In this chapter, the author acknowledges that cultivating a particular workplace culture is acceptable but points out potential stumbling blocks when hiring for "culture fit" in building a diverse workforce. She emphasizes the importance of distinguishing which aspects determine whether someone would fit the work culture. Often, hiring preferences prioritize social class- or friend-specific desires over qualities that make a person a good employee. For example, selecting candidates based on whether you would like to go out to lunch with them or if they play a particular sport can exclude those who may not share common interests or lack the resources to pursue certain activities. Additionally, if an employer consistently hires "mini-me" versions of themselves, they are not hiring diversely by design. The author argues that although diverse teams may initially feel less comfortable, they perform better than homogenous ones under the right leadership. She states that it's important to define qualities in a potential employee that allow for a wider range of applicants to qualify, such as seeking someone outgoing, rather than someone who was specifically in a fraternity you were also in. The chapter concludes with more specific examples of how certain workplace cultures can lead to biases that exclude minority groups.