The U.S. Forest Service (USFS) has historically provided a useful model for understanding administrative behavior and organizational change. In 1990 and 1996, nationwide studies of USFS employees were conducted to evaluate the emergence of a new resource management paradigm and to examine the role of workforce diversification, especially gender, in contributing to organizational change. In 2008, a new survey of Forest Service employees was conducted to measure what changes have occurred over the last decade. More than a decade later, workforce diversification continues to evoke powerful negative and positive attitudinal responses among USFS employees. Larger organizational issues, especially reduced program budgets and a reduction in workforce, have stalled agency diversification efforts, reducing opportunities for women to enter leadership roles. The authors analysis suggests that the USFS is operating from a discrimination-and-fairness organizational diversity paradigm rather than a valuing-and-integrating paradigm, which will ultimately limit the benefits purported to accrue from workforce diversification.