Research on workplace inequality focuses largely on gender and racial disparities at work and contributing factors, while those who study diversity interventions tend to ask how these might be remedied. This article takes a different tack, asking the following: What ideals and cultural assumptions about social progress undergird workplace diversity programs, and with what consequences? Drawing from neoinstitutionalism and workplace ethnography, I examine diversity management in a multinational company based on a year of field research. At this company, diversity programs are for high-status women and people of color. Findings advance the study of workplace inequality and, more generally, the relational study of meaning making in real-life institutional contexts. They show that diversity management programs attempt to minimize gender and racial boundaries by codifying egalitarian ideals in organizational structures, and those definitions can reify class-based hierarchies. The findings also push social scientists to conceptualize inequality and equality as cultural constructs and to consider the biases of scientific measurements of inequality.