Way back in 2005, Shelley Powers made the argument that a diverse workforce helped a company deal with crisis. The inverse was also implied, that a rejection of diversity was an indicator of some kind of resistance, which would make it difficult to deal with crisis.<p>Powers wrote:<p>&quot;When jobs are plentiful, diversification within the job pool is not seen as a threat. In fact, diversification can be seen as a way of extending one’s power over a larger base of people. Book companies see more people buying books, conference organizers hope for more butts in seats, industries have less stressed and healthier, happier workers. However, when jobs are threatened, any change in the status quo will be seen as a risk–even those in an industry populated by people who consider themselves free of bias. It is a natural inclination to want to pull in, like the turtle into its shell, when threatened. Except in the tech industry, this ‘pulling in’ materializes as a resistance to difference.&quot;<p><a href="http:&#x2F;&#x2F;weblog.burningbird.net&#x2F;archives&#x2F;2005&#x2F;07&#x2F;19&#x2F;when-we-are-needed&#x2F;" rel="nofollow">http:&#x2F;&#x2F;weblog.burningbird.net&#x2F;archives&#x2F;2005&#x2F;07&#x2F;19&#x2F;when-we-ar...</a><p>My interpretation of this is that the problems that Github has had with diversity in its teams was a leading indicator of the wider management problems that we now see.