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Race, age and gender are just a part of the larger identity politics that has been seeping into tech.

For a larger context, I refer you to the social psychologist Jonathan Haidt:

Q: Are these problems graduating with Gen Z to the workplace?

 

H: While we were writing the book, I was beginning to hear anecdotes from business people, but we didn't have enough to go on. By January 2019, it was clear in industries that hire from elite liberal arts colleges. When we talk to people, they'll say young employees are so fragile and come in looking for confrontation. Members of Gen Z, they are used to an environment in which it's all about displaying what side you're on, supporting this person, opposing that. Everything becomes a moral conflict. But you can't run a company that way.

 

Q: How do we stop this from happening in an office?

 

H: If corporate culture becomes political, people feel fearful or reluctant to stand up. We need a speak-up culture, but Gen Z has been raised with a call-out culture in which they're incentivized to criticize or shame people publicly. A callout culture makes people feel they're walking on eggshells, and you can't have that in a company.

So there you have it. This is a cultural problem in tech that needs addressing by multiple organizations. Leaders of the companies should start speaking up against the growing divisiveness in tech, and aim to restore meritocracy.

Haidt has summarized a sociological paper to provide a more general sociological perspective into what is happening in tech: Where microaggressions really come from: A sociological account.

Race, age and gender are just a part of the larger identity politics that has been seeping into tech.

For a larger context, I refer you to the social psychologist Jonathan Haidt:

Q: Are these problems graduating with Gen Z to the workplace?

H: While we were writing the book, I was beginning to hear anecdotes from business people, but we didn't have enough to go on. By January 2019, it was clear in industries that hire from elite liberal arts colleges. When we talk to people, they'll say young employees are so fragile and come in looking for confrontation. Members of Gen Z, they are used to an environment in which it's all about displaying what side you're on, supporting this person, opposing that. Everything becomes a moral conflict. But you can't run a company that way.

Q: How do we stop this from happening in an office?

H: If corporate culture becomes political, people feel fearful or reluctant to stand up. We need a speak-up culture, but Gen Z has been raised with a call-out culture in which they're incentivized to criticize or shame people publicly. A callout culture makes people feel they're walking on eggshells, and you can't have that in a company.

So there you have it. This is a cultural problem in tech that needs addressing by multiple organizations. Leaders of the companies should start speaking up against the growing divisiveness in tech, and aim to restore meritocracy.

Haidt has summarized a sociological paper to provide a more general sociological perspective into what is happening in tech: Where microaggressions really come from: A sociological account.

Race, age and gender are just a part of the larger identity politics that has been seeping into tech.

For a larger context, I refer you to the social psychologist Jonathan Haidt:

Q: Are these problems graduating with Gen Z to the workplace?

H: While we were writing the book, I was beginning to hear anecdotes from business people, but we didn't have enough to go on. By January 2019, it was clear in industries that hire from elite liberal arts colleges. When we talk to people, they'll say young employees are so fragile and come in looking for confrontation. Members of Gen Z, they are used to an environment in which it's all about displaying what side you're on, supporting this person, opposing that. Everything becomes a moral conflict. But you can't run a company that way.

Q: How do we stop this from happening in an office?

H: If corporate culture becomes political, people feel fearful or reluctant to stand up. We need a speak-up culture, but Gen Z has been raised with a call-out culture in which they're incentivized to criticize or shame people publicly. A callout culture makes people feel they're walking on eggshells, and you can't have that in a company.

So there you have it. This is a cultural problem in tech that needs addressing by multiple organizations. Leaders of the companies should start speaking up against the growing divisiveness in tech, and aim to restore meritocracy.

Race, age and gender are just a part of the larger identity politics that has been seeping into tech.

For a larger context, I refer you to the social psychologist Jonathan Haidt:

Q: Are these problems graduating with Gen Z to the workplace?

H: While we were writing the book, I was beginning to hear anecdotes from business people, but we didn't have enough to go on. By January 2019, it was clear in industries that hire from elite liberal arts colleges. When we talk to people, they'll say young employees are so fragile and come in looking for confrontation. Members of Gen Z, they are used to an environment in which it's all about displaying what side you're on, supporting this person, opposing that. Everything becomes a moral conflict. But you can't run a company that way.

Q: How do we stop this from happening in an office?

H: If corporate culture becomes political, people feel fearful or reluctant to stand up. We need a speak-up culture, but Gen Z has been raised with a call-out culture in which they're incentivized to criticize or shame people publicly. A callout culture makes people feel they're walking on eggshells, and you can't have that in a company.

So there you have it. This is a cultural problem in tech that needs addressing by multiple organizations. Leaders of the companies should start speaking up against the growing divisiveness in tech, and aim to restore meritocracy.

Haidt has summarized a sociological paper to provide a more general sociological perspective into what is happening in tech: Where microaggressions really come from: A sociological account.

Race, age and gender are just a part of the larger identity politics that has been seeping into tech.

For a larger context, I refer you to the social psychologist Jonathan Haidt:

Q: Are these problems graduating with Gen Z to the workplace?

H: While we were writing the book, I was beginning to hear anecdotes from business people, but we didn't have enough to go on. By January 2019, it was clear in industries that hire from elite liberal arts colleges. When we talk to people, they'll say young employees are so fragile and come in looking for confrontation. Members of Gen Z, they are used to an environment in which it's all about displaying what side you're on, supporting this person, opposing that. Everything becomes a moral conflict. But you can't run a company that way.

Q: How do we stop this from happening in an office?

H: If corporate culture becomes political, people feel fearful or reluctant to stand up. We need a speak-up culture, but Gen Z has been raised with a call-out culture in which they're incentivized to criticize or shame people publicly. A callout culture makes people feel they're walking on eggshells, and you can't have that in a company.

So there you have it. This is a cultural problem in tech that needs addressing by multiple organizations. Leaders of the companies should start speaking up against the growing divisiveness in tech, and aim to restore meritocracy.

Race, age and gender are just a part of the larger identity politics that has been seeping into tech.

For a larger context, I refer you to the social psychologist Jonathan Haidt:

Q: Are these problems graduating with Gen Z to the workplace?

H: While we were writing the book, I was beginning to hear anecdotes from business people, but we didn't have enough to go on. By January 2019, it was clear in industries that hire from elite liberal arts colleges. When we talk to people, they'll say young employees are so fragile and come in looking for confrontation. Members of Gen Z, they are used to an environment in which it's all about displaying what side you're on, supporting this person, opposing that. Everything becomes a moral conflict. But you can't run a company that way.

Q: How do we stop this from happening in an office?

H: If corporate culture becomes political, people feel fearful or reluctant to stand up. We need a speak-up culture, but Gen Z has been raised with a call-out culture in which they're incentivized to criticize or shame people publicly. A callout culture makes people feel they're walking on eggshells, and you can't have that in a company.

So there you have it. This is a cultural problem in tech that needs addressing by multiple organizations. Leaders of the companies should start speaking up against the growing divisiveness in tech, and aim to restore meritocracy.