5Negotiation

GUIDE 5

Negotiation

Negotiation supports equitable and inclusive practice when

it is not viewed as a competition between adversaries but a

collaborative process that seeks to create satisfying solutions

for all parties, as well as ensuring equitable practices in the

profession.

This guide calls attention to the importance of equipping architecture professionals with

equitable and inclusive negotiation skills in their daily practice.

KEY TOPICS

advocacy

anchoring bias

base salary

BATNA

compensation package

double bind

flexibility

implicit bias

information asymmetry

intercultural competence

objectives

offer/counteroffer

policies

power

priorities

salary data

salary history

wage gap

wage transparency

win-win

The University of Washington for the American

Institute of Architects Equity and the Future of

Architecture Committee

What is negotiation about?

Negotiation is back-and-forth

communication designed to reach an

agreement when you and the other side

have some interests that are shared

and others that are opposed.

There is

often an assumption that negotiation

is about trying to get the best deal for

oneself or one’s own interests without

regard for the other party; however, this

guide advocates “equitable negotiation,”

or deeply considering the interests of

all parties together to reach a fair and

mutually satisfying agreement.

When “agent identities” and “target identities” (see

the Intercultural Competence guide) negotiate, agent

group priorities and ways of thinking and behaving

may dominate, leading to unfair outcomes; and when

“outsiders,” like women and people of color, try to

negotiate using the traditional norms, they are often

judged harshly and penalized.

Negotiating for higher pay prior to employment is one

significant type of negotiation that can contribute to

equity and inclusion. Negotiations also take place often,

at different points in an architect’s career and for a variety

of purposes, for instance, with the owner, on behalf of

the building user, or to lead discussions on challenging

problems, such as cost versus quality. Negotiation can

take place during any one of the following situations:

· initial employment

· regular salary reviews

· promotions

· external contracts (e.g., client fees, consultants)

· everyday workplace situations (e.g., schedule,

project roles, project assignments, prioritizing project

resources)

· dispute and conflict resolution (e.g., resolving

differences between project team stakeholders)

It is possible to negotiate for a higher salary, a promotion,

or a new work opportunity. One can also negotiate terms

of employment, including:

· hours, flexible work time, telecommuting

· vacation

· benefits (e.g., health and other types of insurance,

time off, child-/eldercare)

· licensure support (e.g., time off to study, fee

reimbursement, raise upon completion)

· timing of future reviews

· amount of leave

· perks (e.g., gym, childcare, pets in office)

· moving expenses

· employee assistance programs

· retirement contributions

Negotiation is not only an individual pursuit. It can also be

conducted to achieve gains for one’s team or company.

It is a daily activity and important job skill as architects

regularly have to negotiate with designers, builders,

clients, public officials, and others.

Architects may

sometimes take on the role of mediator in negotiations

between other parties, especially contractor-client

relationships and when dealing with multiparty

stakeholder groups on larger projects. (The role needs

to be managed carefully, since engaging in dispute

mediation may create exposure to legal risk.) When

negotiating as an architect on behalf of your company or

your team, you can negotiate over:

· project fees, services, and scope

· contractor/consultant agreements

· leases

· assumption of risk, insurance coverage

· reimbursable expenses

· prearranged methods for settling disagreements

GUIDE 5

NEGOTIATION WHAT IS IT?5.02

GUIDE 5

NEGOTIATION

5.03

THE NEGOTIATION GAP AND DOUBLE STANDARDS

WITH GENDER AND RACE

Negotiating is not an innate skill but one that improves

with practice. However, biased social expectations

and perceptions based on gender and race influence

who is expected to negotiate and is encouraged to

practice. (For more on the impact of social bias, see the

Intercultural Competence guide.) For example, initiating

negotiations can be a thorny process for people of color,

particularly black job candidates.

Recent studies on racial

bias and negotiation found that racial bias factored into

expectations and perceptions of black job seekers. All

evaluators were more likely to perceive black job seekers

as less likely to negotiate and, additionally, expected black

applicants to negotiate less aggressively than their white

counterparts. This meant that when black and white job

seekers negotiated in comparable ways, evaluators viewed

black job seekers as more aggressive, which, in a form of

backlash, resulted in lower starting salaries.

WHAT IS IT?

These everyday negotiations with clients, contractors,

managers, and peers about deadlines, schedules,

assignments, distribution of labor, and priorities can, over

time, establish interpersonal dynamics that have a direct

impact on employees, working relationships, and

project outcomes.

POWER AND EQUITY

Power held by either party in the negotiating relationship

can influence the outcomes of the negotiation.

Sources

of negotiation power include one’s position, role, or title

in the organization that confers the ability to provide

raises or create negative outcomes for the other party;

one’s confidence or psychological power; and a lack

of dependence on the outcome.

An important but

sometimes less visible source of power is membership

in the dominant culture. As discussed in the Intercultural

Competence guide, whether they acknowledge or desire

it, all members of a dominant group have advantages

over members of non-dominant groups. Negotiations

may be affected by cultural norms if the negotiating

parties differ in their cultural identities. In these cases,

those belonging to non-dominant groups may be at an

additional disadvantage, stemming from their lack of

relative power.

Identity is another source of power that gives advantage

to those with agent identities. The dominating culture

shifts based on the situation and the players, large-scale

societal forces create consistent advantages for people

with agent identities, regardless of context. In the U.S.

today, there are many ways that white men experience

advantages that give them a source of power when

negotiating with those who have a target identity. (See

Intercultural Competence guide for how dominant/non-

dominant, and agent/target identities interact.) When

those from target identities negotiate, they often secure

less positive results.

Bias (implicit or explicit) based on culture or identity

is another factor in negotiation. For example, people

of color and women are perceived more negatively

when they attempt to negotiate for salaries (see the

Compensation guide); their requests are more likely to be

overlooked; and they are disadvantaged when pursuing

leadership roles.

Negotiation is a social construct developed for specific

groups and purposes. It has been traditionally a “man’s

game,” and therefore done under white men’s rules. In

this context, negotiation favors certain groups and their

way of thinking/behaving. Being aware of how power

can manifest itself in negotiations and using power

conscientiously can help create final agreements that

satisfy all parties and support healthy long-term working

relationships.

AGE

$100,000

$200,000

$300,000

$400,000

CUMULATIVE DIFFERENCE

35 YEARS

$1,775,011

$1,053,010

$411,861

CUMULATIVE DIFFERENCE

30 YEARS

$1,014,823

$632,082

$284,192

CUMULATIVE DIFFERENCE

20 YEARS

$390,921

$267,141

$150,781

CUMULATIVE

DIFFERENCE

10 YEARS

$96,279

$76,559

$57,355

PERSON B

SCENARIO 3

SCENARIO 2

SCENARIO 1

PERSON A

5.5%

SALARY

30 35 40 45 50 55 60 65

DIFFERENCE IN CUMULATIVE INCOME BETWEEN A NON-

NEGOTIATOR (PERSON A) AND A NEGOTIATOR (PERSON B)

Person A and B are both offered a starting salary

of $60,000.

Person A accepts the offer.

Person B negotiates a salary 7.6% higher (a

typical result of salary negotiation). Then:

Scenario 1. Person A and B each receive the same

5% increase each year.

Scenario 2. B negotiates raises .5% higher each

year (or 5.5%) than A.

Scenario 3. B negotiates raises 1% higher (or 6%).

GUIDE 5

NEGOTIATION

5.04 WHAT IS IT?

“If you’re going to get a new job or ask for

a raise, talk to all the men you know first,

whether or not they’re not in architecture,

because they’ll give you a number at least 30%

more than you thought you were going to ask

for. And then ask for it. I never thought I’d

have the balls to do it, it felt like an outrageous

number. And though they countered with

little less, it was still a lot more than I would

originally have asked for. I talked to my female

friends for a sanity check, but I went with the

guys’ number, and it worked.”

Associate at Large Government Firm,

Indo-American, Female, 31

Similarly, while women in architecture tend to initiate

negotiations for higher pay more often, women who

negotiate—possibly from a lower starting offer—end up

with lower salaries than their male counterparts.

Women

are also more hesitant to negotiate when the evaluator is

a man.

Research on expectations of feminine modesty,

gender, and leadership has shown that when women do

attempt to negotiate in ways deemed “masculine” (e.g.,

authoritative, direct), they tend to be evaluated harshly

and seen as competent but not likeable or hirable.

This

dynamic has also appeared in social and behavioral

experiments, in which men were found to penalize women

more often than men during compensation negotiations;

men also preferred to work with women who accepted

initial compensation offers rather than countering.

Current and future architects will benefit from a deeper

understanding of the nature and role of negotiation in

their profession, as well as from learning and improving

their skills on effective negotiation. Engaging in equitable

negotiation builds on skills and tools of adaptation

discussed in the Intercultural Competence guide:

identifying one’s goals and objectives, deeply appreciating

and understanding the objectives of the other parties,

and finding ways to effectively bridge those differences.

Approached in this way, architects can not only

negotiate on their pay and promotions but can also be

effective engaging clients, contractors, and officials who

participate in building projects.

At the same time, firms

and the profession need to offer more education in and

opportunities to practice negotiation. Firms can support

the profession by explicitly learning about and addressing

the impact of systemic racism and sexism and individual

biases to remove them from the negotiation process.

Why is negotiation

important for equitable

practice?

Negotiation has an impact on individuals,

firms, and the architecture profession

as a whole and can create value for all

parties when practiced as a creative,

collaborative, problem-solving activity.

For individuals, negotiation is a useful skill for gaining

higher compensation and advancing one’s career.

Negotiating with one’s employer at different points in a

career can lead to gaining greater work responsibilities,

having an important role in career-advancing projects,

and earning a new title, firm leadership, or ownership.

Negotiation can also help with career fluidity, allowing the

individual to change jobs or firms successfully.

For firms, successful negotiations, in which both parties

feel like the process is fair, also affect employee retention:

successful promotion negotiations demonstrate to

employees that they are valued and reinforce their own

sense of innovativeness.

Furthermore, a firm with

multiple negotiable parts of its employment package can

be more flexible and accommodate individual preferences,

potentially leading to longer retention and increased

employee engagement. Establishing equitable and

transparent practices within strong and healthy workplace

cultures requires identifying what individuals in the firm

need to succeed and creating openings for discussions

about everyone’s needs. The end result is mutual

advocacy from multiple points of view, reducing the need

for individuals to advocate for themselves or struggle for

equitable treatment.

Negotiation is not just a useful skill for gaining higher

salaries and advancing one’s career but also a requisite

skill for those who are self-employed or in a firm and

working daily in teams and with contractors and clients.

Contract negotiation, in particular, is a rewarding skill

that is essential for a firm’s success. Negotiation helps

affirm the value of architectural services and, hence,

supports setting profitable fees. Within a project team,

members may negotiate over commonplace issues like

who will travel with the unwieldy model or if the Building

Information Modeling (BIM) lead role will rotate among

peers. Mediating between stakeholder points of view to

resolve conflicts and reach decisions is another important

Financial security · Negotiation can make a good offer

better, make an unattractive one attractive, and establish

a strong salary history. The cost of not negotiating

results in an increasing “accumulation of disadvantage”

over a lifetime of compensation.

(See the graphic on

p. 5.03.) Furthermore, 84% of those who negotiate end

up receiving higher salaries, with one-fifth receiving as

much as 20% more than the initial offer and another fifth

receiving 11% to 20% more.

Although as noted above,

women architects attempt to negotiate salaries more

often than men, a more general study of the starting

salaries of advanced-degree holders (defined as master’s

or higher) found that 57% of men but only 7% of women

had negotiated their starting salaries, that the starting

salary differential between the genders was 7.6%, and

that the students who negotiated increased their starting

offer by 7.4%—almost enough to erase

the differential.

Future opportunities · Pay level, whether high or low,

is often used as a proxy for achievement and can lead to

assumptions about a prospective employee’s potential

performance.

(For information on situations where

salary history cannot be referred to, see the Compliance

section of this guide.)

Satisfaction and quality of life · Effectively negotiating

one’s compensation package helps meet specific needs

and priorities, such as caretaking responsibilities. The

result could be fair and flexible working conditions,

longer vacation time, better work-life integration,

and even the fundamental motivation to stay in the

profession.

Skills · Negotiation is a marketable business skill for

every role in architecture. Demonstrating confidence at

initiating and carrying out a negotiation indicates that

a prospective employee will represent the firm well.

INDIVIDUALS

WHY IS IT IMPORTANT?

form of negotiation. Architects may be in the ideal

position to understand the different agendas of the owner,

user, and builder and, therefore, to help build shared goals

within office teams and wider project teams and navigate

tradeoffs among cost, quality, speed, and expediency.

GUIDE 5

NEGOTIATION5.05

MANAGERS

PROFESSION

Engagement · Negotiations that lead to mutually

satisfying outcomes will make new and current

employees feel valued and lead to stronger employee

engagement and retention.

Workplace culture · Workplace culture, policies, and

processes need to be balanced with the needs of

individual employees. Negotiation practices within the

firm that align with statements about how a workplace

values its employees can raise employee engagement and

advance the firm’s desired culture.

Conflict mitigation · Negotiation is an important tool for

reducing and resolving conflict within the workplace and

with external parties.

Project management · Having negotiation skills means

being able to navigate and make decisions internally

about firm priorities and engage in productive discussions

with clients and consultants.

Value of architects · Professionals who are collaborative,

creative, and fair negotiators can establish and uphold

the value of architectural services to clients, the industry,

communities, and society.

Retention · Individuals who have engaged in successful

role negotiations report that they are more likely to

stay in their current job.

Attrition among people of

color often stems from dissatisfaction with professional

growth and lack of recognition, while clear, written

criteria for promotion can help them negotiate from

an even footing.Providing prospective employees and

those seeking promotions with a wage that reflects

their market value also aids in retaining employees. For

example, if the architecture market is competitive but

a firm pays a wage lower than the market level, it will

probably lose its employees.

Trust · Effective negotiations aim to understand the

needs and interests of both sides. Firms that avoid

intimidation and being dismissive of employees or

prospective employees earn trust, and their employees

will feel more engaged.

Risk · Negotiation is an important tool for interrupting

and addressing conflict both within the workplace and

with external partners, thereby protecting employers and

employees alike.

FIRMS

WHY IS IT IMPORTANT?

Partnership · If a firm negotiates fairly with clients,

contractors, consultants, and public officials, it will be

viewed as a trusted business partner and is more likely to

earn repeat business and referrals.

Profitability · Effective negotiation establishes the

correct scope to meet client needs while also setting

value for the work.

Centrality · The ability to negotiate well and fairly

contributes to maintaining the architect’s essential role

in the building process, especially when allocating and

managing risk associated with all phases of the project.

Some employers expect that prospective employees

will negotiate their hiring packages and may even look

less favorably upon those who do not. Negotiation skills

can help individuals obtain higher compensation and

desired benefits in their first job, obtain new roles and

responsibilities, and improve relationships with clients,

contractors, public officials, and vendors.

Having

advanced negotiation skills will help advance careers.

GUIDE 5

NEGOTIATION

5.06

“I find that a lot of people sell themselves short.

I don’t know if it’s just that lecture they get: ‘If

you’re going into this business to make money,

you’re in the wrong business.’ I try not to let

that be a stumbling block. It shows leadership

if you come in and say, ‘here’s what I’ve done,

what I can do, and this is what I’m worth.’”

Principal and Owner, White, Male, Straight,

Differently Abled, 60s

Negotiation capability and

outcomes improve when...

firm leaders and managers communicate the firm’s position,

policies, and compensation structure openly

employees are not penalized for sharing compensation

information

everyone is committed to negotiation as a

win-win practice

people build bridges across cultural differences

negotiations are conducted with the impact on long-term

relationships in mind

pay scales, benefits, and other forms of compensation are

applied objectively and evenhandedly

firm leaders and managers recognize the tendencies of

different groups to be rewarded or penalized for advocating on

their own behalf and adjust accordingly

managers pay attention to cultural differences in negotiation

styles and honor them without presuming stereotypes

decision makers understand and appreciate the role of power,

culture, and equity in the negotiation process, and have the

skills to negotiate in an equitable and inclusive manner.

employers are aware of and observe laws pertaining

to compensation

employees who share salary information with others are not

subject to retaliation (to the degree consistent with

applicable law)

employers develop and advance their understanding of

best practices

employers honor antitrust laws protecting and promoting

competition

TRUST

FAIRNESSCOMPLIANCE

in negotiations, people consider the context beyond their

own priorities and immediate demands

participants research the culture and possible expectations

of the other parties beforehand

common goals are established up front in fee and contract

negotiations

participants allow ample time for the negotiation process

to reduce pressure, stress, and reversion to

cultural stereotyping

negotiators have determined their own BATNA

(best alternative to a negotiated agreement; your most

advantageous available alternative) if negotiations fail

ALIGNMENT

WHAT DOES GOOD LOOK LIKE?GUIDE 5

NEGOTIATION5.07

Compliance

Laws regarding negotiation connect

closely with those related to recruitment,

retention, and compensation. For example,

in some states, there are details you

may not discuss with an employee when

recruiting, such previous salaries.

general, to be fair, employers should be

transparent about available benefits and

what other employees receive while

customizing equitably to address individual

needs or wants. (For more information, see

the Recruitment and Retention guide.) Other

compliance issues related to negotiating

roles include ethical considerations as well

as antitrust regulations.

ETHICAL CONSIDERATIONS

Members of the AIA are dedicated to the highest

standards of professionalism, integrity, and competence.

The AIA Code of Ethics and Professional Conduct

sets forth guidelines and rules for the conduct of its

members in fulfilling those obligations and applies to

the professional activities of all classes of members,

wherever they occur.

Canon V of the Code of Ethics states:

· [AIA] members should respect the rights and

acknowledge the professional aspirations and

contributions of their colleagues.

The Code’s Ethical Standard 5.1 provides:

· [AIA] members should provide their colleagues

and employees with a fair and equitable working

environment, compensate them fairly, and facilitate

their professional development.

And Rule of Conduct 5.101 mandates:

· [AIA] members shall treat their colleagues and

employees with mutual respect, and provide an

equitable working environment.

Members who have questions about these or other

provisions in the Code of Ethics may contact the AIA’s

Office of General Counsel.

AIA ANTITRUST COMPLIANCE

Antitrust laws prevent or control monopolies and

promote competition in business. It is the policy and

practice of the American Institute of Architects (AIA) and

its members to comply strictly with all laws, including

federal and state antitrust laws, that apply to AIA

operations and activities. Compliance with the letter

and spirit of antitrust laws is essential to maintaining the

Institute’s reputation for upholding the highest standards

of ethical conduct.

Compliance with antitrust laws does not preclude

broad discussions regarding values, market trends, and

best practices concerning such business activities as

recruitment, retention, and negotiation. In educational

settings and with the appropriate context of identified

learning objectives, there are opportunities to advance

individual, firm, and profession knowledge on topics

critical to the financial health and future of architecture.

However, antitrust compliance does require firms to avoid

certain anticompetitive behavior. For example, employers

from different firms must avoid discussions with each

other on any of the following subjects unless otherwise

required by law or until they have received approval from

their attorneys:

→ The compensation paid to employees (including

specific agreements on maximum or minimum

salaries to be paid or annual pay increases)

→ Agreements on benefits to be offered to employees

→ Agreements not to hire each other’s employees

→ Agreements not to hire specific individuals

Employers are strongly urged to consult legal counsel

before engaging in any discussions or activities that may

affect inter-firm competition.

INFORMATION ASYMMETRY AND

WAGE TRANSPARENCY

Some states have laws that protect workers from

retaliation for sharing wage information or that prohibit

employers from asking candidates for their salary history

prior to making an offer of employment.

COMPLIANCEGUIDE 5

NEGOTIATION5.08

This section is intended to

introduce you to important

legal information regarding

discrimination but is not a

substitute for legal advice.

For such advice, we strongly

urge you to consult an

attorney.

Assess

ASSESS

GUIDE 5

NEGOTIATION

5.09

COMPLIANCE

PREPARATIONINTEGRITY

SKILL

Are your policies and practices consistent with

federal and state employment laws? · Are there

state laws governing what you can and cannot

discuss with an employee when negotiating? · Does

your state have laws that protect workers from

retaliation for sharing wage information?

Are your policies and practices consistent

with federal and state antitrust laws? · How do

you simultaneously support healthy competition

among firms and shared discussion regarding best

compensation practices in the profession?

How does your firm keep track of changing

laws regarding pay transparency? · Do you have

ways to aggregate data or protect privacy while

supporting transparency?

What kind of negotiation training and experience

do you offer? · What opportunities do employees

have to practice negotiating skills when the stakes

are low or situations less stressful?

How do you establish common interests with the

other party? · Do you look at negotiation as a battle

or as problem-solving? · Do you work together to

cocreate new solutions that benefit both parties?

Are you aware of the role and impact of culture

in negotiation? · Are you able to bridge cultural

differences in order to have effective negotiations?

· Do you help parties bridge the cultural differences

that may potentially impede the negotiation

process?

Before negotiating, do you establish your

own interests, priorities, and BATNAs, and do

you research the other party’s? · How do you

determine them? · What kinds of questions do you

ask to help you understand the client’s situation

and needs?

How do you view and manage risk? · How much

and what kind of liability are you willing to take

on? · Do you pursue alternative practices where

accepting risk helps your firm advance an innovative

business model? · Do you find ways to reduce,

share, or transfer risk?

Within compensation packages, what flexibility

and choices do employees have to meet their

own needs? · Do you have consistent compensation

packages and offers?

Are your proposals, priorities, and BATNAs (best

alternative to a negotiated agreement) consistent

with your espoused values? · Do you discuss and

analyze them for alignment?

Do employees seek mutually satisfying solutions?

· Do you reward win-win solutions? · How much

latitude do employees and hiring managers have in

negotiations? · How do employees treat clients and

contractors face-to-face, and is the way they talk

about them when they are not present consistent

with that treatment?

How are disagreements and conflicts addressed?

· What policies are there for managing disagreements

between employees? · How about for managing

conflict between employees and client, with external

teams, or with others?

Negotiating is a key skill in architecture and requires

practice. Being a successful negotiator can help with

quality of life, job satisfaction, and financial security.

Typically, individuals will negotiate for themselves

with their employers upon recruitment, when

seeking promotions, and when making new working

arrangements. They also negotiate on behalf of their firms

over project fees and with vendors and subcontractors. In

addition, when acting as project managers, architects will

negotiate to guide difficult choices and ensure the design

intent is being met.

NEGOTIATE TO BUILD A HEALTHY WORKPLACE

Everyday situations arise in which negotiating can help

individuals promote a robust, healthy workplace, increase

engagement, and promote equity.

→ Bring attention to the systemic nature of issues

relating to diversity and equity rather than treating

them as stand-alone, personal “problems.” Link them

to core institutional values and goals.

→ Share information and documented patterns of

behavior or research when there are specific equity

issues or conflicts. Draw on best practices, creativity,

and commitment to resolve them.

→ Develop your social capital, build relationships

with those who can make organizational changes,

expand your network to include those who are a

part of negotiations related to workplace culture,

and identify opportunities to strengthen these

relationships.

→ Be honest in every aspect of every negotiation.

Be clear about your own values and always

communicate with integrity. The world of

architecture is small.

→ Get training and practice in negotiation.

Negotiation is a learned skill, not an innate talent.

Learn to approach negotiations as conversations.

You can use the tools in the Resources section of this

guide to help develop your skills.

INDIVIDUALS

Act

ACT

NEGOTIATE COMPENSATION

Negotiating compensation packages with your employer

can help you improve your financial security and obtain

an overall package that fits your needs.

→ Know your objectives and priorities. Plan the

elements you wish to negotiate, and articulate

for yourself (and possibly for the employer) the

desires that underlie the elements. Be aware of your

negotiation goals, and be prepared to be flexible

and exchange for other benefits. Before negotiating,

establish your target for each item (e.g., salary,

location, project types, team, work content, benefits,

working hours and flexible arrangements, support

for licensing exams, employer policies, training,

relocation assistance, evaluation timing, bonuses)

and how important they are, and identify your

bottom line for anything that is non-negotiable. Be

optimistic but not unrealistic in your targets.

→ Do your research about salaries. Know the salary

range for the job you are applying for or the next level

of your career that you are aiming for. Know what

salary level might cause the employer to walk away.

→ Know your BATNA (best alternative to a negotiated

agreement),

—that is, the best backup you have to

accepting a less-than-ideal offer or proposal—and be

willing to take it. If you do not have a BATNA, work

quickly to find other alternatives, such as scheduling

interviews with other firms, or refer to objective

sources, such as salary surveys.

→ Enter with a positive attitude. A 2018 study showed

that only 39% of job seekers negotiated for a higher

salary.

Women were discouraged from asking for

raises or negotiating employment agreements.

In a candidate’s market, in particular, overcome

any discomfort and use your bargaining power; in

an employer’s market, prepare to be flexible and

creative in finding workable solutions.

→ Practice. Find a partner to give you feedback in

mock interviews.

GUIDE 5

NEGOTIATION5.10

ACT

→ Have an adaptive communication style. You are

speaking with a potential colleague. Know your

preferred style, and learn to adapt to other styles

as needed (direct or indirect, casual or formal,

discursive or factual and to the point).

→ Express appreciation for the offer. You are speaking

with a potential colleague. Frame your objectives as

questions, requests for advice, and ways you would

add value to the firm rather than as demands.

→ Do not accept an offer immediately. Ask for time to

consider it, especially if you are weighing it against

other offers. On the other hand, don’t negotiate

unless you are prepared to say yes once you have

agreed on the elements of an offer.

→ Watch for the double bind. Black professionals and

women are typically expected to be less aggressive

negotiators and to settle for less. Compared to white

job seekers, black job seekers who negotiate are

perceived as pushier and, as a result, may receive

lower starting salaries. Women who ask for more can

be perceived as unlikeable and may be penalized and

their reputations tarnished. A flexible negotiation style

—from friendly and non-confrontational to assertive

and business-like—can help address this double bind.

However, the responsibility falls more to employers to

foster awareness of bias among hiring managers and

to incorporate structures and practices that mitigate

against it, both to diversify their workforce and to

benefit from employees who have negotiation skills.

(See the Recruitment and Retention guide.)

NEGOTIATE WITHIN AND ON BEHALF OF YOUR FIRM

Architects often need to negotiate with clients,

communities, or project team members regarding fees,

contracts, and challenging situations and within their

firms about the distribution of resources or time.

→ Outline and know the firm’s objectives.

Understanding the business model, cost structures,

and project goals and objectives will help you

negotiate well on the firm’s behalf.

→ Advocate on behalf of others, especially individuals

from underrepresented groups for whom self-

promotion can be perceived as negative.

Advocate

for others and give credit where credit is due to

manage unconscious biases in the workplace. If you

are from an underrepresented group, form alliances

with other employees for mutual advocacy.

→ Stay focused on shared project goals. Build “front-

end alignment” on project principles, and rely on

them throughout contract implementation.

→ Attend to all project stakeholders who affect

your team. Project team members come from

companies with a range of workplace cultures. They

have their own company agendas to achieve, and

FIRMS

especially in the case of clients, there can be power

differentials. Ensuring that your team thrives may

require negotiation with others to identify differing

expectations and norms and to find ways to resolve

those differences.

NAVIGATE CONFLICT

Negotiating with those inside and outside of your firm as

a form of conflict resolution will help you work through

heightened tensions in ways that will leave all parties

feeling heard and appreciated.

→ Learn how to effectively engage and interact with

conflict. Conflict is a natural part of the workplace,

and deepening your understanding and broadening

your skill set for working with conflict is critical for

finding viable solutions.

Negotiating is imperative for firms to recruit top

talent, retain employees, and develop strong working

relationships with clients and consultants. Transparent

and equitable negotiations help build a diverse workforce

and increase inclusivity. Communication between

negotiating parties about salary ranges, compensation

packages, and negotiation policies is key.

BE TRANSPARENT AND EQUITABLE

Use transparent negotiation practices and policies to

close wage gaps and to ensure that all job candidates

know salary ranges and other available forms of

compensation and benefits.

→ Mitigate bias in decision-making. The perception

that members of underrepresented groups,

particularly women and black men, are pushy when

they negotiate as assertively as white men, leads to

inequitable outcomes. At the same time, implicit bias

requires these same people to have to negotiate on

their own behalf more frequently. Build awareness

and intercultural competence in decision-makers

and change inequitable decision-making processes

and structures. (See the Intercultural Competence,

Compensation, and Recruitment and Retention guides.)

→ Bring up salary range early in negotiations. Be

truthful. Don’t exaggerate or lowball. Your candor

will help candidates determine early on whether

they want to pursue the position and be part of your

firm.

→ Design compensation packages with guidance on

what parts are flexible. Determine which parts of

the compensation package are negotiable and which

parts are not. Share this information clearly with

prospective and current employees.

GUIDE 5

NEGOTIATION

5.11

ACT

→ Be open with employees about salary ranges and

promotion criteria. Establish a top end reserved

for the most highly qualified candidates. You can

also post salary bands with the description of the

position to ensure that prospective employees

know what salary range to expect and how to

negotiate accordingly.

Maintaining transparency

about salary ranges can help ensure greater

equity in compensation and promotion.

(See the

Compensation guide.)

→ Be clear about what authority your hiring

managers have. Be transparent and honest with

candidates about who the ultimate decision makers

will be and whether you have a policy that allows or

prohibits salary negotiation.

→ Research market demand and prevailing local

salaries for the position. Know what the current

salaries are for specific architecture positions.

Determine what the current market demand is for

applicants.

→ Offer fair salaries

and

be creative with your

compensation packages. Fair salaries and a flexible

compensation package can make your workplace

more attractive as well as equitable. Combining fair

salaries with an offer of other desirable benefits

(e.g., a standard forty-hour week plus a choice of

comp time or overtime pay; reimbursement for the

Architect Registration Examination® [ARE], materials,

licenses, AIA membership) will help you draw top

candidates.

(For more details, see the Compensation

guide.) If you can’t be flexible with salary, find other

ways to improve the compensation package and

address employee objectives.

→ Remove anchoring bias. Anchoring bias is the

tendency to rely too much on initial data to frame

our perceptions. When a recruiter learns the salary

of an applicant, anchoring bias tends to lead to offers

based on that prior salary. Since women and other

non-majority groups are generally paid less than

white men, removing anchoring bias can help to

close pay gaps.

→ Equip employees to be effective negotiators. Some

of the ten keys to successful negotiating, published

by the Human Resource Planning Society, include:

being hard on the issues but gentle on the people;

understanding that the other party’s perception of

the issue is your entire challenge; planning the first

things you intend to say; and in firm negotiations,

matching the negotiator to the situation and being

clear about who is filling what role.

Professional organizations can support equity with

programs that provide compensation data and training in

negotiation skills.

→ Continue providing and referring to up-to-date

salary data. Knowledge of salary levels in different

geographic areas can help firms and employees

alike in negotiating equitable, mutually agreeable

compensation. The level of compensation required

to attract new employees in the current architecture

labor market can disrupt efforts to achieve parity

among existing employees and requires attention

to keep the two in balance. (For guidance on salary

determination, see the Compensation guide.)

→ Provide training in negotiation skills. Better

negotiation skills support architecture in attaining

parity with other professions and thereby retaining

diverse talent. Offer negotiation training and

opportunities to practice.

PROFESSION

GUIDE 5

NEGOTIATION5.12

→ Provide negotiation training. Training staff to be

better negotiators enables them to become more

confident and gain important skills that will help them

advocate for themselves and the firm. Educate the

staff in different styles and methods of negotiating in

different contexts.

→ Understand the law. Know how federal and state

employment laws may affect negotiation. Many city

and state laws prohibit queries about a candidate’s

previous salary.

CONSIDER PROFIT AND RISK

Negotiate with potential clients and partners in a way

that carefully considers your firm’s profit and risk.

→ Make value your basis for fees. The business model

of architecture can improve with a focus on value and

metrics over service and hours. When negotiating fee

and scope, consider value as foundational.

→ Become conversant with the ways of managing

risk. Evaluate the risks on a given project and

establish your preferred strategy for managing them

when you negotiate the contract. You may choose to

take on more risk for a desirable project or greater

profit; reduce it by improving your own knowledge;

walk away if the risk is excessive and can’t be

reduced; allocate it to another, more expert party; or

pay to transfer it, for example, to an insurer. These

strategies require both the ability to assess risk and

liability, as well as negotiation skill, once you have

determined your desired outcome.

Consider

I was so grateful that I was employed that I never really pushed for what I thought I

needed and deserved. I just chose to jump ship: I’m not getting it here, so I need to

go somewhere else. That’s a large part of why I left corporate practice and started

my own firm. I’m not very good at asking. In terms of negotiation, I think it is a skill

that people with disabilities do need to hone, to ask for what you have a right to

and what kinds of accommodations are reasonable in a workplace. There can be

physical accommodations: your workstation, your schedule, other things that make it

easier and more effective for you to do your job. I do think that with Americans with

Disabilities Act in place, it’s a little more clear-cut than when I was younger, in terms

of what is a reasonable accommodation.

It’s good for employers to know about the Job Accommodation Network, an

independent federal agency that supports employers by asking questions like “how

would you do that?” and “what are reasonable accommodations?” In the case of

limited dexterity, “how are they going to work on a computer?” And, for example,

there’s a wide variety of equipment for low vision, so that shouldn’t be a reason to say

no to a qualified employee. But I don’t know that architects have good information

on accommodations. But, really, I think the important thing is for employers to know

that if a person seems like they would be a great asset in terms of their work and their

personality, don’t let “how will we accommodate them in the workplace?” stop you

from hiring them.

— Principal and Firm Owner, White, Female, Baby Boomer, Wheelchair User

NEGOTIATING FOR EQUITY

CONSIDER

GUIDE 5

NEGOTIATION

5.13

• What concerns or fears might this person’s

past employers have had? What might they have

done to encourage her to stay? What power

dynamics may have been in play?

• What was the speaker’s BATNA? What leverage

might the speaker have had with her former

employer before leaving? What principles or

interests might the two parties have had in

common?

• What are some of the perspectives and skills

employers and employees need to be equitable

negotiators? Are these different for people

who need accommodations? Do you practice

these in your workplace? Does your firm train

or support employees learning to negotiate?

• What are the costs to the candidate and to

the employer of not negotiating?

• What accommodations do people with

disabilities have a right to that are

non-negotiable? What are some reasonable

accommodations for people with disabilities?

Does your firm have good information on

accommodations for people with disabilities?

• What are other things you can ask for during

negotiation? What is non-negotiable for you?

DISCUSS:

CONSIDERGUIDE 5

NEGOTIATION5.14

CONSIDER

Consider

GUIDE 5

NEGOTIATION

5.15

Talking to my father I don’t know if it’s a cultural thing. A lot of my classmates working

in tech and other fields change jobs more often [than he is used to]. I talked with my

dad about negotiating. He said, “I don’t think that’s a good thing.” He was CEO of a

bank for 25 years. Whenever it came to raises and negotiation, he said ‘I felt better

if I offered it, as opposed to them asking for it.’ That stuck with me, I’d rather prove

myself and show my performance and the work I do through the things I do each day,

rather than ask for it.

— Rising Firm Leader, First Generation Mexican-American, Male, 30s

I DON’T KNOW IF IT’S A CULTURAL THING.

• What expectations do you have about

negotiating? Do you think your perception is

influenced by particular people, culture,

situation or all of these?

• Are there generational differences about what

is appropriate to ask? How does the power

differential play out in asking or receiving

requests?

• What are potential strategies for making a

request to a boss who believes what this one

does?

• Is it a goal for good performance to

eliminate the need for requesting a raise?

• Do you think the non-dominant speaker sets

expectations for how vocal they will be

about a raise? Have you seen or experienced

a “double bind” where going against

expectations about your identity makes it

harder to ask for things?

DISCUSS:

For women to get jobs – it’s not easy. I remember after the recession the job market

was pretty bad; it was just a matter of getting any job. But even after the market

improved, the fact that we’re not taken as seriously as men made me so insecure that

I rarely negotiated. My husband said to me every time I was offered a position: “You

have to negotiate because if you don’t value yourself why would they?” But each time

after hearing the offer I got scared and thought to myself, “This is what I deserve,” and

that there are a lot of other candidates out there and if I don’t say yes, they’ll give it to

someone else. But the last time that I negotiated, they improved the original offer.

I told them about my past experiences, and that I think I deserve more than this

because I’ve worked on a number of high-profile projects in the past. (I’m not bragging,

but I’ve got a pretty good portfolio.) However, they placed me at a mid-level position.

I wasn’t sure what that level meant as well as its associated scope of work and

responsibilities, but I knew I was past a mid-level architect. I said I deserved more than

that: I’m changing my job to get a jump and a promotion; otherwise, what’s the point?

I also asked them to be a little more clear about my role, what projects they’re going to

put me on because I’ve always ended up doing a lot of menial work, cleaning up after

male designers. This happens to women so many times that it’s a pattern. We’re all

architects, we all want to visualize our vision, but it’s always a bunch of guys who start

the project. Then when it gets to construction documents or administration phases,

the women coordinate the consultants. I’m honestly so tired of cleaning up after men. I

also asked for more vacation. They said no. But they also said, “We’re investing in you.

You have a very good portfolio and experience. We hope you’ll get your license.” They

raised the offer just a little, but they didn’t give me the higher level.

— Full-time Architect, Large Firm, White, Female, 40s

NEGOTIATE WITH CONFIDENCE

CONSIDER

Consider

GUIDE 5

NEGOTIATION

5.16

CONSIDER

• What possible biases affected the way the

hiring managers approached this negotiation?

What are some strategies firms could use to

keep bias from entering into negotiations?

• What assumptions were being made about the

perception of women’s work in architecture?

What can you observe about the division of

labor at architecture firms? Why did this

person want to clarify her role during her

negotiations?

• What assumptions and biases have affected

this person’s willingness or reluctance to

negotiate?

• How does the double bind manifest for women

who negotiate? What are some strategies

that this prospective employee could use to

mitigate the double bind?

• Do you think this negotiation was successful?

What do you think the negotiation gained for

the speaker? And for the firm? What was lost?

DISCUSS:

GUIDE 5

NEGOTIATION5.17

Coming out with a master’s degree, even post-recession 2012 when I entered the

market full time, the salaries I was being offered were pretty low: sub-$40,000 a year,

graduating with six figures of debt. Each time I was offered a salary, I had to make a

counteroffer because I couldn’t afford to live in this city and pay back my loans. When

I was interviewing at a firm, a friend had just left that office, and she provided great

mentorship. I learned I had to do research and talk about business points that made

sense: what I was billed out at, minus overhead and profit margin, what percent of my

billable hours I should fairly be expected to be compensated for. Talking about how

high my rent is might build empathy, but they want to hear about what I’ve done in

the office. Crafting my story, how I was valuable as an employee and contributor was

something I had to learn.

I was transitioning from one office to another—that’s key for millennials because we’re

not staying at one place for ten-plus years. Each shift is an opportunity to increase

salary. When we’re talking to firm principals, they’ve interviewed hundreds, but this may

be only our second or third interview, and they use a lot of power plays. I was asked

what my salary was, and I didn’t know if I should tell them. They offered me pretty

much the same salary, and then later I learned that there was a mandatory extra five

hours a week of work at the new firm. It made me feel so devalued. That was a difficult

start. I felt blindsided because I didn’t know about the requirement for working hours.

I probably should have taken a clue that they were all too busy to meet me before I

decided to work there. Getting that perspective would have been super valuable.

— Firm Owner, White, Cisgender, Gay, Male, 31

UNDERSTANDING YOUR VALUE

CONSIDER

Consider

GUIDE 5

NEGOTIATION

5.18

• What did this person mean by “power play”?

What responsibility do firms have to offer

a living wage? What is the long-term impact

on talent retention of offering low starting

salaries?

• What responsibility do you think graduating

students and emerging professionals have

to advocate and negotiate for themselves?

How does salary pressure reflect on the

profession and on firms?

• How can architecture schools help students

hone their negotiation skills? What can the

profession or local firms do to support

developing these skills in students before

they look for jobs?

• What did this person learn about building

a business case to achieve successful

negotiations? How might generational

differences be changing the way we negotiate

in architecture or when we negotiate? Do you

think gender played a role in this story?

• The speaker felt “blindsided” about an

unknown requirement for extra work hours when

negotiating, despite doing research. What

“clues” would you watch out for prior to or

during a negotiation that might affect your

decision to take an offer? How can you get

the perspective of other employees before

taking an offer?

DISCUSS:

CONSIDERGUIDE 5

NEGOTIATION5.19

Resources

NEGOTIATION BASICS

Architect’s Essentials of Contract Negotiation –

American Institute of Architects, John Wiley & Sons

– Ava J. Abramovitz (2002)

Fundamental handbook of contract negotiation and

long-term implementation; addresses the specific role

of the architect in relation to all contractual parties.

Ask for It: How Women Can Use Negotiation to Get

What They Really Want. Linda Babcock and Sarah

Laschever. Random House 2008.

Concrete, step-by-step guidance for people who,

because of the double bind, have to consciously

moderate how they conduct themselves in a

negotiation.

Getting to Yes: Negotiating Agreement without Giving

In, Revised Edition – Roger Fisher, William Ury, Bruce

Patton (2011)

Classic text based on the work of the Harvard

Negotiation Project offers a method for negotiating

business and personal situations and conflicts.

How to Negotiate Salary: Learn the Best Techniques

to Help You Manage the Most Difficult Salary

Negotiations and What You Need to Know When

Asking for a Raise

https://www.pon.harvard.edu/freemium/salary-

negotiations/

Detailed guidance for successfully navigating

employment terms.

RESOURCES

NEGOTIATION GAP AND DOUBLE STANDARDS

Do Women Avoid Salary Negotiations? Evidence from

a Large Scale Natural Field Experiment – National

Bureau of Economic Research Andreas Leibbrandt

and John A. List (2012)

https://www.nber.org/papers/w18511

Studies have shown that women are less likely to

initiate negotiations unless a job listing specifically

notes that the pay is negotiable. Indicating that

negotiation is allowed is one way to attract more

diverse employees.

Getting the Short End of the Stick: Racial Bias in

Salary Negotiations – MIT Sloan Management Review

– Morela Hernandez and Derek R. Avery (2016)

https://sloanreview.mit.edu/article/getting-the-short-end-

of-the-stick-racial-bias-in-salary-negotiations/

Review of both gender and racial differences in salary

negotiation. A study on how white versus black job

applicants negotiated as well as the effect of the

biases, expectations, and perceptions of the employers

on the results of the negotiations. Proposes ways

companies can address racial bias in negotiations.

No Salary Negotiations Allowed – SHRM

– Joanne Sammer (2015)

https://www.shrm.org/hr-today/news/hr-magazine/

Pages/0915-salary-negotiation-bans.aspx

Explains the pros and cons of implementing a no-

negotiation policy for hiring; includes alternative

options to ensure an equal playing field for negotiation.

Social Incentives for Gender Differences in the

Propensity to Initiate Negotiations: Sometimes It Does

Hurt to Ask – Organizational Behavior and Human

Decision Processes – Hannah Riley Bowles, Linda

Babcock, Lei Lai (2005)

https://www.cfa.harvard.edu/cfawis/bowles.pdf

Investigates gender differences in willingness to

initiate compensation negotiations and outcomes,

including differing perceptions of men and women

who initiate negotiation.

Women Don’t Ask: The High Cost of Avoiding

Negotiation – and Positive Strategies for Change

– Linda Babcock and Sara Laschever (2003)

Enduring, quintessential, research-based guidance for

people (not only women) who wish to develop skill and

confidence at negotiating.

GUIDE 5

NEGOTIATION

5.20

RESOURCES

TOOLS AND TOOL KITS

Harvard Law School Program on Negotiation

https://www.pon.harvard.edu/free-reports/

Downloadable free reports on a range of relevant

topics, including negotiation skills, salary negotiation,

BATNA, business negotiations, deal making, conflict

resolution, and mediation.

Negotiation Skills – Queensland Government

https://www.business.qld.gov.au/running-business/

marketing-sales/managing-relationships/negotiating/skills

Lists tips and strategies for negotiation and lays out the

process for a negotiation, including how to proceed

when a negotiation fails.

Negotiation Advice for Women – Lean In – Ashleigh

Shelby Rosette

https://leanin.org/negotiation

Series of four videos with tips on how to approach a

negotiation, including both general advice and tips for

counteracting the specific stereotypes that women

face in negotiating.

Women’s Leadership Edge

http://www.womensleadershipedge.org/

A wide array of tools to help organizations support,

advance, and retain women, with parallels in

engineering and law.

GUIDE 5

NEGOTIATION5.21

1. Robert Fisher, William Ury, and Bruce Patton, Getting

to Yes: Negotiating Agreement without Giving In, rev. ed.

(New York: Penguin Books, 2011).

2. Morela Hernandez and Derek R. Avery, “Getting the

Short End of the Stick: Racial Bias in Salary Negotiations,”

MIT Sloan Management Review, June 15, 2016, https://

sloanreview.mit.edu/article/getting-the-short-end-of-the-

stick-racial-bias-in-salary-negotiations/; and Christine L.

Exley, Muriel Niederle, and Lise Vesterlund, “Knowing

When to Ask: The Cost of Leaning In,” NBER Working

Paper Series, National Bureau of Economic Research,

December 2016, https://www.nber.org/papers/w22961.

pdf.

3. “Negotiation,” Parlour Guides to Equitable Practice,

2014, https://www.archiparlour.org/wp-content/

uploads/2014/05/Guide7-Negotiation.pdf.

4. “Three Types of Power in Negotiation,” Harvard Law

School Program on Negotiation, 2019, https://www.pon.

harvard.edu/daily/negotiation-skills-daily/types-of-power-

in-negotiation/.

5. Ibid.

6. Hernandez and Avery, “Getting the Short End of the

Stick;” and Hannah Riley Bowles, Linda Babcock, and

Lei Lai, “Social Incentives for Gender Differences in

the Propensity to Initiate Negotiations: Sometimes It

Does Hurt to Ask,” Organizational Behavior and Human

Decision Processes 103, no. 2007 (June 24, 2005): 84–

103.

7. Katie Shonk, “Women Negotiators and Barriers to

the Bargaining Table,” Harvard Law School Program on

Negotiation, November 5, 2018, https://www.pon.harvard.

edu/daily/conflict-resolution/women-and-negotiation-

barriers-to-getting-to-the-table/; and Carl O. Word, Mark

P. Zanna, and Joel Cooper, “The Nonverbal Mediation

of Self-fulfilling Prophecies in Interracial Interaction,”

Journal of Experimental Social Psychology 10, no. 2 (1974):

109–120. https://www-sciencedirect-com.ezp1.lib.umn.

edu/science/article/pii/0022103174900596.

8. Linda Babcock and Sara Laschever, Women Don’t

Ask: The High Cost of Avoiding Negotiation and Positive

Strategies for Change (London: Bantam Press, 2007).

9. Hernandez and Avery, “Getting the Short End of the

Stick.”

10. Ibid.

11. Annelise Pitts et al., Equity by Design: Voices, Values,

Vision! 2018 Equity in Architecture Survey Early Findings

Report (San Francisco: AIA San Francisco and Equity by

Design Committee, 2019), https://issuu.com/annelisepitts/

docs/eqia_2018_early_findings.

12. Bowles, Babcock, and Lai, “Social Incentives for

Gender Differences,” 84–103.

13. Ibid.

14. Ibid.

15. Ibid.

16. Cynthia G. Emrich et al., Role Negotiation and the

Pursuit of Hot Jobs, 2016, https://www.catalyst.org/

knowledge/role-negotiation-and-pursuit-hot-jobs.

17. Babcock and Laschever, Women Don’t Ask.

18. Roy Maurer, “Salary Negotiations Aren’t Happening

as Much as You’d Think,” SHRM, February 20, 2018,

https://www.shrm.org/resourcesandtools/hr-topics/

talent-acquisition/pages/salary-negotiations-are-not-

happening.aspx.

19. Babcock and Laschever, Women Don’t Ask.

20. Ibid.

21. “Negotiation,” Parlour Guides.

22. Emrich et al., Role Negotiation; American Institute

of Architects (AIA), “Diversity in the Profession of

Architecture,” Executive Summary 2016, http://

content.aia.org/sites/default/files/2016-05/Diversity-

DiversityinArchitecture.pdf; and American Institute of

Architects (AIA) and Shugoll Research, “Diversity in the

Architecture Profession,” (Washington D.C.: American

Institute of Architects, 2015).

Notes

NOTES

GUIDE 5

NEGOTIATION

5.22

23. Benjamin Harris, Information is Power: Fostering

Labor Market Competition through Transparent Wages

(Washington, DC: The Hamilton Project, Brookings

Institution, 2018), http://www.hamiltonproject.org/

assets/files/information_is_power_harris_pp.pdf; and AIA,

“Diversity in the Profession of Architecture.”

24. “Negotiation,” Parlour Guides.

25. Harris, Information is Power.

26. The AIA Code of Ethics and Professional Conduct can

be viewed at https://www.aia.org/pages/3296-aia-code-

of-ethics-and-professional-conduct.

27. For the full compliance guidance, see The American

Institute of Architects Antitrust Compliance Statement And

Procedures, September 2002, http://aiad8.prod.acquia-

sites.com/sites/default/files/2018-07/Antitrust_Statement.

pdf.

28. Susan Sturm, “Negotiating Workplace Equality:

A Systemic Approach,” Negotiation and Conflict

Management Research 2, no. 1 (2009): 92–106.

29. Evelyn Murphy, “How to Negotiate Your Salary,”

American Association of University Women, April 7, 2014,

https://www.aauw.org/2014/04/07/how-to-negotiate-your-

salary/.

30. Fisher, Ury, and Patton, Getting to Yes.

31. Maurer, “Salary Negotiations.”

32. Babcock and Laschever, Women Don’t Ask.

33. “Three Types of Power in Negotiation,” Harvard Law

School Program on Negotiation.

34. Linda Babcock and Sarah Laschever, Ask for It: How

Women Can Use Negotiation to Get What They Really

Want, (New York: Random House, 2008); and Hernandez

and Avery, “Getting the Short End of the Stick.”

35. Bowles, Babcock, and Lai, “Social Incentives for

Gender Differences,” 84–103; and Hernandez and Avery,

“Getting the Short End of the Stick.”

36. Ava J. Abramovitz, Architect’s Essentials of Contract

Negotiation (New York: Wiley, 2002).

37. Maurer, “Salary Negotiations.”

38. Ibid.

39. “Negotiation,” Parlour Guides.

40. Joanne Sammer, “No Salary Negotiations Allowed,”

SHRM, September 1, 2015, https://www.shrm.org/hr-

today/news/hr-magazine/Pages/0915-salary-negotiation-

bans.aspx; and AIA, “Diversity in the Profession of

Architecture.”

41. Ibid.

42. Maurer, “Salary Negotiations.”

43. Stephen Miller, “Close the Gender Pay Gap with

Career Parity,” SHRM, April 10, 2018, https://www.shrm.

org/resourcesandtools/hr-topics/compensation/pages/

gender-pay-gap-closure-requires-career-parity.aspx.

44. Maurer, “Salary Negotiations.”

45. Ian Stewart, “Getting Buy-In: The Art of Persuading,

Negotiating, and Influencing,” HR People + Strategy Blog,

July 6, 2017, https://blog.hrps.org/blogpost/getting-buy-in-

the-art-of-persuading-negotiating-and-influencing/.

46. “Negotiation,” Parlour Guides.

47. Maurer, “Salary Negotiations.”

48. Abramovitz, Architect’s Essentials of Contract

Negotiation.

NOTESGUIDE 5

NEGOTIATION5.23

FIRST EDITION

Part II - Released June 2019

American Institute of Architects (AIA)

The Guides for Equitable Practice are authored

by a research team based at the University of

Washington, under the direction of Renée Cheng.

The guides are written by Laura Osburn, Nancy

Alexander, and Renée Cheng, with Cozy Hannula. The

guides are designed by Vadim Gershman and published

with the support of the American Institute of

Architects Equity and Future of Architecture

Committee.

The views expressed are the views of the authors,

not necessarily those of the AIA.

The Guides for Equitable Practice are designed to

provide resources to individuals, firms, and other

groups for achieving equitable practices in the

profession of architecture. The content of the

Guides does NOT constitute legal advice. The Guides

are NOT a substitute for engaging competent legal

counsel. Ensure legal and regulatory compliance in

enacting any portions of the Guides. THE GUIDES

ARE PROVIDED "AS IS" WITHOUT WARRANTY OF ANY KIND,

EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED

TO THE IMPLIED WARRANTIES OF MERCHANTABILITY,

FITNESS FOR A PARTICULAR USE OR PURPOSE, OR

NONINFRINGEMENT. Some jurisdictions do not allow

the exclusion of implied warranties, and the above

exclusion does not apply to them.