I think the most important point here is that no place with more than a handful of employees will be perfect for everyone they hire, and the bigger the place, t

I think the most important point here is that no place with more than a handful of employees will be perfect for everyone they hire, and the bigger the place, the bigger the internal environmental differences. I've worked at places where there was an awesome manager building a wonderful culture underneath, while another large team nearby had terrible management, considered very substandard people to be their very best, and was a nightmare to work for (and with). My idea of good people loved one team, and quit quickly when working on the other. The manager in charge of both managers never thought there was a difference, and thought both managers were great. Managing one team is hard. Setting up an environment that is great for a diverse set of people (whether we are measuring that by race and gender of just by people with different values and ways of thinking) is even harder. Many people in those positions don't spend anywhere near enough time trying to make sure they are building the right thing and instead copy each other, leading to what Dan describes. None of this will change until we make breakthroughs into people management, something that, sadly, only the largest companies have resources to really look at, and the largest companies are often the most dysfunctional.