From the start, Ms. Wojcicki has been a passionate advocate for Google’s day care efforts, though there is some dispute about how much decision-making authority she has. Parents who know her point out that the company’s day care approach is very much aligned with her views; for its part, a Google spokesman insists that “these decisions were not made by her; they were made by the executive management team.”

Google’s first facility, called the Kinderplex, was run by the Childrens’ Creative Learning Centers, or C.C.L.C., which, according to its Web site, offers “learning in a play-based, developmentally appropriate environment that incorporates a variety of activities and multicultural aspects in a thematic style.” That sounds perfect for Silicon Valley, doesn’t it? One of C.C.L.C.’s longtime Silicon Valley clients, Electronic Arts, sent me an e-mail statement telling me how happy it has been with C.C.L.C.’s services.

According to Google, there were numerous complains about C.C.L.C., but the Google parents I spoke to disagree. They say that at the Kinderplex, child-teacher ratios were low, teachers were first-rate, the facility was clean and upbeat, and the food  organic, naturally  was terrific.

But at least one parent wasn’t happy: Ms. Wojcicki. She is a proponent of a preschool philosophy called Reggio Emilia, the hot kiddie philosophy of the moment, which stresses even small children’s ability to chart their own learning paths.

A year after the Kinderplex opened, Google opened its second day care center, called the Woods, which Google ran itself. The Woods was an expensive undertaking; in terms of the square footage per child, the aesthetics of its toys, and the college degrees of its teachers, it put the Kinderplex to shame. It also used the Reggio Emilia philosophy.

With the Woods open, Google decided to upgrade the Kinderplex to match the salaries and the teacher-student ratios of the Woods. Google now had 200 day care spots  and such wonderful day care at that!  and was promoting this new perk as a recruiting tool. The company was growing like crazy  its work force now numbers 19,000  its young employees were starting to have babies, and well, you can just picture what happened next. The wait list ballooned insanely, finally reaching over 700 people. New employees who arrived at Google thinking they were getting in-house day care were stunned to discover that it could take up to two years to land a coveted spot.

Meanwhile, someone at Google woke up one day and realized that the company was subsidizing each child to the tune of $37,000 a year  which nobody had noticed up until then  compared with the $12,000-a-year average subsidy of other big Silicon Valley companies like Cisco Systems and Oracle. Faced with this dilemma, Google decided that the way to solve the dual problems of a too-long wait list and a too-large subsidy was  are you sitting down for this?  to get rid of C.C.L.C. and make the Kinderplex more like the Woods! (Google says it was always planning to replace C.C.L.C.) Given that decision, the only possible way to reduce the subsidy was to raise prices through the roof.