-You have to find your own work (RAND's "internal labor market"). Basically you have to quickly create a network of people who know and trust you to contribute value to projects, and get booked for 230 days of labor each year. That can be stressful, and may favor social skills over competency.
-There are small pockets of highly toxic people who get tolerated because they have contacts and bring in business (they "bring value to the institution in other ways" as one unit manager told me). That may be a deal with the devil, trading a short term gain for longer term harm to RAND.
-The Washington office has run out of space (hiring a lot), and so people who aren't in their office a lot are getting kicked out, and will have to use hotel (ad hoc) office space. I think most of us understand this is a difficult problem, but the presentation and implementation have been bungled pretty badly and caused a lot of resentment. It's being framed as "We've done the research and kicking people out of offices who are in the office less often will make them interact with other staff more often." That's been met with eye-rolling to anger.