Itiseasiertonegotiateinitialsalaryrequirementbecauseonceyouareinside,theorganizationalconstraints(约束)influencewageincreases.Onething,however,iscertain:yourchancesofgettingtheraiseyoufeelyoudeservearelessifyoudon’tatleastaskforit.Mentendtoaskformore,andtheygetmore,andthisholdstruewithotherresources,notjustpayincreases.ConsiderBeth’sstory:IdidnotgetwhatIwantedwhenIdidnotaskforit.Wehadcubicle(小隔间)officesandwindowoffices.Isatinthecubicleswithseveralmalecolleagues.Onebyonetheyweremovedintowindowoffices,whileIremainedinthecubicles,severalmaleswhowerehiredaftermealsowenttooffices.Oneinparticulartoldmehewasnextinlineforanofficeandthatithadbeenpartofhisnegotiationsforthejob.IguesstheythoughtmecontenttostayinthecubiclessinceIdidnotvoicemyopinioneitherway.Itwouldbeniceifweallreceivedautomaticpayincreasesequaltoourmerit,but“nice”isn’taqualityattributedtomostorganizations.Ifyoufeelyoudeserveasignificantraiseinpay,you’llprobablyhavetoaskforit.Performanceisyourbestbargainingchip(筹码)whenyouareseekingaraise.Youmustbeabletodemonstratethatyoudeservearaise.Timingisalsoagoodbargainingchip.Ifyoucangiveyourbosssomethingheorsheneeds(anewclientorasizablecontract,forexample)justbeforemeritpaydecisionsarebeingmade,youaremorelikelytogettheraiseyouwant.Useinformationasabargainingchiptoo.Findoutwhatyouareworthontheopenmarket.Whatwillsomeoneelsepayforyourservices?Gointothenegotiationspreparedtoplaceyourchipsonthetableattheappropriatetimeandpreparedtousecommunicationstyletoguidethedirectionoftheinteraction.7.WhatcanbeinferredfromBeth’sstory?