Questions and Topics We Can Help You Answering; 

Go to the following website and read the article: https://hbr.org/2015/03/how-to-deliver-bad-news-to-your-employees

Read the following and provide suggestions on how to deliver the decision that Mark needed to deliver. 
****I have attached Part of the Chapter from the book for guidance.

Case study #1: Explain the process and stand by the decision
Mark Costa’s (not his real name) team of IT professionals had put a lot of work into researching three software options their company might use to monitor employee’s online activities. They analyzed the costs and benefits for each one and strongly recommended the software that cost the most upfront but would yield the most long-term benefits, expanding easily as the company grew. But when management reviewed the team’s work, they decided to instead go with the cheapest option. Mark didn’t agree but he understood the reasoning: The recommended package was deemed too expensive and investing in it would result in a short-term risk to the cash position.  He was therefore  “happy to explain the rationale and support the process,” he says.

He walked the group through the logic of the decision and met one-on-one with members who were still unhappy with the decision, always keeping his personal opinion to himself. “I made it clear that there were pros and cons but there was no point in saying anything else as it would have demotivated the team,” he explains.  “To be honest, as a manager, I sometimes have to take one for the people above me.” He also didn’t share some of the details he’d been privy to, like the concern about the company’s cash flow. He didn’t want to worry his employees, especially about something they had no control over.

The team took it well. They were disappointed that they had spent so much time coming up with the recommendation, but Mark focused them on their other work. “At the end of the day, there were bigger issues to address,” he says.