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Abstract
This study is a preliminary investigation into the phenomena of delivering and receiving bad news in an organizational context. Three research questions were developed from a review of literature. The questions are: (1) What is bad news in an organizational context? (2) What strategies have been used to deliver bad news? (3) To what extent is the delivery of bad news "a rule-conforming sequence of symbolic actions"?
Using a critical incident methodology and data triangulation, the study proposes a five-category system of classifying bad news in the context of business and professional organizations: They are working conditions, pay and salary, personal issues, personnel issues, and communication. These are listed in decreasing order of frequency. Four hundred and fifty four individuals responded to the questions in one form or another. The study also suggests that the delivery of bad news is best explained by using the persuasive interview as a communication model. The study found that in 83 out of 192 critical incidents, where the deliverer of bad news was able to provide some rationale, a sanctioning agent, or acceptable warrant for the bad news message, the receiver of such a message was able to accept the message. Anger and denial were typical reactions to message which did not include rationales, sanctioning agents, or warrants.
