Cultural Issues in Silicon Valley: Examining Race, Ethnicity, and Gender

This paper examines the cultural issues in Silicon Valley, focusing on race, ethnicity, and gender. It discusses the impact of these issues on different groups and provides solutions to address them. The study aims to raise awareness and promote a more inclusive and diverse workplace in Silicon Valley.

Abstract
Culture often shapes our values and expectations as they relate to many parts of our
lives, including jobs and careers. Research has been conducted on the lack of cultural issues
Silicon Valley faces by looking into race, ethnicity, and gender. An examination of these issues is
presented by case studies where race, ethnicity, and gender continue to drive vigorous
discussion across the tech industries, with Silicon Valley often at the center of heightened
scrutiny. The lack of action in sexual harassment cases and the tolerance and acceptance of
other cultures have employees thinking it is acceptable. The purpose of this paper is to evaluate
the cultural issues in Silicon Valley. These issues in Silicon Valley have impacted every group
that is not in a position of power. And to provide solutions for Silicon Valley to ratify their
cultural issues. It is the hope this study will inform the effect cultural issues have on Silicon
Valley and provide ways to attract and retain qualified candidates.

The problem: The cultural issues in Silicon Valley
Cultural issues express an organization's values and beliefs through shared assumptions
and group norms within the workplace. The cultural issue is so severe that it needs a reset. For
example, gender discrimination complaints were filed against Silicon Valley. The issues have
impacted every group that is not in a position of power. For example, the firm did not have any
women in the senior role of general partner until a case resulted in a lawsuit against the
company, including accounts for sexual harassment made against female junior partners.
Cultural issues have the potential of being a lot of different things; it is very arbitrary,
and it depends on what lens is being seen through. For example, the racial gap in leadership
between white men and minority men was larger than the gender or whereas Asians and Asian
Americans are well-represented, unlike other minorities. Although Silicon Valley cultural issues
are identified in so many ways, the most common cultural issues Silicon Valley faces are race,
ethnicity, and gender. To have a better culture, Silicon Valley must implement action on the
results of employee surveys, fair promotion advancement, and change in hiring practices.
Background
Silicon Valley failed to realize and understand the factors that often produce cultural
issues in the workplace. There's less diversity and most companies in Silicon Valley employ
mostly non-diverse individuals, based on a report from the Ascend Foundation, a business
organization that represents Asian Americans. For example, the report shows the racial gap in
leadership between white men and minority men was larger than the gender. Asians and Asian
Americans are well-represented in the tech industry, holding 41 percent of jobs in Silicon
Valley's top companies (Guynn,2020). According to the Department of Education, from 2014 to

2015, Black students earning a bachelor's degree in science, technology, engineering, and
mathematics accounted for 7.1 percent of graduates in those fields. Yet, in Silicon Valley, Black
employees made up less than half that. Based on these reports, Whites are the only race with a
positive gap, meaning they are being promoted to senior leadership roles or entry-level
positions at far higher rates than all other races.
Secondly, Silicon Valley ethnicity issues are still ongoing. The company began to disclose
the demographics of its workforce, advocates hoped for change, but the data reveals change is
still needed. The United States Census Bureau,2010 data displays 35.9 percent White, Asian,
31.6 percent, Hispanic or Latino 25.6 percent, and Multiple & Other 4.4 percent, and Black 2.6
percent and 2020 data display 29.2 percent White, Asian, 38.8 percent, Hispanic or Latino 24.1
percent, and Multiple & Other 5.6 percent, and Black 2.2 percent (Population Share by Race &
Ethnicity, 2020). In research from Guynn (2020), Asians are the largest ethnicity in the tech
industry where they are the least likely to become managers and executives. White men and
women are twice as likely to become executives compared to Asians. Whereas Asian women
were the least likely to be promoted into executive roles.
Finally, Silicon Valley is under increasing pressure to change after allegations of sexist
behavior have become known. The former Uber engineer Susan Fowler’s allegations that the
company failed to act on sexual harassment and gender discrimination complaints. “It’s not like
we didn’t know this stuff was going on at Uber from the beginning,” said McNamee. Half a
dozen women have accused Justin Caldbeck, who resigned from Binary Capital where he was
co-founder and managing partner, of making unwanted sexual advances when they went to
search for funding or advice from him (Fowler,2017). Silicon Valley’s treatment of women has

been examined in US court. A case by a junior partner at a venture capital firm, who accuses
her employer of discriminating against her on gender grounds. The firm failed to promote other
female partners while promoting men partners (Mishkin, 2015). Furthermore, the firm did not
have any women in the senior role of general partner until after the junior partner lawsuit.
Solutions
First, retain an outside firm to do a thorough assessment of the cultural issues of the
organization. Secure senior leadership commitment to a corrective action plan that addresses
race, ethnicity, and gender issues. Prospective employees are attracted to organizations that
have a reputation for being a good place to work. Providing management teams with cultural
awareness training can equip them to help create a more inclusive workplace across
generations and backgrounds. Educate employees on how to create a culture of respect and
tolerance. Bring in outside support to provide workers with helpful tools to resolve
communication problems and avoid the potential friction of culture conflict.
Second, offer mandatory training in unconscious bias for every employee. All employees
at every level of the organization must understand their own bias and subsequent behavior. An
essential foundation for reducing unconscious bias is raising awareness of the effects of
unconscious bias in the workplace. Unconscious bias and its effects must be discussed fully with
employees at all levels.
Third, develop career paths that enable all employees to see their potential
advancement opportunities. Without a clearly defined plan and support, talented employees
lose interest and leave believing the company is not invested in their success. By investing in
the education and development of all employees, then they will remain equipped with the

latest knowledge and skills. The company won't have to go out and find workers with specific
skills if they’re teaching the ones already employed.
Finally, have a cultural communication event day where individuals are showing others
their traditions. This event can take place in public areas like the cafeteria or lounge area to
organize small events displaying diverse art and culture. Or have a potluck luncheon where
each person brings in dishes from their culture or heritage.
Conclusion
Silicon Valley will need to prevent cultural issues as a core part of a long-term effort to
create a more welcoming, inclusive, and diverse workplace. Having a diverse organization plays
a significant role in improving the performance of the company. Retaining an outside firm,
offering mandatory training, developing career paths, and cultural communication events is a
step closer to resolving the diverse and cultural issues at Silicon Valley.
None of the problems will be remedied overnight, which is why Silicon Valley needs to
face the facts of needing to rebuild internally, then the industry’s perception will fall from top
to bottom. Understanding the underrepresentation of women and people of color, recruiting,
and hiring within the industry will help to understand their race, ethnicity, and gender by
creating stronger and healthier work relationships which in return creates fewer turnovers.

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https://www.susanjfowler.com/blog/2017/2/19/reflecting-on-one-very-strange-year-at-
uber
Guynn, J. U. T. (2020, July 10). Silicon Valley’s race gap is getting worse, not better, new
research shows. USA TODAY.
https://eu.usatoday.com/story/tech/news/2017/10/03/diversity-and-silicon-valley-race-
not-gender-gap-gets-worse/727240001/
Mishkin, S. (2015, Feb 28). Discrimination case looks at Silicon Valley culture: General
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https://siliconvalleyindicators.org/data/people/talent-flows-diversity/racial-and-ethnic-
composition/population-share-by-race-ethnicity/