> But I also agree with the GP that we should leave room for different company cultures. I don't disagree at all. I would simply note, however, that there are

> But I also agree with the GP that we should leave room for different company cultures. I don't disagree at all. I would simply note, however, that there are a lot of startups out there complaining about how difficult it is to find talent. In many cases, an inane focus on building a "family" and hiring for "cultural fit" contributes to the challenge of attracting and retaining talent. It's somewhat surprising more founders don't recognize this. > ...being a little co-dependent and insular is far from the worst crime. I'll take that any day over a place where good technical work is unrecognized or gets downright stifled because of politics. I would suggest that these hyper-social environments are just as likely, if not more likely, to produce the type of outcome you loathe. When you're constantly socializing with your coworkers and your social circle becomes dominated by your colleagues, it's much more difficult to separate your personal biases from your professional behavior. In practical terms, this means popular employees who are good at what they do get ahead, popular employees who aren't as good as less popular employees still get ahead, and popular employees who don't pull their weight are far more likely to be cut some slack than less popular employees who don't deliver. This is popularity-based politics and it's absolutely detrimental to a company's success.