In recent years, businesses in the United States have become more diverse workplaces. Workforce diversity with respect to race, gender, and ethnicity has increased due to sociocultural changes and is to some extent protected by law. As the demographic diversity of American businesses has become more apparent, it is assumed that a range of individual differences in the values, attitudes, beliefs, and personalities of their employees have existed for some time. However, Benjamin Schneider, professor of psychology at the University of Maryland, says the range of individual differences in the psychological variables mentioned above is becoming less common within companies over time. Schneider proposed an attraction-selection-attrition (ASA) framework to explain how organizations behave (440). The main proposition of Schneider's work is that companies do not determine behavior. Instead, employees determine the company culture. Attraction to, selection by, and attrition result in particular types of people within a company. These people determine organizational behavior (Scheneider, 1987). From 1997 to 1999, I worked for a company called TNA North America. It was a company based in Sydney, Australia, dedicated to the sale and service of packaging equipment to various customers in North America. In this company, we all had very similar values, attitudes and beliefs. One of the employees who was very different from the rest of us was the general sales manager. He was different from the rest of us in many ways. TNA North America is well known for providing good service to its customers, and all of us at TNA were used to working ten or twelve hour days to make sure our customers' needs were met. On the other hand, the sales manager only worked six to seven hours a day and very often did not come to the office for days. Business travel is a significant part of the company's budget, which is why we always get the most economical plane tickets. The sales manager was known for traveling first class and spending a lot of company money at trade shows, customer visits and conferences. This behavior was simply not acceptable to the rest of the company. He came to work for us at a company that was our competitor, and he came with good references and showed in-depth knowledge of the industry. During his first 6 months, he tried to get along with the rest of the employees, and he also tried to start projects with different clients..