Chapter 6: Adapting Message to Medium

Introduction: The Medium IS the Message

In 1964, media theorist Marshall McLuhan coined a phrase that would reshape how we think about communication: "The medium is the message." His insight was that the channel through which we communicate is not just a neutral carrier of content -- it actively shapes how the message is received, interpreted, and remembered.

Think about it: receiving the words "You're fired" in a text message feels fundamentally different from hearing them face-to-face. The content is identical, but the experience -- and the meaning -- changes entirely based on the medium. The channel you choose communicates something before a single word is read or heard.

Why Channel Choice Matters

Research consistently shows that communication failures in the workplace are caused not only by what people say but by how they choose to say it. Consider these realities:

Mismatched urgency: Sending an urgent request via email when a phone call is needed can cost hours or days.
Emotional misreads: Sensitive feedback delivered over chat lacks the tone and facial cues needed to soften the message.
Information overload: A 2,000-word email when a 3-slide presentation would do causes the audience to disengage.
Missing records: A verbal agreement with no written follow-up leads to "I never agreed to that."
Cultural signals: Choosing to text instead of call can signal disrespect in cultures that value personal connection.

What You'll Learn in This Chapter

The communication channel spectrum -- from richest to most permanent
How to master written communication: emails, reports, documentation, and memos
The strengths and limits of spoken communication: face-to-face, phone, and video
When and how to use visual communication: slides, diagrams, and infographics
Digital communication norms: chat, social media, and text messaging
A decision framework for choosing the right channel every time
How to adapt a single message across multiple mediums
Common channel mistakes and how to avoid them

By the end of this chapter, you will not simply pick a channel out of habit -- you will make deliberate, strategic choices that amplify your message and serve your audience.

The Communication Channel Spectrum

Every communication channel falls on a spectrum defined by two competing qualities: richness and permanence. Understanding this tradeoff is the foundation of channel selection.

Richness vs. Permanence: The Core Tradeoff

Richness refers to how much information a channel can carry beyond just words. Facial expressions, tone of voice, gestures, immediate feedback -- these are elements of richness. The richer the channel, the less likely a message is to be misunderstood.

Permanence refers to how well a channel creates a lasting, reviewable record. Written documents can be saved, searched, and referenced. A conversation disappears the moment it ends unless someone takes notes.

No single channel maximizes both. The art of communication is knowing when richness matters more -- and when permanence does.

The Spectrum: From Richest to Most Permanent

Channel	Richness	Permanence	Speed	Best For
Face-to-Face	Highest	Lowest	Immediate	Sensitive topics, relationship building, complex negotiations
Video Call	High	Low-Medium	Immediate	Remote collaboration, presentations, team check-ins
Phone Call	Medium-High	Low	Immediate	Quick decisions, personal check-ins, clarifications
Chat / Instant Message	Low-Medium	Medium	Near-instant	Quick questions, status updates, informal coordination
Email	Low	High	Asynchronous	Formal requests, documented decisions, cross-team communication
Report / Document	Low	Highest	Slow	Analysis, proposals, policies, reference material

The Synchronous vs. Asynchronous Divide

Another critical distinction is whether communication happens in real time:

Synchronous (face-to-face, video, phone): Both parties are present at the same time. Enables immediate feedback but requires schedule alignment.
Asynchronous (email, reports, recorded video, chat): The sender and receiver engage at different times. Allows thoughtful responses and accommodates different time zones but can delay resolution.

Neither is inherently better. The right choice depends on how urgently feedback is needed, how complex the topic is, and whether your audience is in the same time zone.

The "Escalation Ladder"

Think of channels as a ladder you climb when a situation demands more richness:

Start with a document or email when the information is straightforward and needs a record.
Move to chat when you need a quick answer or informal coordination.
Escalate to a phone call when the chat thread grows long or tone is being misread.
Switch to video when you need to share visuals or read body language.
Go face-to-face when the stakes are high, emotions are involved, or trust needs to be built.

The key principle: escalate when confusion, emotion, or complexity increases. De-escalate to a leaner channel when the interaction becomes routine.

Written Communication Mastery

Written communication is the backbone of professional life. Emails, reports, documentation, and memos create the permanent record of your organization's decisions, knowledge, and commitments. Mastering the written word means knowing not just how to write well, but when writing is the right choice.

When Writing Works Best

Choose Written Communication When:

You need a permanent, searchable record of what was communicated
The audience is distributed across time zones
The information is factual or procedural, not highly emotional
Precision matters -- exact wording needs to be reviewed and approved
The reader needs time to absorb complex information at their own pace
You need to reach many people with a consistent message

Email Best Practices

Email remains the most widely used professional communication channel. Yet most people write emails that are too long, too vague, or too easily misunderstood. Here is how to write emails that get read, understood, and acted upon:

The 5 Rules of Effective Email

Subject line = headline. Make it specific and action-oriented. Not "Meeting" but "Action Required: Q3 Budget Review Meeting - Thursday 2pm."
Lead with the ask. Put your request or key point in the first two sentences. Do not bury it in paragraph three.
One email, one topic. Mixing multiple unrelated topics guarantees that at least one will be ignored.
Use structure. Bullet points, numbered lists, and bold headers make emails scannable. Walls of text get skimmed or skipped.
Close with clarity. State the next step, the deadline, and who is responsible. "Please confirm by Friday" beats "Let me know your thoughts."

Bad Email Example

Subject: Update

"Hi team, so I wanted to give you an update on a few things. First, the project timeline has shifted a bit, and we might need to adjust some deliverables. Also, the client mentioned something about the design last week that I thought was interesting. Oh, and can someone look into the billing issue? I think there might be a discrepancy. Also, lunch is being ordered for the team meeting tomorrow -- let me know if you have dietary preferences. Thanks!"

Problems: Vague subject line. Four unrelated topics in one email. No clear action items. No deadlines. No assigned owners.

Good Email Example

Subject: Action Required: Revised Project Timeline -- Review by Wednesday

"Hi team,

The project timeline has been updated to reflect the client's new launch date of March 15. Key changes:

Design review moved from Feb 10 to Feb 5 (Sarah to lead)
Content drafts due Feb 8 instead of Feb 12 (James to coordinate)
Final QA window shortened to 3 days (March 10-12)

Next step: Please review the attached timeline and flag any conflicts by end of day Wednesday, Feb 3.

Thank you, Alex"

Strengths: Clear subject. One topic. Structured with bullet points. Named owners. Specific deadline.

Reports and Documentation

Reports are the heavy artillery of written communication. They are used when you need to present data, analysis, or recommendations in a thorough, structured format. Effective reports share a common architecture:

The Anatomy of a Strong Report

Executive Summary: The entire report distilled into one paragraph. Decision-makers often read only this section, so make it count.
Background / Context: Why this report exists. What question it answers or what problem it addresses.
Methodology / Approach: How you gathered your data or reached your conclusions. This establishes credibility.
Findings / Analysis: The core content. Use headings, charts, and tables to break up dense information.
Recommendations: What you propose based on the findings. Be specific and actionable.
Appendix: Supporting data, raw numbers, or detailed calculations for readers who want to go deeper.

Memos and Internal Documentation

Memos serve as formal internal communication. Unlike emails, memos signal importance and are typically used for policy changes, official announcements, or decisions that need to be on record. Key characteristics of effective memos:

Clear header: TO, FROM, DATE, SUBJECT fields at the top
Purpose statement: First sentence states why the memo exists
Concise body: Relevant details without filler
Action or impact: What the reader should do or how they are affected

Tip: The "So What?" Test

After writing any piece of written communication, read it from the recipient's perspective and ask: "So what? What am I supposed to do with this information?" If the answer is not immediately clear, rewrite until it is.

Spoken Communication

Speaking is the oldest and most natural form of human communication. It carries tone, emotion, rhythm, and energy in ways that written words simply cannot. But not all spoken channels are created equal. Each has distinct strengths and weaknesses that make it ideal for certain situations -- and terrible for others.

Face-to-Face Communication

Face-to-face remains the gold standard of communication richness. It is the only channel where you have access to the full range of human signals: words, tone, facial expressions, body language, physical proximity, and even silence.

Strengths of Face-to-Face

Maximum richness: You can read micro-expressions, notice hesitation, and respond to emotional cues in real time
Trust building: Physical presence creates rapport and credibility faster than any other channel
Immediate feedback: Misunderstandings can be caught and corrected instantly
Difficult conversations: Delivering bad news, giving tough feedback, or resolving conflict is best done in person where empathy can be conveyed through body language
Complex problem-solving: Whiteboarding, brainstorming, and collaborative thinking benefit from shared physical space

Weaknesses of Face-to-Face

No permanent record: Unless someone takes notes, the conversation vanishes
Scheduling constraints: Requires both parties in the same place at the same time
Can be intimidating: Power dynamics are amplified in person; junior team members may feel less able to speak up
Difficult to scale: You can only be in one room at a time

Phone Calls

Phone calls occupy the middle ground: richer than text, leaner than video. They are underrated in the modern workplace, where people often default to email or chat when a two-minute call would resolve the issue instantly.

When to Pick Up the Phone

A chat thread has exceeded five back-and-forth messages without resolution
You need a quick decision and the decision-maker is available
Tone matters but video is not necessary
You are multitasking (driving, walking) and cannot type or be on camera
The other person is not comfortable with video or does not have reliable internet

Pro tip: A phone call followed by a brief summary email ("Per our call, we agreed to...") gives you both richness AND permanence.

Video Meetings

Video calls became the default communication channel during the remote work revolution. They offer many benefits of face-to-face communication without geographic constraints -- but they come with their own fatigue and limitations.

Video Call Best Practices

Camera on for connection: Turn your camera on when relationship-building matters. Seeing faces creates engagement and accountability.
Camera off is okay too: For information-heavy presentations or when the speaker is sharing their screen, forcing cameras on adds fatigue without benefit.
Mute when not speaking: Background noise derails meetings faster than almost anything else.
Use the chat for structure: The in-meeting chat is a secondary channel. Use it for questions, links, and notes without interrupting the speaker.
Time-box relentlessly: Video meetings expand to fill their allotted time. Schedule 25 minutes instead of 30, or 50 instead of 60, to create natural breaks.
Record when appropriate: If the meeting includes decisions or important context, record it (with consent) so absent team members can catch up asynchronously.

Video Fatigue is Real

Research from Stanford University found that video calls are more cognitively taxing than in-person meetings because of constant close-up eye contact, seeing your own face, reduced mobility, and the mental effort of interpreting non-verbal cues through a screen. Combat fatigue by:

Hiding self-view after confirming your setup
Using speaker view instead of gallery view for large meetings
Scheduling buffer time between back-to-back video calls
Converting status-update meetings to asynchronous written updates

Comparing Spoken Channels at a Glance

Factor	Face-to-Face	Video Call	Phone Call
Body Language	Full	Partial	None
Tone of Voice	Full	Full	Full
Convenience	Low	Medium	High
Cognitive Load	Medium	High	Low
Best Group Size	2-8	2-15	2-3

Visual Communication

Humans process visual information 60,000 times faster than text. When used well, visuals do not just supplement your message -- they become the message. Slides, diagrams, infographics, and charts are not decoration; they are communication tools with their own rules and best practices.

When Visuals Beat Words

Use Visual Communication When:

Showing relationships: Organization charts, process flows, and system diagrams reveal connections that paragraphs of text obscure
Presenting data: A bar chart communicates a trend in two seconds that a table of numbers takes two minutes to interpret
Simplifying complexity: A well-designed infographic can explain a complicated process to a non-expert audience
Telling a narrative: Presentation slides guide an audience through a story with a beginning, middle, and end
Comparing options: Side-by-side visuals make differences and tradeoffs immediately apparent
Creating emotional impact: A photograph or illustration creates an emotional response that text alone rarely achieves

Presentation Slides

Slides are the most common visual communication tool in professional settings. They are also the most commonly misused. The cardinal sin of slide design is treating slides as documents -- cramming them full of text that the presenter then reads aloud.

The Rules of Effective Slides

One idea per slide. If your slide needs a "and also..." then it needs to be two slides.
Six words or fewer in the headline. The headline should be a claim, not a topic. Not "Q3 Sales Data" but "Q3 Sales Exceeded Target by 22%."
Visuals over text. If you can show it with an image, chart, or diagram, do not write it out.
The slide supports the speaker. Your slides are not the presentation -- YOU are. The slides are visual aids that reinforce what you are saying.
Consistent design. Use the same fonts, colors, and layout throughout. Visual inconsistency signals carelessness.

Diagrams and Flowcharts

Diagrams are the right choice when you need to show how things connect, flow, or fit together. Common types include:

Flowcharts: Show processes with decision points (if/then branching)
Org charts: Show hierarchy and reporting relationships
System diagrams: Show how components interact in a technical system
Mind maps: Show the expansion of ideas from a central concept
Gantt charts: Show project timelines with overlapping tasks and dependencies
Venn diagrams: Show overlap and distinctions between categories

Infographics

Infographics combine data, text, and design to tell a story in a single, shareable image. They work best when you need to communicate a narrative to a broad audience that may not read a full report.

When to Use an Infographic

Summarizing research findings for a non-technical audience
Comparing statistics across categories or time periods
Explaining a step-by-step process visually
Creating shareable content for social media or internal newsletters
Making a case for change by showing before-and-after data

Keep it honest: Never distort axes, cherry-pick data, or use misleading visual proportions. Deceptive visuals destroy credibility faster than they build it.

Charts and Graphs: Choosing the Right Type

Bar charts: Compare quantities across categories ("Sales by region")
Line graphs: Show trends over time ("Monthly revenue, Jan-Dec")
Pie charts: Show parts of a whole, but ONLY when you have 2-5 categories. More than that, use a bar chart instead.
Scatter plots: Show correlation between two variables
Heat maps: Show intensity or density across a matrix

Digital Communication

Chat platforms, social media, and text messaging have become integral to how we communicate at work and in personal life. These channels are fast and convenient, but they come with unique challenges around formality, tone, and boundaries.

Chat and Messaging Platforms (Slack, Teams, etc.)

Chat Communication Norms

Keep it short. Chat is for quick exchanges, not essays. If your message exceeds four lines, consider email or a document.
Use threads. Reply in threads to keep channels organized. Posting every reply in the main channel creates chaos.
Be mindful of @mentions. Tagging @channel or @here should be reserved for genuinely time-sensitive items. Overusing them trains people to ignore them.
Emojis and reactions are communication. A thumbs-up reaction to acknowledge a message is faster than typing "Sounds good." Use them intentionally.
Set status signals. Use status indicators (busy, in a meeting, out of office) to set expectations about response time.
Do not expect instant replies. Chat is near-synchronous, not synchronous. Respect that people batch their responses.

Text Messaging

Text messages blur the line between professional and personal communication. They are best used for brief, informal, time-sensitive messages -- and almost never for complex or sensitive topics.

Text Message Guidelines

Professional texting: Appropriate for "Running 5 min late" or "Can you talk now?" Not appropriate for performance feedback or project scoping.
Know your audience: Some managers are fine with texts; others consider them too informal. When in doubt, ask.
Assume it will be read by others: Screenshots exist. Never text something you would not want forwarded.
Respect hours: Unless genuinely urgent, do not text colleagues outside work hours.

Social Media

Professional social media (LinkedIn, company pages, industry forums) requires a different communication approach than personal social media. Key principles:

Audience awareness: Your post is visible to colleagues, clients, recruiters, and strangers. Write accordingly.
Platform-appropriate tone: LinkedIn rewards thoughtful, professional insights. Twitter rewards brevity and wit. Instagram rewards visuals. Do not use the same approach everywhere.
Brevity wins: Attention spans on social media are measured in seconds. Lead with your most compelling point.
Engage, do not broadcast: Respond to comments, ask questions, and participate in conversations. One-way broadcasting is the least effective social media strategy.
Permanence paradox: Social media feels ephemeral but is actually highly permanent. Deleted posts can be screenshotted, cached, or archived.

Formality Levels Across Digital Channels

Channel	Formality	Acceptable Tone
Email (external)	High	Professional, structured, polished
Email (internal)	Medium-High	Professional but warmer; less rigid structure
LinkedIn	Medium-High	Thoughtful, insightful, authentic
Slack / Teams	Medium	Conversational, direct, emoji-friendly
Text Message	Low-Medium	Brief, informal, friendly
Personal Social Media	Low	Casual, personality-driven

The Channel Selection Guide

Choosing the right channel should not be a matter of habit or convenience. It should be a deliberate decision based on a clear framework. Here are the five factors to evaluate every time you communicate:

The 5-Factor Decision Framework

Urgency: How quickly does the recipient need this information? Urgent = synchronous (call, face-to-face). Non-urgent = asynchronous (email, document).
Complexity: How nuanced or detailed is the message? Complex topics benefit from richer channels where questions can be asked in real time, or from detailed documents the reader can study.
Sensitivity: Could this message be misread, cause offense, or deliver unwelcome news? Sensitive messages need rich channels -- face-to-face or video -- where tone and empathy can be conveyed.
Audience: Who is receiving this? One person or one hundred? Technical experts or executives? Distributed globally or in the same building? The audience determines both the channel and the format.
Permanence: Does this need to be on record? Will someone need to reference it later? If yes, written channels are essential -- either as the primary medium or as a follow-up summary.

Quick-Reference Decision Guide

Situation	Best Channel	Why
Firing someone	Face-to-face	High sensitivity, empathy required
Quick yes/no question	Chat or text	Low complexity, speed needed
Project proposal	Report + presentation	Complex, needs record, multiple stakeholders
Resolving a misunderstanding	Phone call or face-to-face	Emotion and tone matter
Meeting recap and action items	Email	Needs permanent record, multiple recipients
Brainstorming ideas	Face-to-face or video	Benefits from real-time interaction and energy
Policy change announcement	Email or memo + town hall	Needs record AND opportunity for questions
Running late to a meeting	Text or chat	Urgent, simple, immediate delivery needed

The Multi-Channel Approach

Often, the best strategy is not choosing a single channel but combining channels strategically. This is called the multi-channel approach:

Present in a meeting, then follow up with an email summary. This gives you both richness (the live discussion) and permanence (the written record).
Send a report, then schedule a Q&A session. The report provides detail; the meeting provides clarification and discussion.
Post an announcement on chat, then send a formal email. Chat gets immediate attention; email creates the official record.

The multi-channel approach is especially important for high-stakes communication where both understanding and documentation matter.

Adapting the Same Message for Different Channels

The same core message must be reshaped to fit the norms, strengths, and constraints of each channel. Here are three examples showing how one message transforms across mediums.

Example 1: Announcing a Project Delay

As an Email

Subject: Project Aurora Timeline Update -- New Launch Date: April 15

"Team,

Due to a vendor dependency in the payment integration module, we are shifting the Project Aurora launch from March 30 to April 15. Here is what this means for each workstream:

Design: Final assets now due April 1 (was March 18)
Development: Sprint 6 extended by one week
QA: Testing window remains 5 business days, starting April 8

I have updated the project plan (attached). Please review your workstream's new dates and flag any conflicts by Friday.

-- Dana"

As a Presentation Slide

Slide headline: "Project Aurora Launch Moves to April 15"

Visual: A simple timeline graphic showing the old date crossed out and the new date highlighted, with the three workstream milestones plotted along the timeline.

Speaker notes: "The vendor delay gives us an extra two weeks. I want to frame this as an opportunity -- we can use the time to strengthen our QA coverage, which was the area of highest risk."

As a Face-to-Face Conversation (with the VP)

"I want to give you a heads-up before the team-wide announcement. We are moving Aurora to April 15 because of the payment vendor delay. I know the board was expecting a March launch, so I wanted to discuss how we frame this externally. The good news is that the extra time lets us derisk the QA phase, which was our biggest concern. What is your guidance on the external messaging?"

Notice how this version leads with context, acknowledges the stakeholder's concerns, frames the positive angle, and asks for input -- all things that are natural in conversation but would feel out of place in an email.

Example 2: Giving Performance Feedback

As a Face-to-Face Conversation (Best Channel)

"I want to talk about the client presentation last week. You clearly put a lot of work into the research, and the data section was excellent. I noticed you lost the room a bit during the recommendations section -- you were reading from notes and did not make much eye contact. For the next one, I would love to see you practice the recommendations section enough that you can deliver it conversationally. Want to do a dry run with me before the next client meeting?"

As an Email (Poor Channel Choice)

Subject: Feedback on Client Presentation

"Hi, your presentation last week had issues. The recommendations section was weak -- you were just reading from notes and lost the room. Please improve for next time."

Why this fails: Written feedback about personal performance feels harsh without tone of voice and facial expressions. The recipient cannot hear encouragement or ask clarifying questions. They are left to read the worst possible interpretation into the words.

As a Follow-Up Email (After the Conversation)

Subject: Follow-Up -- Presentation Feedback

"Thanks for the great conversation today. As discussed, your research and data analysis in the client presentation were strong. For next time, we agreed you will practice the recommendations section to deliver it more conversationally. I am happy to do a dry run with you the day before. Let me know when the next presentation is scheduled. -- Alex"

Why this works: The conversation delivered the feedback with warmth and nuance. The email creates a positive, supportive record of what was discussed.

Example 3: Proposing a New Initiative

As a Report

A formal 10-page document with executive summary, market analysis, cost-benefit projections, implementation timeline, risk assessment, and appendix with supporting data. Distributed in advance so stakeholders can read and prepare questions.

As a Presentation

A 12-slide deck that tells a story: the problem (3 slides), the proposed solution (4 slides), the expected ROI (3 slides), and next steps (2 slides). Heavy on visuals, light on text. Delivered live with an opportunity for Q&A.

As a Hallway Conversation (Informal Pitch)

"Hey, I have been thinking about something. We spend about 15 hours a week on manual data entry that could be automated. I ran the numbers -- a tool like Zapier could cut that to 2 hours and save us roughly $40K per year. Would you be open to me putting together a quick proposal?"

This informal pitch tests receptivity before investing time in a formal report. It is the appetizer before the main course.

Common Channel Mistakes

Even skilled communicators fall into channel traps. These are the most frequent and most damaging mistakes -- and how to avoid them.

Mistake 1: Delivering Bad News by Email

Example: Sending a layoff notification, a project cancellation, or critical feedback via email because it is "easier."

Why it fails: The recipient cannot hear your tone, see your empathy, or ask questions. They fill in the emotional blanks with the worst assumptions. It also signals that you did not care enough to have the conversation in person.

Fix: Deliver bad news face-to-face or via video. Follow up with a written summary for the record.

Mistake 2: Writing Novels on Chat

Example: Sending a 15-paragraph strategy update in a Slack channel.

Why it fails: Chat is designed for quick exchanges. Long messages get lost in the scroll, are difficult to reference later, and overwhelm the reader.

Fix: If your chat message exceeds four lines, move it to an email or document. Post a summary on chat with a link to the full content.

Mistake 3: Calling a Meeting for Information That Should Be an Email

Example: Scheduling a 30-minute meeting to share a status update that could have been three bullet points in an email.

Why it fails: It wastes everyone's time and creates "meeting fatigue." People start to dread and resent meetings when too many of them could have been an email.

Fix: Before scheduling any meeting, ask: "Could this be an email?" If the answer is yes, write the email. Reserve meetings for discussion, decisions, and collaboration.

Mistake 4: Using Email for Urgent Matters

Example: Emailing "THE SERVER IS DOWN" at 2 AM and expecting someone to see it immediately.

Why it fails: Email is asynchronous. People check it on their own schedule. Urgent messages sent via email may sit unread for hours.

Fix: For genuinely urgent matters, use the fastest available channel: phone call, text message, or a tool with push notification alerts.

Mistake 5: Having Difficult Conversations Over Text

Example: Trying to resolve a conflict with a colleague entirely through Slack messages.

Why it fails: Text lacks tone. Sarcasm reads as sincerity. Directness reads as aggression. Pauses between messages are interpreted as anger or dismissal. Every ambiguity is resolved in the worst possible direction.

Fix: When emotions are running high or the topic is sensitive, escalate to a voice or video call. Say: "This seems important -- can we hop on a quick call to talk through it?"

Mistake 6: No Written Follow-Up After Verbal Agreements

Example: Agreeing on scope, budget, and timeline in a meeting but never documenting it.

Why it fails: Memory is unreliable. Three weeks later, parties remember different versions of what was agreed. Without a written record, disputes become he-said-she-said situations.

Fix: After any meeting with decisions or commitments, send a brief follow-up email: "Per our discussion, we agreed on the following..."

Mistake 7: CC'ing Everyone on Every Email

Example: Including 20 people on an email thread where only 3 need to be involved.

Why it fails: It creates information overload, trains people to ignore emails, and can create political tension ("Why was I CC'd on this?"). It also slows decision-making as people wait for others to respond.

Fix: TO = people who need to act. CC = people who need to know but do not need to act. If someone does not need to act OR know, do not include them.

Practice Scenarios

For each scenario below, choose the best communication channel, explain your reasoning, and draft a brief version of the message. Write your responses in the text areas provided.

Scenario 1: You need to inform your team of 12 people that the company is restructuring and two positions on your team are being eliminated. The affected individuals have not yet been told.