You are almost certainly underpaid. The employees who earn $600,000+ more over their careers don't work harder — they ask better. This guide is the exact system: how to build an airtight case, time the ask perfectly, deliver it word-for-word, and handle every objection your manager will throw at you. 63% of employees never negotiate. By the time you finish this article, you won't be one of them.
This article was researched and written by the Careery team — that helps land higher-paying jobs faster than ever! Learn more about Careery →
Quick Answers
How much of a raise should I ask for?
10-20% if you have strong performance data and are below the 75th percentile for your market. The average annual raise is a pitiful 3-4% — which means every year you don't negotiate, you fall further behind. If you're significantly underpaid (below 50th percentile), ask for 15-25%. Always state a specific number — never a range.
When is the best time to ask for a raise?
2-3 months before your company's annual budget cycle locks in, during or right after a performance review, or within two weeks of a major win. The worst time? During layoffs, budget freezes, or casually in the hallway. Timing is half the battle — the other half is preparation.
How do I ask for a raise over email?
You don't negotiate over email — you use email to SET the meeting. Send a 4-sentence email requesting 30 minutes to discuss compensation. Then present your full case in person (or on video). After the meeting, follow up by email to create a paper trail. Templates for both are below.
What if my boss says no to a raise?
A 'no' is not the end — it's a fork in the road. Ask: 'What specific criteria would make this a yes in 6 months?' If they give you clear, measurable goals — execute them. If they give you vague, shifting answers — that's your signal to start looking. The best raise might be at a different company.
Here's a number that should make you uncomfortable: employees who negotiate their salary earn an average of $600,000 more over a 40-year career than those who don't. That's not a typo. Six hundred thousand dollars — the price of a house, a kid's college fund, a decade of retirement — gone because of a conversation you didn't have.
And here's the kicker from a WorldatWork survey: only 37% of employees have ever negotiated their salary with their current employer. That means nearly two-thirds of the entire workforce is voluntarily donating money back to their company every single pay period.
You're reading this because you suspect you're one of them. You're right. Let's fix it.
Let's be honest about what's really happening. You know you should ask. You've probably thought about it dozens of times. But you haven't. Why?
It's not laziness. It's evolutionary psychology working against you.
Asking for a raise triggers the same brain circuitry as standing up in a tribe and demanding more food. Your amygdala reads it as a social threat: What if they get angry? What if they think I'm greedy? What if this ruins the relationship?
These fears feel real. They're not. Here's what's actually true:
- 73% of employers expect you to negotiate. (Glassdoor) You're not being pushy — you're playing the game they designed.
- Managers don't resent raise requests. They resent bad raise requests — the ones with no data, wrong timing, and emotional framing. A polished, data-backed ask? That earns respect.
- Not asking has consequences too. Every year without a raise, inflation eats 3-4% of your salary. After 3 years of "steady" $70K, you're effectively earning $63K in real purchasing power. You're getting a pay cut by doing nothing.
The 3 raise killers — why most attempts fail
- Making it emotional instead of evidence-based ('I feel I deserve more' — your manager can't take feelings to the budget meeting)
- Asking at the wrong time (during layoffs, right after a miss, or casually in Slack — signals that you don't understand the business)
- Not stating a specific number (saying 'I'd like more' forces your manager to guess — and they will ALWAYS guess low)
The conversation isn't scary because it's dangerous. It's scary because your brain is wired for a world that doesn't exist anymore. In the actual world, the data is clear: asking is expected, silence is expensive, and preparation eliminates almost all risk.
Not everyone should ask right now. Timing a weak case is worse than waiting for a strong one. Run through these five signals:
- You've been in your role 12+ months with consistently strong performance (anything less reads as premature)
- You can name 3+ specific, measurable wins from the past year — not 'I worked hard,' but '$X saved, Y% improved, Z launched'
- You've verified your salary is below the 75th percentile for your role/market (data, not gut feeling — check BLS, Glassdoor, Levels.fyi)
- Your responsibilities have expanded beyond your original job description (you're doing more, but paid the same)
- Your company is financially stable — no active layoffs, hiring freezes, or restructuring underway
Scored 4-5? You're ready. Prepare this week.
Scored 3? You're borderline. Spend 30 days building one more win, then move.
Scored 1-2? Focus on stacking achievements for 3-6 months. Rushing a weak case is career malpractice — it resets the clock on when you can ask again.
If your company just went through layoffs or announced a budget freeze, wait at least one full quarter before initiating. Even a perfectly justified request during company-wide pain signals tone-deafness — and tone-deafness kills your credibility for the next ask too.
Here's what nobody tells you: your manager probably agrees you deserve more money. The problem isn't convincing them — it's giving them the ammunition to convince their boss and HR.
A raise request isn't a personal conversation. It's a business proposal that travels up a chain. Your manager needs to present your case to their leadership with the same confidence you presented it. That means your materials need to be airtight.
Step 0: Check your own company's job postings (do this first)
Before you research anything external, go to your company's careers page right now and search for roles similar to yours. Look for your title, your function, or the level directly above you.
If the posting lists a salary range higher than what you currently make — screenshot it immediately. This is the single most powerful piece of evidence you can bring to a raise conversation. Why? Because it can't be dismissed. It's not Glassdoor data your manager can wave off as "different market." It's not BLS statistics they can call "too broad." It's your employer's own published admission that they're willing to pay more for the exact work you're already doing.
The implication is undeniable: the company knows the market rate, they've budgeted for it — they're just not paying you that rate yet.
Check your company's careers page, LinkedIn jobs, Glassdoor listings, and any internal job board (Workday, Greenhouse, etc.). Some companies hide salary ranges on external postings but show them internally. Also check if they're hiring for your role at a different office — some states require salary transparency (Colorado, California, New York, Washington), which means those postings reveal ranges the company won't show you directly.
Step 1: Build your achievement arsenal
Document every win using the CAR format
Track specific contributions over the past 12 months. Each one gets three lines:
- Challenge: What problem or opportunity existed?
- Action: What did you specifically do? (Not your team — you)
- Result: What was the measurable outcome? (Revenue, savings, efficiency, growth)
Weak example: "Helped improve customer satisfaction."
Strong example: "Customer churn hit 8.3% quarterly — above the 6% target (Challenge). Redesigned the onboarding flow, built a 30-day success program, and personally ran the first 50 customer calls to test the approach (Action). Churn dropped to 4.1%, saving approximately $340K in annual recurring revenue (Result)."
The difference? One is a feeling. The other is a number your manager can put on a slide.
Step 2: Build your market data file
Research what you're actually worth
Your feelings about what you "should" earn are irrelevant. What matters is what the market pays for your specific combination of role + location + experience + skills.
Use at least three of these (using one source looks cherry-picked):
- BLS Occupational Employment and Wage Statistics — government data, most reliable, hardest to argue against
- Levels.fyi — best for tech compensation with verified, self-reported data
- Glassdoor / Payscale — broadest coverage for non-tech roles
- Robert Half Salary Guide — strong for finance, accounting, admin, and legal roles
Find your percentile position. If you're at the 45th percentile with strong performance, you have a clear, data-backed argument for the 65th-75th.
Step 3: Document your scope creep
Compare your job description to your actual job
Pull up your original job description — the one from when you were hired. Now list everything you do today that isn't on it.
Common examples that justify a raise on scope expansion alone:
- Managing people, projects, or budgets that weren't part of the original role
- Owning systems, tools, vendor relationships, or accounts added after you were hired
- Cross-functional responsibilities (sitting in meetings with other teams' leadership)
- Mentoring, training, or onboarding new hires
This is your strongest lever. Scope expansion without compensation adjustment is an objective, measurable mismatch. It's not "I feel underpaid" — it's "the job I'm doing is not the job I was paid for."
The Raise Case Document
Put it all in one place. This is the document you hand your manager — and the one they'll forward to HR.
Compensation Discussion: [Your Name]
Current: $[Amount] | Requested: $[Amount] ([X]% adjustment)
Impact Summary (Past 12 Months)
1. [Win Title] — [one-line result with dollar/percentage metric]
2. [Win Title] — [one-line result with metric]
3. [Win Title] — [one-line result with metric]
Expanded Responsibilities (Not in Original Job Description)
Market Compensation Data
| Source | Role Match | Range | Median |
|--------|-----------|-------|--------|
| BLS OEWS | [Title], [Metro Area] | $[Low]-$[High] | $[Med] |
| Glassdoor | [Title], [Location] | $[Low]-$[High] | $[Med] |
| [Third Source] | [Title] | $[Low]-$[High] | $[Med] |
My current position: ~[X]th percentile
Requested position: ~[Y]th percentile
Request
Salary adjustment to $[Amount], effective [Date/Next Review Cycle].
Your manager doesn't decide your raise alone. They present your case to their boss, to HR, maybe to a comp committee. Your job isn't just to convince your manager — it's to arm them with a document so clear and compelling that the approval chain has no reason to say no.
The "right" number isn't arbitrary — it comes from where you sit relative to market and how strong your case is.
The anchoring rule (this changes everything)
Always state your number first.
Negotiation research from Harvard and Wharton consistently shows that the first number in any negotiation becomes the psychological anchor. Every subsequent offer revolves around that anchor — not around some abstract "fair" number.
If you say "I'd like to discuss my compensation" and your manager says "$2,000 raise" — that $2,000 is now the anchor. You'll negotiate around it, maybe landing at $3,500.
But if YOU say "I'm requesting an adjustment to $95,000" — now $95,000 is the anchor. They might come back with $91,000. That's a $15,000 difference in outcome — from the same conversation, the same manager, the same budget — just because of who said a number first.
If you actually want $92,000, anchor at $100,000. Negotiation naturally moves to the middle. Anchoring at your real target means you negotiate down from it. Anchoring above means you negotiate toward it.
The same ask, the same case, the same manager — but one gets approved and one gets "let's revisit." The difference is timing.
The golden windows
2-3 months before annual budget planning
This is the single most important timing rule. Most companies lock compensation budgets quarterly or annually. If you ask after the budget is set, your manager literally cannot approve it — even if they want to. Find out when your company's fiscal year starts and work backward.
During or right after a performance review
Compensation is already on the table. Your manager just spent an hour documenting your performance. The transition from "you're doing great" to "let's align my comp with that" is natural.
Within 2 weeks of a major win
You just closed the biggest deal of the quarter. You just shipped a product feature that landed a key client. You just saved the company $200K by catching an error. The recency effect is real — the win is fresh, the gratitude is high, and the ask feels earned.
When the company is hiring or growing
New funding round, revenue growth, hiring spree? The company is spending money. Your raise is a rounding error compared to the cost of losing you and hiring a replacement (typically 50-200% of your salary).
The dead zones (don't even try)
- During or right after layoffs — even justified asks feel predatory
- After a major mistake — wait for the next win to rebalance perception
- During your manager's crunch time — end of quarter, board prep, product launch
- In casual settings — Slack, hallway, lunch, happy hour. This conversation deserves a meeting invite and 30 uninterrupted minutes
The best time: company is healthy, you just delivered a win, and budget decisions haven't been finalized. If all three align, you have a window measured in weeks — not months. Move.
This is where it all comes together. The in-person (or video) conversation is the highest-impact format. No ambiguity, no misread tone, no forwarded-to-the-wrong-person risk.
Here's the structure — designed to be conversational, not rehearsed. You don't want to sound like you're reading a script. You want to sound like a professional having a business conversation.
The 4-part framework
Open: set the frame (30 seconds)
Signal that this is a career conversation, not a complaint. Your manager needs to shift out of "daily standup" mode.
"Hey [Name], thanks for making time. I wanted to have a focused conversation about my compensation — specifically, I've done some research and put together a case I'd like to walk you through."
Why this works: It's direct. It signals preparation. It tells your manager: this isn't a vague gripe — this person has a document.
Present: walk through your case (3-4 minutes)
Lead with impact, not desire. Don't open with "I want more money" — open with "here's what I've delivered."
"Over the past [X months], three things stand out. First — [Achievement 1: one sentence, Challenge → Result with metric]. Second — [Achievement 2]. Third — I've taken on [expanded responsibility] that wasn't part of my original role, including [specific examples].
I've also done some market research. Based on BLS data and [source 2], the market range for this role in [location] is $[Low] to $[High]. My current salary puts me at roughly the [X]th percentile."
Why this works: You've framed yourself as someone who over-delivers and knows the market. The data does the convincing.
Ask: state the number (15 seconds)
Be specific. Be direct. Don't hedge. Don't apologize.
"Based on my contributions and the market data, I'm requesting an adjustment to $[Amount]. That positions me at the [Y]th percentile, which I believe reflects the value I'm bringing."
Why this works: Specificity signals research. A vague "I'd like more" puts your manager in the awkward position of guessing. A precise number gives them something actionable to take to HR.
Silence: let them respond
Stop. Talking.
After stating the number, say nothing. The silence will feel agonizing — your brain will scream at you to fill it with justifications, qualifications, or an apologetic "but I understand if that's not possible."
Don't. The person who breaks silence first loses leverage. Your manager needs processing time. Give it to them.
Full script (customize and practice once)
[OPENING — 30 seconds] "Thanks for making time for this. I've been thinking about my trajectory here, and I wanted to have a focused conversation about my compensation. I've put together some notes — mind if I walk you through them?" [YOUR CASE — 3 minutes] "Over the past [X months], I've been focused on delivering results beyond my core responsibilities. Three highlights: First — [Achievement 1]. When [challenge], I [action], which resulted in [metric]. That's [context for why it matters — revenue saved, time gained, risk mitigated]. Second — [Achievement 2: same structure]. Third — my scope has expanded significantly since I was hired. I'm now [managing X, owning Y, leading Z] — none of which were in my original job description. I've also done market research. Based on data from BLS and [source], the range for this role in [location] is $[Low] to $[High]. My current salary of $[Current] puts me at approximately the [X]th percentile." [THE ASK — 15 seconds] "Based on my performance, expanded scope, and market data, I'm requesting an adjustment to $[Target]. That would position me at the [Y]th percentile — which I believe is fair given what I'm delivering." [SILENCE — let them respond] [IF THEY NEED TIME] "Completely understand — this probably needs to go through approvals. I've put everything in a one-pager I can send you. Would that be helpful for your conversations with [their boss / HR / comp team]?" [IF THEY PUSH BACK] → See "Handling every objection" section below [CLOSING] "I appreciate you hearing me out. When would be a good time to follow up on this?"
Run through this once — out loud, not in your head — with a friend or into your phone recorder. You want fluency, not perfection. Memorized scripts sound robotic. A practiced framework sounds confident.
Email has two roles: setting the meeting and creating a paper trail after. Never negotiate salary over email — tone gets misread, responses get delayed, and the conversation loses momentum.
Email #1: Request the meeting
Subject: Quick request — career development discussion Hi [Manager Name], I'd like to schedule 30 minutes to discuss my compensation. Over the past [X months], my scope and responsibilities have grown significantly, and I've put together some research I'd like to share. Could we find time this week or next? [Tuesday afternoon or Thursday morning] work on my end, but I'm flexible. Thanks, [Your Name]
Short, professional, no negotiation. The purpose is a calendar invite, nothing more.
Email #2: Follow-up after the meeting
This is your paper trail. Send within 24 hours of the conversation.
Subject: Follow-up — compensation discussion Hi [Manager Name], Thank you for the conversation today. I wanted to recap what we discussed so we're aligned: **My request:** Salary adjustment to $[Amount] (from $[Current]), based on: - [Achievement 1 — one line with metric] - [Achievement 2 — one line with metric] - Expanded scope: [responsibilities not in original role] - Market data: $[Low]-$[High] range for this role ([sources]) **Next steps you mentioned:** [Whatever they said — "I need to check with HR," "let me discuss with my director," "we'll revisit in Q2"] **Proposed follow-up date:** [Date — ideally 1-2 weeks out] I've attached the full summary document for your reference. Let me know if you need anything else from my end. Thanks, [Your Name]
The follow-up email isn't optional. It converts a verbal conversation into documented evidence. If they promised to revisit in 60 days and then forget, you have a timestamp. If they move the goalposts later, you have the original goalposts on record. Always create the paper trail.
There's an invisible factor in every raise negotiation that most people miss: how replaceable you appear. Managers have a mental model of how hard it would be to lose you. If you're visible in your industry — active on LinkedIn, known to recruiters, receiving inbound messages — the urgency to retain you multiplies. You don't need to threaten to leave. You just need them to know that others are interested. This is why building a personal brand isn't vanity — it's negotiation infrastructure.
Every manager has a playbook of objections. Here's how to handle each one — not by arguing, but by redirecting.
"The budget is tight right now"
This is the #1 objection, and it's sometimes real. Your job: figure out if "tight" means "impossible" or "inconvenient."
"I appreciate the transparency about budget constraints. I have two questions: 1. If budget opens up — is my raise already approved in principle, or would I need to re-present the case? 2. Can we set a specific date to revisit? I'm thinking [start of next quarter]. That way I'm not in limbo. And if base salary is truly frozen — would there be flexibility on a one-time bonus, equity, or an extra week of PTO? Sometimes the budget for those is separate."
What you're really doing: Separating "can't now" from "won't ever." A manager who agrees to a date is committed. A manager who deflects indefinitely is telling you something.
"We'll revisit this at the next review cycle"
Translation: "I want this to go away."
"I'm happy to align with the review cycle. Can we do two things to make sure this stays on track? First — let's put a calendar hold for [specific date] specifically for compensation, not just performance. Second — can you tell me what criteria would make this a clear yes at that point? I want to make sure I'm building toward something specific, not just waiting and hoping. I've seen 'we'll revisit' turn into 'we forgot' — and I know neither of us wants that."
What you're really doing: Pinning down a vague promise with a date and measurable criteria. If they can't name criteria, there are no criteria — and you're running on a treadmill.
"You're already well-compensated for your role"
This one stings — but it's an opening, not a wall.
"I appreciate that — and I don't take the current compensation for granted. The question I want to raise is whether 'the role' still matches what I'm actually doing. When I was hired, my scope was [original description]. Today, I'm also [managing X, leading Y, owning Z]. If the role has grown — should the compensation reflect the role I'm actually performing? Here's the market data I pulled for someone doing what I do today — not what my title says."
What you're really doing: Reframing from "I want more for the same job" to "the job has changed and the pay hasn't caught up." That's an objective mismatch, not a subjective desire.
"I need to check with HR / my director"
This is actually a good sign — it means they're not saying no. Make it easy for them to advocate for you.
"Of course — I've prepared a one-page summary with my achievements, market data, and the specific request. Would it be helpful if I sent that over? I want to make it as easy as possible for you."
What you're really doing: Handing them the loaded gun. If your document is strong, your manager becomes your advocate instead of your gatekeeper.
"Everyone on the team is at a similar level"
The internal equity argument. Your counter: internal equity shouldn't override external market reality.
"I respect the need for consistency. My question is whether the team as a whole might be below market — because the data I'm seeing suggests this role pays [$X-$Y] externally. If internal equity is the constraint, would a title adjustment or role reclassification put me in a different band?"
Every objection is a negotiation checkpoint, not a stop sign. Your goal with each one: leave with either a number, a date, or a set of criteria. If you leave with none of the three, the conversation failed — regardless of how politely they said "not yet."
A "no" isn't a death sentence — but what you do in the next 90 days determines whether this becomes a temporary setback or a permanent ceiling.
The 90-day recovery plan
Day 1: Get specific criteria
Before you leave the conversation, ask this exact question:
"What specific things would need to change for this conversation to end differently in 6 months?"
Write down every word. If the answer is vague ("just keep doing what you're doing") — push: "Can you give me a specific example of what exceeding expectations looks like?"
If they can't name criteria, that IS your answer. You're not being developed — you're being managed.
Week 1: Email the criteria back to them
Send a follow-up: "Per our conversation, here are the criteria I'll be working toward: [1], [2], [3]. I plan to check in at 30 and 60 days, with a formal review at 90 days. Does this align with what you had in mind?"
Why this matters: You've created a written contract. If they shift the goalposts in 6 months, you have the original post.
Days 1-90: Attack the criteria and make it visible
Execute ruthlessly against every criterion they named. Track progress. Share wins — in team meetings, in 1:1s, in brief email updates. Don't be obnoxious about it, but make sure the right people see the work.
This isn't just about the raise anymore — this is building the promotion case, the reference letter, and the exit story all at once.
Day 90: The reassessment
At 90 days, evaluate honestly:
- Is your manager engaged? Are they responding to your updates, giving feedback, acknowledging progress? → Good sign. Push to 6 months.
- Are the goalposts moving? Did the criteria change, or did new barriers appear? → Warning sign. Start exploring.
- Is the company healthier? Budget freeze lifted? New funding? Revenue up? → The context may have shifted in your favor.
- Have you hit every criterion they named? → Schedule the follow-up conversation now. You've earned it.
If you've been told no twice — with documented criteria that you met — it's not about your performance. It's about the organization. Some companies structurally underpay because they can. The only fix is leverage: either an outside offer you're willing to take, or a strategic exit to a company that pays market rate. Being loyal to a company that won't pay you is not loyalty — it's a donation.
These are three different tools for increasing income. Using the wrong one wastes time. Using the right one at the right time is how people go from $70K to $100K in 2-3 years instead of 10.
The smartest move is usually layered: ask for a raise now, position for promotion over 6-12 months, and keep your external options warm by building visibility so recruiter inbound stays active. If internal paths produce results, great — stay and compound. If they don't, you've already built the bridge to your next move.
A raise, a promotion, and a job switch are three levers on the same machine. The professionals who reach $100K+ fastest don't rely on one — they pull all three deliberately, based on which one has the highest expected return at that moment.
Key Takeaways
- 1Employees who negotiate earn $600K+ more over their careers — yet 63% never ask. The fear is biological, not rational.
- 2Your raise case has three pillars: documented achievements (with metrics), market data (from 3+ sources), and scope expansion (the job changed, the pay didn't).
- 3Always state your number first — anchoring psychology means whoever names the first number controls the range.
- 4Time the ask before budget cycles close, after a major win, or during a review. Never during layoffs or in casual settings.
- 5Every objection has a counter. Leave every conversation with a number, a date, or measurable criteria — anything else is a deflection.
- 6If they say no twice despite meeting criteria: the problem isn't you, it's the organization. Start building your exit.
Frequently Asked Questions
How to ask for a raise at work?
Schedule a dedicated 30-minute meeting. Present a prepared case with documented achievements (using Challenge → Action → Result), market salary data from 3+ sources, and evidence of scope expansion. State a specific dollar number first. Use the scripts above — practice once out loud, then deliver. Follow up with a written summary within 24 hours.
How often should you ask for a raise?
Once per year is standard. After a 'no,' wait at least 6 months — but only after demonstrably meeting the criteria from your previous ask. Asking more often than annually signals desperation rather than strategy. The exception: if your role fundamentally changes (new team, new scope, new title expectations), that resets the clock.
Can I ask for a raise after 6 months?
Only with exceptional circumstances: a dramatic scope expansion, a role that was materially misrepresented during hiring, or market data showing you're 20%+ below comparable roles. In general, 12 months of tenure is the minimum to build a credible case. Asking at 6 months with a weak case burns your opportunity to ask at 12 months with a strong one.
What is a reasonable raise to ask for?
5-8% for a standard performance adjustment. 10-15% if you're below the 75th percentile with strong documented wins. 15-25% if you're significantly below market (this is a correction, not a raise). Always anchor your number in market data — Glassdoor, BLS, and Levels.fyi are your three best friends.
Should I mention a competing offer when asking for a raise?
Only if you have a real offer AND are genuinely prepared to take it. Bluffing with a fake offer destroys trust permanently if called. If you have a real offer, frame carefully: 'I've received an offer at $X. I'd prefer to stay — can we discuss bringing my compensation closer to that?' For the full playbook on this, see our counter offer guide.
What to do if you never get a raise?
Two asks with documented cases and two denials is the diagnostic threshold. If the criteria keep shifting, the feedback stays vague, or the timeline keeps pushing — the organization is telling you something. Employees who switch companies earn 10-20% more on average. Sometimes the best raise is a resignation letter.
Is it weird to ask for a raise?
No. 73% of employers expect it. Managers have budgets specifically designed to accommodate compensation adjustments. What IS weird is doing significantly more work than you were hired for and never saying anything about it. That's not humility — it's subsidizing your employer with your silence.
Researching Job Market & Building AI Tools for careerists since December 2020
Sources & References
- Occupational Employment and Wage Statistics (OEWS) — U.S. Bureau of Labor Statistics (2025)
- Quarterly Census of Employment and Wages — U.S. Bureau of Labor Statistics (2025)
- Who Asks and Who Receives in Salary Negotiation — Michelle Marks, Crystal Harold — Journal of Organizational Behavior, Vol. 32, Issue 3, pp. 371-394 (2011)
- Women Don't Ask: Negotiation and the Gender Divide — Linda Babcock, Sara Laschever — Princeton University Press (2003)
- Getting to Yes: Negotiating Agreement Without Giving In — Roger Fisher, William Ury, Bruce Patton — Harvard Negotiation Project (1981)