maintaining credibility, the most important quality to convey when delivering bad news is |
honesty |
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Which of the following is a likely consequence of a person waiting a long time to deliver bad news? |
The bad news recipient’s will speculate and gossip |
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Which of the following is an example of a bad news message characterized by low severity and high controllability? |
One colleague rejecting another colleague’s idea |
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Which of the following is the richest communication channel for delivering bad-news messages? |
personal meetings |
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Which of the following communication channels should ideally be used for a bad-news message that is |
A personal meeting |
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Which of the following is the best example of a buffer in a message to turn down a job applicant? |
Thank you for your interest in the market research position at Bookworm Inc. |
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In the context of bad news, a teaser message is a message that |
prepares recipients emotionally yet does not reveal specific information. |
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Serena, a bank manager at the United Front Bank, heads the business loan department. She wants to communicate to all of the bank’s long-term customers that interest rates on business loans are increasing by a full percentage point. |
She should use specific and simple language |
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Which of the following would damage the effectiveness of a written message designed to convey bad |
avoiding discussion of the immediate impact of the bad news on recipients |
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Which of the following helps organizations maintain credibility when delivering bad news? |
providing a clear rationale |
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To keep an organization free of the mum effect, it is necessary to |
foster a transparent and open work culture. |
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Which of the following is the best example of a company experiencing the mum effect? |
In Sandman Corp., as messages move up the chain of bureaucracy, they get filtered at each level to soften bad news |
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Which of the following is an example of an external partner? |
A supplier |
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While delivering bad news in writing to customers, use |
passive verbs |
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Ideally, which of the following should a manager avoid when delivering negative performance reviews |
Sugarcoating the bad news |
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Lane has to deliver his first negative performance review. He should make sure to |
focus on the unacceptable actions and their results. |
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The sandwich approach to delivering bad news |
softens the bad news but encourages bad performance |
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In delivering negative performance reviews, a focus on the ______ of an employee is least likely to |
Actions |
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Negative performance reviews that lack measurable and realistic goals are most likely to . |
demoralize employees. |
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To avoid counterproductive responses to negative emotions such as fear, anxiety, and anger, a person |
learn to recognize and name these emotions. |
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Which of the following is an example of reframing thoughts in order to respond to negative feedback |
Getting an honest assessment of my work will help me succeed. |
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Arnold was angry because he believed that his boss did not pay enough attention to his work. As a result, Arnold convinced himself that he was fine without feedback. This means that Arnold |
is displaying a counterproductive response to a negative emotion |
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Which of the following statements is true of reviewing bad news messages before delivering them? |
Strong emotions may affect the tone of the message, therefore bad news messages need intense reviewing. |
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Which of the following questions will help you review bad news message to evaluate the "access" aspect of the FAIR tests? |
Are my motives clear, or will others perceive that I have a hidden agenda? |
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