影响组织和文化。文化价值观随着国家价值观的变化而变化。这种现象将给管理者带来新的挑战，他们需要调整自己的管理风格，以实现组织目标。需要注意的是，管理层无法以同样的方式处理员工的所有变化。
While developing the successful diversity initiatives managers may come across different barriers and challenges. Superficial or not properly implemented diversity initiatives will cause the negative affects causing the harm to the organization structure. Mutton and Hernandez (2004) brought some of these barriers after conducting a deep study on a variety of industries and they conducted series of conversations with the participants that shows the barriers to these initiatives.
在制定成功的多样性计划时，管理者可能会遇到不同的障碍和挑战。表面上的或实施不当的多样性举措会造成负面影响，对组织结构造成损害。Mutton和Hernandez在对各种行业进行深入研究后，提出了其中一些障碍，并与参与者进行了一系列对话，显示了这些举措的障碍。
Organizational culture: while trying to amplify diversity issues to all parts of the organization, diversity managers need to carefully explore the organization’s culture in order to be able to frame and communicate the issues of workplace diversity in an effective manner. For example, taking a subjective approach while explaining diversity issues to an analytical and linear type of culture, might become a barrier when trying to get the desired point across
组织文化：在试图将多样性问题扩大到组织的各个部分的同时，多样性管理者需要仔细探索组织的文化，以便能够有效地构建和沟通工作场所多样性问题。例如，在向分析和线性类型的文化解释多样性问题时，采取主观的方法，可能会成为试图跨越期望点的障碍
Middle management and employee buy-in: Lower levels of management and the general employee population do not know what it is they are dealing with when addressing these diversity initiatives, thus resulting in lower levels of buy-in.
中层管理层和员工认同：较低级别的管理层和普通员工群体在处理这些多样性举措时不知道他们在处理什么，从而导致较低的认同水平。
Kreitz (2008) identifies three elements that are vital when implementing diversity initiatives, but have proven to be challenges for some organizations:Kreiz指出了在实施多样性倡议时至关重要的三个要素，但事实证明这对一些组织来说是挑战：
Top management commitment 最高管理层承诺
The skilled training and breadth of organizational knowledge HR possesses 人力资源拥有的技能培训和广泛的组织知识
Shared understanding that managing diversity is not an isolated problem to be solved but an ongoing and lengthy process 共同理解，管理多样性不是一个孤立的问题，需要解决，而是一个持续而漫长的过程
Stockdale and Crosby (2004) provide a list of mistakes to avoid while implementing diversity initiatives. This list is the result of what various authors call, “Common diversity traps”:
Stockdale和Crosby列出了在实施多样性倡议时应避免的错误清单。该列表是不同作者所称的“常见多样性陷阱”的结果：
assuming that short-term training will be enough 假设短期培训就足够了
failing to relate diversity to the organizational mission and key products 未能将多样性与组织使命和关键产品联系起来
waiting to collect all possible data and ignoring employee perceptions as data for taking action 等待收集所有可能的数据，并忽略员工的感知作为采取行动的数据
waiting for everyone important to be thoroughly behind the effort 等待每个重要的人彻底支持这项努力
not paying attention to the impact of resistance people in important positions 不重视重要职位上的抵抗者的影响
isolating the effort in one department (such as human resources) or under one person 隔离一个部门（如人力资源）或一个人的工作
not differentiating between good intentions, usually contained in verbal expressions of support of diversity, and the impact of specific institutional actions that go against diversity 不区分善意（通常包含在支持多样性的口头表达中）和反对多样性的具体机构行动的影响
not building coalitions and support with different stakeholders who may fear that the diversity effort will not include them 没有与不同的利益相关者建立联盟和支持，他们可能担心多样性工作不会包括他们
assuming that managing diversity is just “good common sense and people skills”假设管理多样性只是“良好的常识和人际技能”
measuring success by the quantity and magnitude if diversity activities and events, rather that the impact on the work and people 衡量成功的是多样性活动和事件的数量和规模，而不是对工作和人员的影响
Tjoswold and Leung (2003) identifies decision making to be negative impacted because of problems with communication in a cultural diverse organization. Since the spoken word is interpreted differently conflict could arise from differences in values and norms. Even written communication is interpreted differently depending on your values and norms.
Tjoswood和Leung认为，由于文化多样性组织中的沟通问题，决策会受到负面影响。由于口语的解释不同，价值观和规范的差异可能导致冲突。即使是书面交流，也会根据你的价值观和规范做出不同的解释。
One very interesting finding is from the article
