> I'd rather say that the main discomfort coming from salary discussions is not caused by money, but about having some people acknowledge that they're not as "g

> I'd rather say that the main discomfort coming from salary discussions is not caused by money, but about having some people acknowledge that they're not as "good" or valuable (in that setting) as they'd like to think. So true. I actually had to have a very candid conversation with my business partner and explain to him that my time is more valuable than his based on how and where I contribute and market value, I can't put in time in direct proportion to the time he puts in. It was a tough thing to discuss but he understood and it was a very good conversation to have so we could move forward with a better understanding. This wasn't a salary conversation but a value conversation which forced him to really think of both of us and the company. There are also intangibles that people overlook. If someone is more pleasant to collaborate with and adds more value culturally, that could be why they are paid more. Most companies aren't running an assembly line where doing the same job may be more likely. When salary "discrepancies" are found out, employees won't learn a lesson and take ownership for their situation. They'll spend time investing in their skill-set but they won't spend a little time here and there to do market research or go interview a few times each year or every other year. There's also specialists who can tell you what market rate is for your position if you need help. If you don't accept this as part of the workforce, be prepared to be earn less. That's on you.