" Pennebaker said, we are limited in what we can discuss publicly about law enforcement investigations, GARRY MARSHALL Rest In Peace . Thank you for my professional life Thank you for your loyalty friendship and generosity Henry Winkler (@hwinkler4real) July 20 2016 We lost one of the all time greatest tonight My dear friend Garry Marshall has passed away My deepest thoughts to Barbara & the family Tony Danza (@TonyDanza) July 20 2016 In honor of Garry Marshall I’ve always *loved* this opening: https://tco/5uPaLvqxox Emily Nussbaum (@emilynussbaum) July 20 2016 RIP Garry Marshall the loveliest hostage a gal could ask for Mastered so many mediums & was vital to the end ❤️ pictwittercom/e5epZLnrJX Sarah Silverman (@SarahKSilverman) July 20 2016 The world has lost a great man a comedy icon and a wonderful friend Rest in peace Garry Marshall bob saget (@bobsaget) July 20 2016 Garry Marshall hired me at 15 years old He gave my wife her start at 18 as a makeup artist He changed our lives And MANY others #love Rob Lowe (@RobLowe) July 20 2016 Garry Marshall was as sweet as he was generous and he told a great story He will be missed Seth Meyers (@sethmeyers) July 20 2016 I had the honor to work w the legendary #GarryMarshall -thank u 4 ur comedic genius #rip㈻1;ㇿ7; a true pioneer pictwittercom/e90RNT8aV4 Jessica Alba (@jessicaalba) July 20 2016 Contact us at [email protected] Ellen Pao lost her sex discrimination case against the venture capital firm Kleiner Perkins she announced a new tactic to level the playing field and reduce gender bias in the workplace: her company Reddit where she is now interim CEO would ban salary negotiations for new employees Since men tend to negotiate more often and more aggressively than women they land higher salaries Pao noted Research also shows that when women do negotiate they face a backlashwhats called a "social cost" of asking Theyre less likely to be hired trusted deemed likeable and admirable colleagues and appointed to important positions No wonder 63 percent of millennial women in Levo Leagues 2015 survey said they feel uncomfortable negotiating a job offer Some greeted Ellen Paos ban with cheers saying that it reduces the impact of negotiation skills and therefore narrows the gender pay gap A "no negotiation" policy helps eliminate social costs stemming from prescriptive stereotypes such as the idea that women should be concerned with others not assertively individualistic hard bargainers Further since new hires dont have access to employers information to advocate for themselves from a position of equality and strength Paos move underscores the need for more transparency which would also foster the "equal opportunity environment for everyone" she seeks Others balked at the idea of banning negotiation and argued instead for equipping everyone with the skills necessary to ask for the compensation they deserve "Ask for the raise" urges Sally Krawcheck the CEO of Ellevate who once ran units of Citigroup and Bank of America: "People who ask get more money and people who dont ask tend to get less" The two sides of the debate that has emerged in the wake of Paos announcement both speak to the need to examine further how and why negotiation might help women in the workforce In addition to addressing the question of whether or not an individual should negotiate this discussion should prompt deeper reflection upon the fact that the burden to bargain successfully need not fall solely on an individual Organizations can encourage people to feel comfortable negotiating by fostering a negotiation culture inside the organization The human resources staff also can and should work to eliminate hidden biases in hiring appraisal and compensation decisions while still allowing people to bargain on their own behalf Furthermore women who dont build up skills in the practice of negotiation give up a potentially powerful way to help gender-neutral and family-friendly organizations emerge According to Deborah Kolb author of seven books on conflict and negotiation workplace negotiation is ubiquitous and occurs around a range of everyday activities well beyond initial compensation terms "We constantly negotiate about what kind of work we do what jobs we have what resources we need our goals and objectives or work schedules the work itself our roles and responsibilities and authority" she observes in her newly-released book Negotiating at Work Kolb has researched negotiations for 35 years and taught students and executives how to do it She explains that many organizations today still display outdated assumptions and practices that are holdovers from previous eraswhat sociologists call the negotiated orderwhen male workers without significant family responsibilities were the primary instigators making policy These assumptions include things like expecting face time at the office or the ability to work long uninterrupted hours They also include the expectation that mothers (but not fathers) be the "trailing spouses" in job changesand related but less openly-discussed practices like discouraging a mother from accepting an international assignment because it involves relocating and "might uproot her family" or not being transparent about criteria for promotion so women can position themselves to advance to top management later When a person negotiates about things other than what Kolb calls the "standard fare of bargaining"essentially compensation and employmentshe or he raises an issue that challenges an established practice that others may not see as a problem If these negotiations raise awareness about these more subtle assumptions and result in small changes the negotiated order of the organization begins to change The definition of whats acceptable expands Case studies in Negotiating at Work illustrate how this dynamic occurs A powerfully detailed one involves Cheryl a 15-year veteran executive of a heavy manufacturing firm who distinguished herself as a top performer in international and financial management mergers and acquisitions strategy valuation and structure When offered the job of chief financial officer of the firms $3 billion supply division Cheryl and her family moved to its Texas headquarters After two years however her husband and teenage children longed to return to their home state where they had family and community connections With no precedent in the firm for flexible work or telecommuting Cheryl negotiated with her boss a solution she calls a tri-office arrangement: she spends time working at the headquarters office in the field office and at a home office in Pennsylvania The proposal she offered benefitted her boss and the company herself and her familya successful win-win-win for all With negotiations like Cheryls (and Kolb offers many other examples in her book) for telecommuting or flex time or another innovative work arrangement the definition of whats acceptable to discuss and to try changes to include family responsibilities and other important commitments Kolb demonstrates how such small negotiations that occur daily in organizations can add up to a new negotiated order that makes room for more diversity in how people work She also tells of an ambitious tech division vice president (DVP) who was a strong candidate for promotion but was not yet on her bosss radar She initiated a negotiation about adjusting the criteria for the job so that she would not automatically be excluded either by her fewer years in the DVP role or her lesser time entertaining customers on evenings and weekends By putting herself forward she influenced her boss to consider promoting someone who could do the job well period and helped others by example to chart their future career paths in the process "What starts as an individual negotiating in the context of an existing negotiated order might yield to more systemic changes which can create an entirely different playing field for those negotiators who follow" notes Kolb These small wins spread from those directly involved in the negotiation to others who pick up on the new possibility and ask for it People become more comfortable with the idea and the organization begins to change often by adding a policy that empowers others to make a similar request So if women and men decline to negotiate at work they risk abandoning important opportunities to impact outmoded ways of working They give up a chance to influence the negotiated order that defines their organizationan entity likely designed for a workforce that no longer resembles the people for whom it was originally a comfortable fit The bottom line here is that to negotiate opens up the potential to achieve a small win for yourself that may engender a larger gain for others Nanette Fondas co-author of The Custom-Fit Workplace writes about business economics and family This piece was originally published in New Americas digital magazine The Weekly Wonk Sign up to get it delivered to your inbox each Thursday here and follow @New America on Twitter More from New America: Contact us at [email protected] IDEAS TIME Ideas hosts the world’s leading voices providing commentary on events in news society and culture We welcome outside contributions Opinions expressed do not necessarily reflect the views of TIME editors spokeswoman for Attorney General Wayne Stenehjem. 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