Rapid change has been the keynote to survival and business success in the 1990s. Even highly successful organisations have had to communicate bad news at times. This paper is based on the premise that change will be smoother if the ‘bad news’ elements are properly communicated — both within the organisation and externally. It draws on the author's personal views, based on his experiences with Parcelforce, the UK's largest parcels carrier. The paper sets out a basis for communicating bad news, highlighting the importance of careful planning and discussing the role of the communications team in leading the process. It provides a range of practical examples front Parcelforce's experience over the last five years.
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