> which part felt "social oriented goals"?

Every part, especially the gestalt of all the parts together. Your entire outlook expressed by your post and your replies to me and others here makes you come across as a person with a "socially oriented goals" mindset. This isn't necessarily a bad thing, perhaps it's even a very good thing once all the trade-offs are considered, but to me it's something I don't typically get along with (there are always exceptions). The aspect of it that most turns me off is a sense that you're a people-person (validation and enjoyment comes much more from people than things, you value impact over creation/discovery) who also will use people for self-serving ends and in the context of work perhaps at the cost of doing your best work.

Don't take this as harsh criticism -- we all are self-serving in various ways, many ways are innocent (I get it, some people really like socializing and talking to as many people as possible), and we use various means including sometimes other people to get our kicks. That's all usually fine, there's plenty of room in the industry for many kinds of people, even those who don't naturally get along well with each other or have much in common in shared interests or philosophies -- professionalism lets us build things together anyway. My negative reaction is 1) first impression based without getting to know you and 2) colored as a matter of introversion and other personality traits and my own feelings about programming. Neither one is going to be "correct".

There's also some dependence on the kind of company we're talking about. From my understanding Facebook puts new hires into a generic pool for a while and the newbies sort of have to find their own way to a team. Your approach would make more sense there. Reading your reply on the type of company you found yourself in also seems like this approach could be more appropriate, though still one I wouldn't take (especially the chumming-up bits) because again it's tiresome, presumably not much related to why I was hired, I don't want to unnecessarily take up others' time, and I would probably think such info gathering (especially the mass synthesis) a lot lower-value than many other things I could be doing as a newbie... Other companies though will hire you onto a specific team to do somewhat specific things, and in that case many of your questions are sort of nonsensical. (e.g. how do you envision us working together -- if you're on a totally unrelated team in a different department, honestly I don't have a vision, because both of our teams' roadmaps are likely fixed for the foreseeable future and being unrelated now aren't a priori likely to become related later. Perhaps as I get to know you we find a common interest to do a hackday together on, but this is not something I can envision from just meeting you. Create/join some interest groups and maybe we'll find each other more organically, there's no need to optimize for this sort of relationship building now and in any case I'm here primarily to work.)

Another comment had the reaction of "who is this, someone trying to be a manager?" but I would sooner see it, in the context of my previous company, as "where is this person's manager or mentor?" I would not have sent such an email. Instead, I would direct some questions to my manager/mentor/direct team members (and in written form they can be answered in kind, no need for a meeting), and in a way that doesn't require them to spend much time on me. I'd also have an expectation that a lot of that would be answered by them for me ahead of time before I have to ask, as part of their responsibilities to new hires. Depending on the company much can be looked up on your own time, I'd reserve meetings for things that benefit from synchronous interactivity. For other questions I would have asked or inferred before even taking the job.

The first team I joined at my last job had a nice process for new members that would satisfy your goal of improving the onboarding experience. There was a short 1-2 page onboarding doc that acted as a checklist of things to do, not so well advertised policies to take advantage of (e.g. home internet reimbursement), groups/chat channels to join, links to things you should read... the newest person who joined the team was responsible for going through the doc and if needed adding/editing/updating anything they discovered was useful over their first month, without turning it into a long doc, and making sure the next new person sees the doc and understands their responsibility. My final team didn't have that, though by then the company-wide onboarding material wasn't so bad so we could just link to that. For more team-specific stuff there was a master README linking to everything of importance across a handful of hosts, but in my own reaching out to newer people on our team or sister teams to see how things were going I'd frequently find no one had sent it to them yet. So to be sure, sometimes the self-directed requests for guidance and other things you're doing is needed, even when you have a reasonable expectation that someone is looking out for you. When you're pinging tens of people about this stuff though, I think there's more going on in your motivations than just improving your own and perhaps others' future onboarding. Maybe you'll join me in adding http://elephantinthebrain.com/ to the reading list queue in order to better notice or think about those things...