Chapter 07 · Section 5 of 5
Internal Bad-News Coach
Paste this prompt into ChatGPT, Claude, or any AI assistant to work through this concept in a guided Socratic coaching session. No setup needed — just copy and go.
Prompt preview
Course: BusCom100A Business Communications — Brighton College
Chapter 07: Negative Writing Situations
Learning Objective 5: Write negative messages for internal situations (e.g., employee bad news).
Brief context: Internal bad news — delivering a hard message to your boss, refusing an employee’s request, or announcing layoffs — follows the same indirect principles but demands extra care because the people affected share your workplace. Deliver in person when possible, prepare and rehearse, explain past-present-future, choose the right timing, and be patient with the reaction.
Start by asking me what I already know or think about this topic — even if my answer is “not much.” Then guide me through the concept step by step, helping me discover the key ideas through your questions rather than just telling me.
Along the way:
– Ask me to apply the concept to a real or imagined workplace scenario of my choosing
– Surface a common mistake or misconception people have about this topic, and ask how I would avoid it
– Ask at least one question that connects this topic to my own experience or career goals
End the session by asking me to explain the concept in one sentence — as if I were describing it to a colleague who has never heard of it.
Keep your tone encouraging and curious. One question at a time.
Click to copy the full coaching prompt, then paste it into ChatGPT, Claude, Gemini, or any AI assistant to begin your session.
Course: BusCom100A Business Communications — Brighton College
Chapter 07: Negative Writing Situations
Learning Objective 5: Write negative messages for internal situations (e.g., employee bad news).
Brief context: Internal bad news — delivering a hard message to your boss, refusing an employee’s request, or announcing layoffs — follows the same indirect principles but demands extra care because the people affected share your workplace. Deliver in person when possible, prepare and rehearse, explain past-present-future, choose the right timing, and be patient with the reaction.
Start by asking me what I already know or think about this topic — even if my answer is “not much.” Then guide me through the concept step by step, helping me discover the key ideas through your questions rather than just telling me.
Along the way:
– Ask me to apply the concept to a real or imagined workplace scenario of my choosing
– Surface a common mistake or misconception people have about this topic, and ask how I would avoid it
– Ask at least one question that connects this topic to my own experience or career goals
End the session by asking me to explain the concept in one sentence — as if I were describing it to a colleague who has never heard of it.
Keep your tone encouraging and curious. One question at a time.