Delivering Bad News Flashcards
Improving applicants’ reactions to rejection letters
Would, should and could reducing explanations
Would reducing explanations (i.e., explanations detailing qualifications of the individual who received the job)
Should reducing explanations (i.e., explanations of the appropriateness of the selection process)
Could reducing explanations (i.e., explanations of external conditions that led to a hiring freeze)
Service Recovery
Retaining current customers is more profitable than obtaining new customers.
Service failure is difficult or impossible to eliminate.
The objective of service recovery is to lessen or eliminate any damage done and, ultimately, to retain a once dissatisfied customer.
The service recovery paradox (SRP)
A situation in which post-recovery satisfaction is greater than that prior to the service failure when customers receive high recovery performance.
The process of service recovery
Acknowledgement: Acknowledging that a problem has occurred
Empathy: Understanding the problem from a customer’s point of view.
Apology: Saying sorry
Own the problem: Taking ownership of the customer and the issue
Fix the problem: Fixing, or at least trying to fix the problem for the customer
Provide assurance: Providing assurance that the problem has been/will be sorted and should not occur again
Provide compensation: Providing a refund, and/or a token and/or compensation, depending on the severity of the problem
Hareli & Eisikovits, 2006)
The knowledge that guilt and/or shame motivated the apology increases forgiveness. In contrast, knowledge that pity induced the apology decreases forgiveness
Components of a good apology:
Acceptance of responsibility
Expressions of empathy
Offers of compensation/help
Must perceived to be trustworthy, genuine, and sincere (a bad apology is worse than no apology)
Erasing in
The manager recognizes a situation/problem, crafts a solution, and then asks the employee a set of carefully crafted questions to help him/her reach the same conclusions.
Problem with erasing in
The manager might not get the answers he/she seeks.
The manager is only prepared for the ‘correct’ answers.
Why do we commit errors in framing?
Fundamental attribution error (leads to overly simplistic interpretations)
Subconscious mindsets that lead to binary framing
False consensus effect (assuming that others see a situation as we see it)
Stress
